Skills
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Name
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Zbigniew Labaj
Schwarzwaldstraße 49 65779 Kelkheim Germany
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Contact |
email: zbigniew.labaj@tesentia.de |
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Short profile |
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Consultant, Management Consultant |
>8 years |
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Project Manager |
>8 years |
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Program Manager |
>4 years |
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Int. Managerial roles |
>10 years |
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MBA |
Int. Executive, BPR |
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Experience |
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Branches |
Production: controls - automotive, rolling-stock. ICT: data center/collocation, mobile, networks Gas: investment projects, programs. Transport: airlines, airports
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Specialties
Certification |
BPR, Program Management, Business Change, Product Catalogs, CRM & CS processes and systems, change and Change Implementation Leader Business Analysis, ERP change and implementations
TSPM/PMI, ISQTB Products and System Evaluation |
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Technologies, terminology |
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Business Process Re-engineering, ERP, CRM, Product Catalog, Project Management, Agile Framework, Risk Management, Program Management, Portfolio Management, Tools: SQL/MySQL, MS Office, MS Excel, MS Project, IRIS, ISO, Quality Management Infrastructure Roll-out,: LTE, Cloud Service Infrastructure Cloud Technologies: IPMI, MPLS IP-VPN, VPN, VLAN, VoIP, Tier III+, Power Density, Internet Exchange Point (IX P), IaaS, SaaS, PaaS, NaaS,
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Actually: OGP GAZ-SYSTEM S.A.: PMO, North-South Program, October 2017-now. In previous years:
PKC Group (2015-2017), MCI Investment Inc. (2016), TenStep Inc. (2012-2014), ITPP S.A. (2011-2012), EXATEL S.A. (2011), EQUINIX Ltd. (2010), A.D.P. SA (2007-2010), Westcore Properties srl (2007-2010), LOT S.A. - Germany (2004-2006), LOT S.A. - Norway (2002-2004)
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Latest projects |
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Customer |
OGP GAZ-SYSTEM S.A. |
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Project |
Program North-South; 2017 – now Investment projects total value 1,3bln EUR 2017-2022 |
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Role |
PMO Leader / Program facilitator |
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Products/works |
1. Program organization: project definition and business cases for projects, program governance/management plans. |
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2. Program standards: budget and schedule, issues, change processes |
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3. Program communication: organization, implementation, leadership and management with Steering Committee, status meetings organization, execution. |
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4. Program Risk Management System: organization, implementation, leadership, management, stakeholders information management. |
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5. Program management processes control: change requests, issues managing, program log, project processes control. |
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6. Workshops for Sponsors and Project Managers: organization, leading, trainer for participants. |
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Customer |
PKC GROUP - Kabel-Technik-Polska sp. z o.o.; 2016-2017 |
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Project |
Process Research and Development for SBB Products Process lean principles application – savings 1.5mln EUR |
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Roles |
Management Consultant, Process and business analyst. |
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Products/works |
1. Production process analysis: ERP data and KPI, CRM Processes |
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2. Production process improvement: ERP data to process plan revisions. |
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3. Cost - work - time analysis and improvement action items identification. |
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4. Business Process modeling, production improvement. |
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5. Tangible benefits assessment and forecast, benefits achievement monitoring and control. |
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6. Project P&L forecast. |
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7. Preparation of R&D Description: a handbook for financial auditor.
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Customer |
MCI Investment, Cloud Infrastructure Subsidiary; 2016 |
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Project |
Business Process Re-engineering, Cloud Product Design. |
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Roles |
Management Adviser, Process and business analyst |
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Products/works |
1. Product Catalog analysis, Service process analysis; Gap Analysis |
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2. Sales KPI and Processes: GAP Analysis, redesign |
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3. CRM and Customer Service: BP analysis, redesign of CRM and CS Processes, Customer Service analysis |
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4. Infrastructure audit for Cloud Products and Services |
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5. Development of recommendation for a Business Change Program |
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6. C-Level communication and presentations |
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Customer |
PKC GROUP - Kabel-Technik-Polska sp. z o.o.; 2016 |
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Project
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Project Management Office – development and services;
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Roles |
Management consultant |
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Products/works |
Project Management System maintenance – updates |
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Staff training – 200 participants |
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Project Manager consultancy and support |
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Methodology procedures adherence control |
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Customer |
PKC GROUP - Kabel-Technik-Polska sp. z o.o.; 2015-2016 |
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Project |
Project Management Methodology – development and implementation of principles; |
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Role |
Management Consultant |
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Products/works |
1. KTP Project Management Methodology (processes, procedures, practices, standards): definition, schedule, budget, issues, change, risk, communication, team management |
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2. KTP Project Office Methodology (processes, procedures, practices, standards) |
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3. KTP ERM (CRM) Project Module Handbook |
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4. KTP Project Transfer Methodology |
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5. Training materials |
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6. Trainings for all levels of staff (120) |
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7. ERP modifications; user stories, kanban, agile project |
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8. Tests of ERP modifications, testing |
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9. PM System implementation and integration to Quality System. |
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10. Project reporting and control, metrics; ERP, Excel |
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Customer |
TenStep Polska sp. z o.o., TenStep Inc.; 2012-2014 |
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Project |
Project Management Methodology Implementation for KGHM, OGP GAZ-SYSTEM S.A., Polskie LNG S.A.; |
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Role |
Consultant, trainer |
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Products/works |
1. Methodology implementation |
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2. Project Management training (est. 800 workshop hours) |
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3. Investment projects consultancy |
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Customer |
IT PolPager S.A; 2011-2012 |
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Project |
LTE Roll Out Poland; |
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Role |
Consultant |
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Products/works |
1. Infrastructural analysis and documentation; |
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2. Investment analysis; |
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Customer |
Nata GmbH; 2010-2011 |
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Project |
ICT Market consolidation; |
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Role |
Consultant |
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Products/works |
1. Business analysis and definition for investment |
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2. Business Process modeling, preliminary business plan |
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3. Implementation plan and schedule |
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4. Market analysis |
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5. Relations development for consolidation M&A |
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Customer |
Exatel S.A.; 2009-2010 |
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Project |
Business partner management system; |
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Role |
Consultant |
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Products/works |
1. Products definitions |
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2. Implementation concept |
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3. Business analysis |
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4. CRM/PRM Partner Management principles |
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5. Service provision chain |
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6. Business Process modeling, re-engineering, business plan |
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7. Implementation plan and schedule |
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Customer |
Equinix Ltd; 2010 |
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Project |
Data Center Poland |
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Role |
Consultant |
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Products/works |
1. Sales and business requirements plan |
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2. Partner and supplier networks identification |
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3. Business analysis |
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4. Strategy for market introduction |
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5. Expansion business plan |
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6. Implementation plan and schedule |
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Other |
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Program |
Performance Improvement Program (70mln USD target) |
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Role |
PMO leader, PMO Director |
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BP modeling, BPR Issues and change management Risk management |
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Program |
LOT cost reduction (approx. 30mln USD) |
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Role |
PMO leader, PMO Director |
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Managerial |
General Manager for DACH countries (+55mln EUR responsibility); Director for Norway (+45mln NOK responsibility), PMO Director (+70mln USD projects responsibility), Operations Director (airline total operations responsibility); Unit Manager (airline daily operations decisions responsibility) |
