FINN LUND
| Name | Finn Lund | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Position | Project Director and Manager, Coach, Solution Architect, Data Scientist, Lead Programmer, Change Agent | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
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IPMA Certificated Senior Projectmanager, PMI Certificated Projectmanager
DSDM Instructor, CMMi Practitioner IBM Certified Application Developer, Microsoft System Builder | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Education |
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| Courses | Project management: Dieu/Niveau, DA, Øberg etc. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Interests |
Primarily long distance running and -biking, volleyball and soccer
- plus methodologies and next practises when listening to other people's experiences | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
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| Finn Lund, ProjektCoach | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Solutions |
project management known for dynamic, collaborating teams coaching focusing on personal development and the toolbox to apply specialist tasks covering knowledge dissemination and -anchoring | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| based on |
expert level in systems delopment deep insight to business logic life- and pension core systems insurance and legal matters education. learning and personal development broad experience with best and next practices methodologies guru | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Business knowledge |
Insurance Finance and Banking Accounting BI & DataWarehouse Fund Management Governmental & Public Human Resource the Balanced Scorecard Complexity Meassurements Systems Architecture & -programming | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Experiences overview |
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| Finn Lund, ProjektCoach | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Experiences and Achievements | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2017 - | IT Uddannelse | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Educator / Lecturer |
Lecturer in programming, application platforms, data
architecture and processing - as well as system development
methodologies with the use of services, components, test-driven
design, use cases and much more.
In addition, lectures are held on many in specific areas, e.g. with special focus on performance, maintenance and life-cycles, such as “How can IT contribute to making business cases sustainable?” | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Case Study 1 | Structured Information Management: Processing and Retrieval - identifying various central / distributed platforms, data storage and search algorithms in order to discover disciplines of Queuing Theory, Related Processes and Load Balancing, Queuing Delay, Control and Filtering Algorithms, Renewal Theory & Praxis, Relay and Processing, Document Handling, Tagging, Treading, Automatic Indexing and Subject Classification. Assessment of virtualization and clouding over the various central / distributed platforms data storage and qualification of opportunities to aggregate data across in a transparent environment. Study strived to determine a solution to the dilemma: "Most information people want is someplace else." | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Case Study 2 | Set-up a framework for annual plans regarding grade level and subject of learning to be subsequently used as the basis for the organization and implementation of teaching, which obviously happened with the integration of disciplines related to Information and Communication Technologies. Formation of the pedagogical / didactic / instrumental assumptions and identifying how targeted and optimal use of ICT can 'boost' both the preparatory organization as a subsequent implementation of diverse teaching | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Case Study 3 | CODE (short for CoOperative Development Environment) provides a common platform for application designers and programmers to develop host, workstation. or client/server applications, e.g. with development (and testing) in the client environment as a starting point for subsequent execution in the host environment. Over the years job was first to examine Windows-based toolsets that effectively replace the aforementioned green-screen tools. Next step to run a road show about the features and in addition, the replacement of whatever source-view debugger in order to provide more functionality than any other development tool. Today's focal point is Manasys Jazz, which is a programming system for Mainframe (IBM z/OS) (and later Midrange and Windows) computers that makes the programming of simple tasks vastly simpler than it would be with COBOL or similar tools, without making complex tasks more complex. Jazz itself operates in the Windows environment, with objects like COBOL programs, BMS maps, Database definitions, Web Service Descriptions (WSDL) etc being passed to/from the target environment. Jazz will also interact with other development tools like Eclipse and VS (Microsoft’s Visual Studio) to build systems in which functions are distributed across the web and across a range of technologies. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2017 - | XMIT | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Accounting Programmer | Development of an accounting program (Python) which operates with the statements from the cash flow account in one hand and a few other information in the other, in order to merge everything into a completed annual report for the authorities - in both XML and HTML format | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2015 - 2016 | Iteration | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Business Intelligence
Advisory |
Set new standards and concepts for Data Quality Assurance together with formal procedures and methods for making data much more vital to decision making about the business’ competitive edge.
Fully understanding this topic is urgent to companies currently facing the need to access (even) larger amounts of data when traversing and applying external (e.g. public) data sources. E.g. what will be the validity, how is it measured and what improvements must be implemented. Final steps were focusing on the subsequent roll-out and implementation in the involved companies. In other cases, action was taken upon the ability to make Master Data the cornerstone, so not only Data Warehouse, but business data as such would primarily be based on it. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2010 - 2014 | SDC | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Quality Manager | As a QA Manager I've been driving the general quality assurance activities and organization of the test for a multitude of projects, which partly have been based on the development of new business areas, partly arising from new / different legislation respectively Denmark, Norway and Sweden. Continuously I've been the persistent connection between the developers, testers and business representatives in order to ensure the best possible match between requirements and solution. Job included in-depth testing of calculation algorithms, including interest calculation routines and optimization of system performance, such as verification of the platform shift ZOS -> .Net. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Off-Shore QA | Beside planning and establishing off-shore branches in Pune and Bangalore with the task of executing regression test of larger system fixes, including monthly system releases - in hand with being driver for automated test scenarios. My role was slightly different from others, as I became the Methodologist who got just as much insight in working systems, as in how systems work. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
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| Finn Lund, ProjektCoach | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2007 - 2009 | Danske Bank | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Project Director
Business Intelligence |
The overall project's main task was to establish a complete quality
assurance concept that once and for all ensured unique processes
when Data Warehouse handled vital data. Next, the project aimed
for achieving confidence in both data and processes. It was an
inevitable requirement that quality management reached out in all
organizational contexts. To do so the project was put in charge of
creating a controlled and transparent data environment, monitoring
tools (real-time), dedicated ownership and organizational anchored
processes. And, to be able to come through, the project was split
internally into a number of smaller sub-projects, each of which had
its own objectives, participants and tools. These projects operated
at various organizational levels and / or were located on separate
physical locations (see the following).
The project was conducted in accordance with CMMi and excelled even by being among the highest scoring. In particular it should be noted that the project has contributed to the organization's best practices in multiple process areas. Based in MS Project were used EVM to manage individual project progress, completion, resource use, etc. - Like that (proprietary) spreadsheet were used for deploying algorithms for task estimation, competence maps and cost analyzes. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Project Agility | Every project participant gathered in a daily Scrumbage with the aim of informing each other about today's expected chores (where am I going today). In addition, maintaining the regular (1:1) meetings to reconcile the individual project participant and task type / load in order to update the competence map on-the-fly. Incidentally, the individual sub-projects through the course with frequent iterations for clarification of expectations in the sprawling stakeholder groups. Many iterations managed to make both a stable, maintainable and future proof application that now can be highlighted as a good example, just as of continuing growth in learning became rewarding for project participants and overall, which has immense value to the organization and users. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Data Governance | Another project's task was to ensure Data Governance through organizational implementation. Based on in-depth stakeholder analysis it was clarifyed which business processes had to be supported or replanned. The result was a set of quality assurance processes (QA Guidelines), which led to organizational changes such as defining new roles, both in the business units and in IT department. During the period of time the project prepared for a whole new dialogue between all parties involved: Various business areas of the bank's headquarters, Internal Audit, IT Audit, Source systems in IT centers, as well as the individual areas within Data Warehouse got involved with this. Expectations was the key word - the common goal was communicated and maintained so that there was widespread consensus behind the significant results. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| QA Monitor | Building the QA-monitor was done by a project of its own, which was located on-site.The work had to do with developing the presentation layer / the GUI and implement the services as when delivered by the off-shore team. A great number of end-users were closely involved with this project. Even though there wasn't much done to look at in the beginning, the project got well off by using mock-up-driven design. And, during the following 18 months the mock-up was always there to visualize what we're heading for, even though replaced bit-by-bit as time went on | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Off-shore
Development | Services to be used with the QA Monitor (IT application to support quality assurance) were developed in the Danish Bank's development center in Bangalore, India (DCI). This includes programming, system documentation, testing, quality assurance and implementation activities. The project acquired great success in getting parts of the overall solution developed off-shore, namely by decomposing the system solution into manageable tasks with limited linkages to other components. Simultaneously with other projects, I was Project Manager for this, too. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Data Warehouse
Quality Assurance | Project Manager of a project which had to make a complete mapping of data belonging to data warehouse - and, every piece og data had to have an attribute that showed where it origins from; original, transformed and derived data. Second, data got weighed based upon the importance/value to each groups of users measured on the severity of faulty data and finally was defined what quality controls to be applied to each item. This information was incorporated into a new 'gate-keeper application', which should obstruct corrupt data from entering Data Warehouse. The 'mappingproject' was vital to many other projects. Thus it was under severe pressure and had just a tight time box. However, business representatives coming from all over the organization really knew this and everyone had did his homework before the weekly sprints. so, when the project's progress and challenges were discussed - we could easily find the way. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2006 - 2007 | ATP | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Solution Architect | When developing a whole new life and pension system I stepped into the 'Solution Architect role'. Actually, it turned out to be quite a bit more; many tasks executed simultaneously crisscross in the organization and to be sure none of them got away or even into its own loop I had to facilitate dialogue between business leaders and the supplier of the core system,and to build commitment and ownership. And, soon it became part of the mission to shape and develop the Solution Architect function / role - to be the driving force in ensuring the proper deflection of claims and adjustments, developing methodology and finally to achieve a complete and communicated line between the business wants / needs and the delivered system functionality | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
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| Finn Lund, ProjektCoach | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2005 - 2006 | Nets | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Project Manager | Managing a project to come up with new opportunities for creditors / data providers using debit so that the material sent to debtors appear individually and can be associated with a number of new features. Next to overall coordination and planning of activities I managed to keep multiple stakeholders in the loop with information about the project's current momentum | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2005 - 2005 | SDC | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Project Manager | Head of Management Department with the responsibility to keep the operation of the systems in relation to Payment Systems and Core banking on a stable and quality-assured level, as well as their preparation services and routines. Sametime I was taking a close look at the need for process optimization, such as introducing new values beliefs and project methods - focusing on best practices and particularly look at the next practice | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2005 - 2005 | FDC | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Systems Developer | A short pit-stop by the insurance system that I was deeply involved with developing in 1990.On the one hand I knew the system architecture and basic substance and on the other, I'm one of the rare IDEAL (4GL) programmers. The task was to add new functionality to the system, which largely still exist - and do it well - despite its long history. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2004 - 2005 | DSB Informatik | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Project Manager | Leader of the project to manage the process towards SOA enabling of all system devices in the IT department, and ensure organizational commitment to Integration Centre including the information-broker. Beside organizational implementation and maturing the organization to draw profound benefits of this strategic move the project's goal was to create a framework for achoring both best practises and improvements. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Project Manager | Managing project to provide an information-broker / integration platform, which makes systems across platforms and operating systems able to communicate and interact regardless. The integration server is the focal point of a service-oriented Hub - Spoke architecture. It was the project's task to clarify all expectations and to ensure the application of the basic SOA concept at all organizational levels and in all business areas. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2004 - 2004 | DSB Tågvärdsbolag AB, Malmö | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Project Manager | Head of the establishment of a new business unit with 250 employees in offices in Malmö, Helsingborg, Simrishamn, Ystad and Kristianstad. In this context it was my responsibility to analyze what was the need for - no matter if it was office work or a train conductors’ equipment. Next step for me was to accordingly select, negotiate and conclude agreements with suppliers within the telecom and data lines, hardware and software, configuring and customizing, and also to coordinate and control the delivery rate up against the commissioning of the individual areas. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
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| Finn Lund, ProjektCoach | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2003 - 2004 | Danske Bank | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Project Manager | Establishing and managing (a cross-organizational) project to improve decision making throughout Danske Bank, including the different brands. On the one hand providing innovative survey software, on the other giving complete and competent research consultancy to create instant feedback among employees. And, a unique tool to keep track on the value adding efforts: “what to do, when shall it be done, and who is responsible” was created to support the process. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Business Architect | Analyze and designing the transfering of accounts etc. from the existing platform at Danske Bank to a new one (not much to say since the project was closed down before anything ever came through) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2003 – 2003 | Spectrum Health Care | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Business Strategic
Advisory | Bringing the best practices, technologies and business models to help adapt quickly in a changing environment. Using the Balanced Scorecard, and taking full advantage of contained opportunities to revolutionize the way business gets done — while anticipating and responding to the challenges that exist in the organization. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2000 - 2003 | Danske Bank | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Systems Designer
Lead Developer | Successfully managing and inspiring project resources facing very tight deadline to develop an advanced and complex salary system built on a platform agnostic knowledge-based registration system. Being lead programmer of the calculation unit where parameters such as salary, benefits and pension were weighted against seniority experience, education, flexibility, responsibilities and ‘market value’. And finally, in charge of the organizational implementation covering integration with the existing systems at Danske Bank and the acquired business departments. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Solution Architect | Managing project to develop the top-level software allowing a smooth transfer of employees to the existing platform at Danske Bank following the acquisition of RealDanmark (BG-Bank and KD). | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2000 - 2000 | Fujitsu-Siemens | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Project Manager | Managing ambitious/futuristic project to establish electronic communication across organizational units – in this case between the local councils, local institutions and the local citizens/end-users. At the time, it was all new to link different devices in order to get common access to informative data regardless of the current location | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Project Manager | System analyst responsible for improving work procedures particularly relating to ‘error handling’. The work formed the basis for a detailed strategy and project plan to establish a formal Problem Management Unit. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1999 - 1999 | Alm. Brand | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Executive level
Advisor | Executive level advisory services on key issues, such as development of business plans for key/new business areas, strategy, infrastructure, intranet and e-business opportunities in addition to coaching on planning the business. On the backhand of this I hosted a course for Dynamic Systems Development Management (DSDM) that was customized and designed for project managers at Alm. Brand. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1999 - 1999 | KD Data | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Project Manager | Managing project to improve system performance and reliability at KD Data. Overseeing design and estimation for sub-projects to be co-ordinated in the context of the main objective. Advising project managers in the selection of management tools and introduced DSDM as the preferred method to secure continuity, progress and quality. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1997 - 1999 | IntraNet | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Partner, Educator
Coordinator | Partner and coordinator designing IT training projects involving of internal / external lecturers, who were high rated specialists possessing knowledge in key areas. Simultaneously I mastered a (re)-training project and was lecturing in structured analysis, methodology, system development and programming at open courses. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1996 - 1998 | KMD - NEC | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Project Director | Directing and overseeing a visionary Year 2000 program. As the KMD system portfolio was main part of Denmark’s IT infrastructure actually there were no alternative to complete this work in time. 1st of all I contributed with designing and planning the scope, built from detailed estimation of 42 sub-projects to be co-ordinated in the context of the project objective. 2nd I travelled around Denmark to spread the word at numerous conferences; the Y2k-issue would not be troublesome in any way thanks to the big efforts done by KMD | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Methodologist | Managing project to propose, design and ultimately implement a new structure and methodology to enhance the performance of the central development environment – across development centers widely spread out | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1995 - 1996 | Codan | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Project Manager | Building and staffing a common test department working across services for insurances used in both private and public areas. This done by set-up of a QA framework including e.g. common routines for handling requirements and technical issues | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Project Manager | Provided execute level with an analysis and assessment report on the feasibility and consequence of system integration following the merger/acquisition of the Hafnia insurance company. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1995 - 1995 | ATP | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Systems Developer | My task was to succeed with system analysis and assessment in order to raise the bar of quality. On the side I designed tools for PL/I development and supported asset management department with insights to system functionality. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1994 - 1995 | CRI | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Systems Engineer | Both in-house and at external sites I was the technical coordinator for custodian and asset management system. Simultaneously I was responsible for implementation of the calculation section and overall rule management. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Data Scientist | I was called to involve with the qualification of techniques for indexing, classification, machine learning, inversion and modeling that were the basis of a software system design, SIMPR (Structured Information Management: Processing and Retrieval) - an ESPRIT (EU) project where CRI A/S constituted the Danish representation in inter-European cooperation. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1993 - 1996 | Amdahl | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Educator / Lecturer | Simultaneously with everything else; lecturing programming languages and systems development, reaching out to the biggest and most common IT development centers. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1990 - 1994 | FDC | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Customer Manager | As responsible for customers and stakeholders I focused on overseeing internal projects and coordinated development resources in key areas. Among other big efforts was introducing an insurance liability concept. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Project Director | My role was managing the project to develop an insurance system, which was built from scratch. By introducing prototyping to the scope of development, I managed to increase customer satisfaction for more reasons; e.g. versioning, requirements, time-to-market, and practically no errors with implementation and execution | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1987 - 1990 | SDC | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Project Manager | Being responsible for quality control for the entire accounting unit I set new standards for automation and surveillance to make emergency task force countering system break-downs both efficient and flexible. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1987 - 1987 | Ericsson | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Network Specialist | Based on my insights to network topology and system integration covering main frame, mid-range and distributed systems, I acted as consultant and educator to get best practices worked in. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1985 - 1987 | DXC (CSC - DC af 1959) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Systems Developer | Beside common programming work in the Customs & Excise section, I succeeded with a feasibility study of system integration and development of platform agnostic systems. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
Finn Lund, ProjektCoach