Eugen Oetringer available

Eugen Oetringer

Bridge Builder | Senior Agile Coach / Analyst / Consultant

available
Profileimage by Eugen Oetringer Bridge Builder | Senior Agile Coach / Analyst / Consultant from Papendrecht
  • NL 3351 GX Papendrecht Freelancer in
  • Graduation: Bachelor in Mathematics | Focus Business Intelligence and IT
  • Hourly-/Daily rates: not provided
  • Languages: German (Native or Bilingual) | English (Full Professional) | Dutch (Full Professional)
  • Last update: 05.05.2021
KEYWORDS
PROFILE PICTURE
Profileimage by Eugen Oetringer Bridge Builder | Senior Agile Coach / Analyst / Consultant from Papendrecht
ATTACHMENTS
Profil und Lebenslauf E Oetringer

You need an account to view this information.

Profile and CV E. Oetringer

You need an account to view this information.

SKILLS
Navigating to the high-impact solutions of complex challenges: Via changeable root causes of highest impact and phenomena. Natural process flows. Workshops. Agile Coaching.
  • Co-creation for high-impact innovations
  • Project health checks, project acceleration and getting troubled projects back on track (eGOPP method)
  • Structural lessons learned
  • In- and out-of-the-box
Agile Decision Making: For all Levels | ADM Framework (Main Inventor)
When agile yet reliable decision making shall be made to happen at all levels. 
  • An easy to remember policy to remove the unnecessary bureaucracy and complexity at its changeable root cause; the same policy making traditional and agile practices complement each other.
  • Phenomena training: A reliable source for making better decisions in complex environments. Corona has shown how it works.
  • A complementary, high-speed innovation track for high(est)-impact innovations.
  • Enhanced Goal-Oriented Project Planning (eGOPP): To further improve project success rates substantially; to tailor the ADM Framework to the specific environment and to ensure remaining gaps are closed.
  • Guided Self-OrganisationTM: As much freedom as possible, as much guidance and direction as needed; providing the concise yet high-impact information people need to ‘make agile decisions now’; systemic coaching.
Guided Self-Organisation (Main Inventor)
Published as the (IT) Strategy Management Process; book author, leading and coaching positions during implementation and operations with 30.000 people; ahead of its time: 
  • As much freedom as possible; as much guidance and direction as needed
  • Quick access to up-to-date and concise information employees need to make agile decisions at all levels
  • Structures to keep de documentation need low and to handle situations whereby the environment changes quicker than the documentation can be updated
  • Systemic coaching
Enhanced Goal Oriented Project Planning (eGOPP) 
A rediscovered and slightly enhanced workshop method to improve project success rates substantially; even when agile frameworks are applied.
PROJECT HISTORY
  • 04/2020 - Present

    • ComDyS (Owner)
    • < 10 employees
    • Other
  • Bridge Builder | Senior Agile Coach/Analyst/Consultant
    • Development, tuning and rollout of the Agile Decision Making Framework

  • 10/2018 - 05/2020

    • Business-Agile
    • < 10 employees
    • Internet and Information Technology
  • Senior Analyst, Agile Coach, WebAdmin, Co-Founder
    • The other co-founder: Donna Fitzgerald, Research VP at Gartner until 2017; partici­pated in the initial development of agile methods; Gartner: the leading research and advisory company for trends in IT
    • Complementing agile scale-up methods with solutions for the tough impediments at the business and scale-up levels
    • (Business Agile has been integrated into the ADM Framework initiative)

  • 11/2018 - 04/2020

    • SDG Facilitators
    • < 10 employees
    • Other
  • Analytical Enabler of High-Impact Innovation
    • SDG: The Sustainable Development Goals of the United Nations, i.e. climate action.
    • To make the SDGs happen, agile decision making is needed. Corona brought this initiative to a halt.
    • Relevant parts are now part of the ADM Framework and the Solving Tough Matters initiative

  • 11/2014 - 04/2019

    • Dendri Systems
    • < 10 employees
    • Internet and Information Technology
  • Founding Partner and Inventor
    • A start-up company for commercializing the AI patent; member of Holland FinTech.
    • Proof of principle.
    • Many high-profile companies and investors didn’t want to miss this opportunity once the proof of concept was available; within the final of KPN’s ‘Get in the ring’ challenge (6 of 70 contenders).
    • For proof of concept, lean start-up and investors required progress demonstrations in small steps. The nature of the innovation didn’t fit this requirement (an ‘officially accepted’ catch-22). In 2019, Dendri had to be closed down.

  • 09/2018 - 11/2018

    • WDR (part of Germany’s ARD tv-station)
    • 5000-10.000 employees
    • Media and Publishers
  • Business Analyst Enterprise Architecture Management (EAM)
    • The quality of ADOIT content increased (an EAM-tool).
    • Contributed lessons learned and insights leading to a formal project proposal for high-impact documentation structures.

  • 04/2010 - 12/2017

    • Think Tank Project Netherlands
    • 10-50 employees
    • Other
  • Analyst
    • Delivery of criteria that enabled projects to be exceptionally successful.
    • A health check for projects: Includes eGOPP, as well as lessons learned and insights hiding behind the surface.

  • 08/2017 - 10/2017

    • ITERGO via Virtual Clarity
    • >10.000 employees
    • Insurance
  • Senior Process Analyst
    • Participation in a Scrum and Project Management driven project
    • Shortly after my arrival, the project was in such a situation, that my tasks changed from providing lessons learned and agile practices for the ITIL/CMDB project (Service Management) to helping to make the deliverables of Virtual Clarity happen (end of Virtual Clarity/client contract: Oct. 31st, 2017)
    • Identified that the project had become a troubled project as relevant lessons learned were still missing in the official ITIL documentation (now partially embedded in the ADM Framework above).  

  • 12/2011 - 12/2011

    • Rabobank International
    • >10.000 employees
    • Banks and financial services
  • IT Architect, Information Architect
    • Successful workshop lead and delivery of a business case, strategy and a functional Intranet design (solution framework) for enterprise search, knowledge manage­ment, enabling innovation, cross-organisational collaboration and compliance; for the core business and IT; involving SharePoint2010 and collaboration tools
    • Step 1, based on Guided Self-Organisation, was ready for production; the banking crisis arrived and made it impossible to continue the project

  • 10/2007 - 01/2009

    • EDS (taken over by HP)
    • >10.000 employees
    • Internet and Information Technology
  • Managing Consultant, Nomination to become an EDS Fellow
    • Delivering one of the key elements that made a high-profile client extend his contract in a troubled situation (insurance company)
    • Root cause analysis of a broken architecture process between EDS and a client: Solution via a natural process flow step

  • 01/2001 - 09/2007

    • EDS
  • Senior Analyst, Consultant, Agile Coach, Book Author
  • As part of Guided Self-Organisation’s implementation and operations with 30.000 employees:
    • Bridging the communication gap between organisations; methods, countries and organisations: For the core business and internal IT. Included analysis; agile coaching; tool designs and stakeholder management, BI-knowledge and BI-data.
    • Chair of the European Infrastructure Advisory Council: Representing self-organizing communities of practice and 5.000 IT experts; aligned with senior management.
    • Member of the global technical review council for EDS strategies, IT architectures, and service offerings for clients; representing the 30.000 European colleagues.
    • Providing a substantial part of the resolution to a worldwide problem in the field of 24 hours/365 days application availability; after ITIL and escalation to CxO level had delivered disappointing results: Through concentrating the top experts’ knowledge into 60 pages as opposed to the common 600+ pages.
    • Contributing lessons learned, agility needs, agile solutions and Guided Self-Organisation for the development of ITIL V3 (was too far ahead of its time).
    • Integrating European, client, technical and process requirements, as well as lessons learned into enterprise-level offerings, solutions, guidance and directives.

TIME AND SPATIAL FLEXIBILITY
Verfügbarkeit: Europa
Reisebereitschaft: Weltweit
YOUTUBE - VIDEO
YouTube Profil Agile Decision Making
GET IN TOUCH

Message:

Sender: