Christina Södersten

Senior Agile Coach

Special Sauce

Experience from building and managing PMO
Waterfall and Agile development expertise
Strong coaching skills

Education

Handelshögskolan vid Göteborgs Universitet, Baccelor in Business Administration, Accounting and Finance
Certifications
- PMP
- SAPFico
- Scaled Agile Framework Lean

Availability

30 Days Notice

Languages

Swedish
English
German
French

Preferred Locations

Stockholm

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My background after university studies is that I started as a Controller and then continued to work with projects as a Project Manager, mainly within the SAP Financial and Controlling area. This has given me the opportunity for a broad experience with managing mainly IT development projects of various sizes in different industries, both as an employee and consultant. Many of the assignments have been in international challenging environments. I left the SAP area over ten years ago and have ever since had a big variety of projects. My key contribution has been to successfully achieve project objectives by working in a structured way together with a team. My leadership is based on communication and engagement. My social ability is my strength.

I joined H&M four years ago with the ambition -it is time for knowledge sharing. I saw a need for Project Managers to get support and wanted to act via a PMO. I started as Head of PMO on division level within the IT organization. My role was to support Project Managers and Steering groups in way of working and work with portfolio management. I set a structure for reporting with regular Puls meetings, trained and coached according to PPS. Soon the division transformed into the agile way of working with SAFe as the framework. The last year the whole IT organization has been transformed into a product organization based on an agile way of working. Today I am acting an Agile Coach/Scrum Master. The challenge has been to create a team out of individuals, get a common understanding of what to achieve and how to work in the agile way.

My passion is to work with improvements in a project-based organization. I believe in always striving for improvements and give business value. I have a solid background in the traditional waterfall methods but believe that product development companies need to go for the agile way of working. I am a team player, want to work together with others to achieve challenging goals. Believe that I have not only the knowledge for transformation journeys but also the mindset needed. In this role I believe that I can contribute with my wide experience of Project Management, experience of PMO work and my interest to share knowledge and coach others.

Extensive experience as a Project Manager (PMI Certified)
Good understanding and long experience of IT & Business development, both in the traditional waterfall way and with agile development, with several methods
Experience from building and managing PMO
Good knowledge of coaching Project Managers and others
Experience from working and reporting to top management

AGILE COACH, H&M

SEP 2016 - CURRENT

Role/Responsibilities: Agile Coach
Assignments: Part of the Insight Office team at CCT Governance, responsible for following up and running the reporting process for delivery KPI. At the same time acting as an agile coach for the Insight team, Governance BOPO and the CCT facility team. Responsible for running the ceremonies and JIRA.

Key Achievements: Learned the new way of working for CCT/Business Tech and I also acted with coaching others in the agile way of working. Became a master of running the excel tool for KPI and JIRA.

Role/Responsibilities: Project Manager
Assignments: Participated in the two programs Detect 2 Correct and Back 2 Native. Programs with the purpose to upgrade Service Now to a standard version, reduce number of licenses, but mainly to get all to work according to standard processes according to Service Now. My responsibility was to implement the processes on division level and manage the training on division level. Was also the Implementing Manager for GDPR on division level.

Key Achievements: Achieved the target with training of over 150 employees and reduced the number of licenses.

Role/Responsibilities: PMO Responsible
Assignments: Responsible for supporting the Project Managers and steering groups within BOPO in way of working. I worked actively in the central PMO network with creating support package to steering groups, new business case model and with improvement of quality assurance. I made sure these methods were used in the projects.

Key Achievements: I managed to get the PM together so they could start to cooperate. All PM adopted PPS and I was the H&M master of PPS. By the weekly Puls meetings and board I got a common view for the whole division about the status and progress of development. I studied, learned and implemented SAFe.

SENIOR PROJECT MANAGER, EINS

APR 2014 – AUG 2016

International IT project for compliance to new regulations at Finansinspektionen
SAP Project at Kluber Lubrication
Several projects such as system development, procurement and implementation of Cash Management system, process development, change management at FOLKSAM

Key Achievements: I managed projects by defining the target, made project plans, created teams, collaboration areas, held workshops, defined the requirements. At Folksam I completed all assignments by running the projects until target was achieved. My key to success was to create good relations with team members and stakeholders, to structure the work and drive forward with progress and let the team members act as the experts they are. Finansinspektionen and Kluber were project in an international challenge environment.

SENIOR PROJECT MANAGER, KNOWIT

AUG 2011 – SEP 2013

Procurement project for new admin systems according to LoU at SCB
Coaching PMO at Vattenfall
Procurement and Implementation of Information system to Haninge Kommun

Key Achievements: Managed procurement projects and learned LoU. Was successful by creating teams, sharing project knowledge and coaching. My contribution was that the targets were reached together with the teams.

SENIOR PROJECT MANAGER, IBM

AUG 2007 – AUG 2011

Solvency II, compliance project at SEB Liv
SAP Project with upgrade and testing, building up PMO, Shell Oil
Internal IBM projects with process improvements for Bid Management § SAP Project PRIO at Försvarsmakten

Key Achievements:

SEB Liv: Project manager for IT subprojects in the Solvency II program, which aimed to comply with future EU rules. Delivered Project Definition Report, Communication plan, budget, created reporting, established contacts with key stakeholders, reported to the steering committee. Also helped the PMO to set up the entire program. Achieved result was that I created a project structure that the program could work with.

Shell Oil: Project Manager and responsible for building up a PMO. I was responsible for supporting the management of adapting SAP to their business and Test Manager for upgrade of new functionality in SAP. Achieved result was creation of action plan and structure for regular measurement of key performance indicators. The targets with huge business value benefit could finally be achieved.

Försvarsmakten: Project Manager within the program PRIO to implement new ERP (SAP) system to the Armed Forces. The role was training consultant in charge to organize the program for all project participants. Later I was the project manager for the financial modules in charge of delivering blueprint, plan activities, reporting, and build good relationships with the customer. Achieved results were accomplished the training for about 100 users, created teams, coached the juniors, established a good dialogue with the customer, created time plans and delivered a blueprint.

BUSINESS PROJECT MANAGER, NORDEA

APR 2002 – JUL 2007

The role was Business Project Manager, to create a Nordea Financial Shared Service Center under the program "Finance 2003" . The goal was to replace the local accounting and reporting systems with SAP. Christina was responsible for a group of about 20 people, with the task of gathering business requirements, translate them into technical solutions, setting up SAP, conduct tests, and finish projects. The sub-projects carried out from start to finish was the implementation of new SAP General Ledger in Finland, Adaptation of the ledger Sweden to EUR , Implementation of new SAP General Ledger Sweden, Conversion of historical data to SAP , Project late changes to the general ledger , Platform Change SAP, Project BASEL II. They were all complex projects in a multicultural environment.

Key Achievements: The old systems could be replaced by SAP, processes were standardized and harmonized. My contribution was to share my project experiences, especially in the SAP area, organize the work and drive it forward. I learned the profession Project Management.

PROJECT MANAGER, FRONTEC

JAN 2001 – MAR 2002

Implementation of SAP at Telcom customer Orange

CONTROLLER, RELATIONSHIP MANAGER, EDS

AUG 1995 – JAN 2000

SAP implementation, SAP consultant responsible for training § Monthly reporting and analyzing of result for a key customer § Responsible for the KF Account as Relationship Manager

Christina Södersten