Project Manager in Berlin, Germany

The product is aimed at lean practitioners in manufacturing plants. Managers and engineers are focused on overall equipment effectiveness (OEE) when it comes to measuring, evaluating, and improving the efficiency of manufacturing processes. Up to date, professionals use paper, a pen, and a stopwatch to record the needed time data.

The project provided a mobile application and IoT gadget that automatically measured, analyzed, and reported OEE from the first moment of its installation on the machine, in both the on-premise and SaaS models. After bootstrapping for two years, the project received two investment offers.

The automotive supplier produces several complex metal parts and one of them is the suspension of the steering wheel. The robot welds the 26 seams in 4.5 seconds—the feedback data is collected from a photodiode. Three years' worth of data was used to engineer features and feed them to various machine learning (ML) models.

As a result, several functions and two models were selected to build an operational grade system that will be integrated into the production process.

Glencore's oil mill plant is a modern facility—now prepared for the Industry 4.0 journey.

The data platform was architected and developed according to the plant's unique requirements and the production process. The high amount of data sources required a robust and scalable data pipeline to gather, stream, store, and analyze incoming data in real-time. The various business and engineering scenarios—where data is consumed for daily operation or decision making—were served by flexible and user-controlled visualization and analysis features.

The back end was developed in Python and front end was built over Django and Highcharts with the WebGUI coded in HTML, CSS, and JavaScript.

The custom aluminum-doors-and-windows manufacturer needed to optimize its operations and decided to implement the first step of an Industry 4.0 solution. The system gathers and stores the measured electrical consumption and other attributes of the manufacturing machines—CNC workstations. The system calculates production-specific indicators (uptime-standby-downtime, OEE) that are used for scheduling and production planning. Specific dashboards are configured for the shop floor and to meet the needs of engineers and managers.

I supported the innovation of safety work shoes with IoT functionality.

Besides the sales procedure and project management, I contributed to the business case analyses, UX/UI, and compliance to user specification; I also mapped use cases and drafted production and service processes.

The financial institute decided to collect their relevant data in a data warehouse (DWH) and serve the business units' information needs by providing business intelligence (BI) service above it. The task included gathering the technological and functional requirements, including the draft of data flows and ETLs, creating the data catalog, and listing the evaluation criteria.

During the project, the IT assets were listed and documented in the ARIS toolset, making it possible to navigate the assets visually, read their attributes, and access the repository by queries. The repository served as a CMDB for ITIL.

The Map:
• Application systems along with the apps and modules.
• Data connections between them.
• Functionality and main users (business units and processes).
• VMs and hardware.

I ensured that the corresponding e-learning content was linked to the activities of the workflow system.

Praeventio decided to support its field staff with a flexible CRM system that was extended with workflow and document management.

Árindex, an application support company, decided to support its field staff and back office with a flexible CRM system that was extended with workflow and document management.

The Hungarian Development Bank needed a process map of the controlling directorate extended. The methodology developed supported mapping enhanced with risk factors concerning the business processes in the ARIS toolset.

MATÁV, like other major businesses in the world, evaluated the risk of Y2K and made decisions on what to cover with BCP and DRP measures. Our team was responsible for the delivery of BCP solutions in all areas of core business and support activities.

The Directorate of the Prime Minister's Office chose SAP as their ERP system. Before setting up the system, the "as-is" business processes were mapped and optimized with the new IT features.

The Hungarian Power Company redesigned its business processes and carried out an ISO 9000 compliance review. In order to make SOPs creation more streamlined, we developed an app that would transform the process flows to written procedures.

The Job Market Intervention Center decided to offer contemporary vocational training classes for job seekers, as a new direction in its intervention and education strategy. One of the first courses was the web developer course.

The manufacturer decided to extend its SAP ERP with a custom-made manufacturing management system and a tailor-made application at a work cell on the shop floor.

Besides that, the new investment and project management process was enhanced with workflow and document management solutions. These solutions covered the conceptualization, planning, approval, and follow-up features.

I led the sub-project and interviewed the stakeholders to collect requirements, specified the features of the application, and put together test cases.

The Institute collects market prices of agricultural products from all corners of the country—from village open-air markets to product exchange. That's párt of the EU data collection workflow. The developed software supported the collection of data, storage, visualization, analyses, and reporting.

MVM decided to upgrade its SAP system and, at the same time, roll out the time hardware migration underneath it. It was a significant undertaking that involved several child companies.

The customer decided that it needed quality assurance to help project management organize and coordinate activities and, most importantly, to assess risk and decide on mitigation measures continually.

The electrical distributor company needed to prepare itself for the opening of the electrical energy market, so they selected SAP as its ERP. Business processes were analyzed and optimized before the configuration and deployment of the new system. Working as the QA consultant on the customer side, I checked the deliverables and advised the BPR team.

KELER decided to step up its services by deploying a back-office system that covers all its activities. The BPR work mapped the "as-is" processes and delivered optimized "to-be" flows which were extended with IT functions. Besides leading the activities, I also ran the discovery survey and documented the flows in ARIS toolset.

Quaestor as a financial service needed compliance assessment and delivery of documents that bridge the gap. At the same time, the assessment and restructuring of the IT department's operation and organization were rolled out.

After the legal foundation was established, the state agency decided to define the handling of applications, customer relationship management, evaluation, contracting, and follow-up processes. The workflow and document management discovery and mapping were based on an adapted version of the ARIS Toolset methodology.

Sunstone (OMTLab) is the original developer and producer of a real-time location system (RTLS), which is an "indoor GPS and data communication platform."

The company is an IoT startup and wanted to succeed in bootstrapping its R&D and business development by continuous revenue inflow. The founders wanted and needed to grow their customer base.

I supported them in networking and business development, CRM, market research, promotion, and partner management.

The company offered direct marketing, statistical analyses, and marketing planning services to its customers. Besides that, it also provided outsourced mail order fulfillment. The IT system covered the core operation of receiving address lists and purchase orders, creating target groups, preparing personalized emails and delivery notes, warehouse and asset management, payments, and customer claims.

I worked with Tirana Ekspres Art Space, Shëngjergj Regional Development, ADRA Albania, Central, Pana Design, and others in Albania. I mainly handled capacity development, management mentorship, project management, application writing, survey, strategy development, fundraising, administration, and networking.

Association of Parents of Disabled Children Tajikistan
• Consulted on mentoring and survey approaches.

Caritas Switzerland in Tajikistan
• Provided entrepreneurial skills training.

Habitat for Humanity Tajikistan
• Fostered the capacity development of the national staff.
• Mentored the national director and the managers.
• Provided on-the-job training on management, project management, and IT skills.

Combit developed a unique technology for the video streaming market and need to help to deliver it to the market.
Features:
• Parallel live video streaming of two or more streams.
• Flexible real-time selection, positioning and resizing of videos in the viewer web GUI by the user.
• Automatic indexing and synchronization of the presenter's slides with the video stream.
• Automatic indexing of slides and video by the text of slides (OCR).
• Search and discover the video using slide-index or text-index.
• Content management system to manage and share videos, slides, and digital documents.
• Learning management system.
• Compact hardware package that supported live streaming (for example, Facebook, YouTube) and automatic recording of slides and video at events.
Reference users are the Hungarian Academy of Science and the Óbuda University, European R Users Meeting, and several meetups.

The Ministry of Cultural Heritage and its more than 20 institutions chose to implement a common ERP (Sun System)—a project with many stakeholders, a wide scope, and a complex schedule. The client decided that it needed quality assurance to help project management organize and coordinate activities and, most importantly, to assess risk and decide on mitigation measures continually.

A Budapest-based law firm was suffering from serious media attacks. They had to handle an unfamiliar situation and communicate in a way they had not imagined before.

In this crisis, we provided day-to-day management, defined the strategy, created the protocol and Q&A for the official employee communication, facilitated the writing, and straightened out the actual communication.

Part of the project was the overall redesign of the brand and image of the law firm, which included the name, logo, website, all the brochures, and branded stationery.

ARIS toolset software was introduced to the Hungarian market and sales gained momentum. Enterprise customers required the localized and translated user interface and documentation. That was the moment to establish the Hungarian professional jargon for organizational development and business process re-engineering, too.

The property directorate decided to support the up-to-date record keeping and their general operations by an ERP deployment.

The project delivered the business process definitions, the user specification, and requirements as annexes of the RFP.
As part of the project, the IT strategy and concept were compiled.

Key Words: Public Administration, Legal, Finance, Real Estate

The President's Office decided to support the general operation and their legislation related processes by IT solutions. I delivered the IT strategy and development plan.

Key Words: Public Administration, Legal

The company wanted to obtain certifications that its consultancy branch complies with ISO 9000 Quality Management System.
This project delivered the tailored BPR and project management methodologies considering ISO 9000 requirements. This included consultancy and compliance guidance.

The Ministry of Justice decided to support its general operations and the legislation-related processes using IT solutions. The project delivered the IT strategy and the development plan.

Key Words: Public Administration, Legal

A motivated theatrical costume designer decided to grow a new product group to diversify, thus stabilize her business. She had developed a product/service besides working in the theater, which included building a community and a personal brand. The daily operations were running but required optimization and digital support. The new direction needed to be comfortable and cheap to start with, put together from the existing skills and experience, but needed to target a new target group and bring immediate profit.

The pharmaceutical company decided to streamline the International Drug Registration Department's labor-heavy procedures and take advantage of digital version control and workflow management.

The document system (DMS-CMS) implementation and deployment covered process discovery and optimization, mapping to workflow processes, taxonomy and document type tree definition, and the migration of the existing digital and paper-based document store, as well as process administration.

The imagined educational portal is video-based and extended with comments and references to other publicly available resources. The service was planned to be flexible to various subscription options.

I served as a lead designer, lead software developer, and project manager, leading the customer through the discovery and planning phase. The deliverables were a clickable low fidelity UI design, a backlog with drafted user stories, three years high-level roadmap, three tech stacks options for implementation, and draft project plan recommendations for the simple dynamic UI prototype (for market research) for the prototype (limited-service used by selected early adaptors for concept and design testing), and for the later MVP (published for the public).

The regulation banning the advertisement of legal services changed and the law firm decided to take advantage of that.

The work started with interviewing the management and colleagues to find out the core values, running rounds to present the matching design elements, drafting the roadmap and the main pillars of the strategy.

The project delivered a strategy, a style book, all the visual and copy elements of communication, and the website. Also, part of the project was to support the first marketing activities.