New Project Manager in Portfolio Management

08.08.2019

The origin and meaning of the name Monica are not fully clarified. It could come from the Greek Monos and mean something like “unique”, or from the Latin Monachus for “monk”. Both should be fine in the case of Monica Fabi, the new Project Manager in the Portfolio Management business unit. It’s simple with the monks – the city of Munich is named after the monks and therefore has a very similar name in Italian: Monaco. And the “unique” we adopt for Monica’s professional skills.

Born in Rome, she has been working in IT for around 20 years, mainly in application development and maintenance, and has mostly worked in international teams. The 46-year-old has been living in Munich for several years now and loves meeting people from all over the world and talking to them about their different habits and cultures. That’ s why TSCNET Services is the right place for her.

Monica studied mathematics at La Sapienza University in Rome and holds a Project Management Professional certification from the Project Management Institute (PMI), the world’s largest project management organisation. She wants to use her experience and knowledge to help her new co-workers cope with the many challenges that projects present, from deadline pressure and task volume to budget. Ultimately, it’s all about customer satisfaction, explains Monica. “I want to contribute to the growth and success of the company – and continue to enjoy my work,” she adds.

Next to work, she enjoys reading, trekking, visiting art museums and studying new methods and techniques related to her discipline. Even the museum trips could prove helpful: “Being a Project Manager is like being an artist, you have the different coloured process streams combining into a work of art,” as her well-known colleague Greg Cimmarrusti puts it.

Monica Fabi, the new Project Manager in the Portfolio Management business unit (picture: TSCNET Services)

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Effectiveness in project management

15.06.2017

Strengthening the individual performance to contribute to an organisation’s common goals – with this idea in mind, five employees of TSCNET Services recently have taken part in a two-day PRINCE2 Foundation course. PRINCE2, an acronym for PRojects IN Controlled Environments, is the name of a widely used de facto process-based method for effective project management, emphasising the power of clear and efficient communication. It applies to all types of projects. The course with a very international atmosphere was designed to get a firm understanding of how to successfully manage projects and control change on them. It took place in the heart of Munich, Germany, and was followed by the certificate exam for all five delegates.

To fully meet the requirements as a European Regional Security Coordinator (RSC), TSCNET Services usually runs several projects in parallel on a continuous basis. Many of them are highly complex and technically very challenging. They all must be managed in time, within budget, and at the required high level of quality within the TSCNET project management framework. As Denis Waitley, the American motivational speaker, writer and consultant, said: “Expect the best, plan for the worst, and prepare to be surprised.”

Martin Mach, Data Quality Manager at TSCNET, has participated in the course and passed the exam. “Getting a detailed overview of all the PRINCE2 principles, processes and themes helps us to organise resources, manage costs and quality, and cope with project risks,” he says. With him and his four co-workers being in the vanguard, project management best practices will redound to the benefit of the whole company. A PRINCE ennobles all the clan …

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Like building timelines and milestones

03.07.2016

“A project is a temporary endeavour undertaken to create a unique product, service or result,” says the Project Management Institute, the world’s leading not-for-profit professional membership association for project, program and portfolio management. “Project management, then, is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.” Conducting an orchestra may be a good example, building a house is propably an even better one: There are a lot of people with different jobs and abilities involved, materials and equipment is needed at a certain place and a certain time, and it’s essential to keep costs, time and quality under control.

The coordination of TSC’s activities and the rendering of tailor-made coordination services for the European grid market requires professional management of coordination mechanisms, too. As a service providing company, TSCNET strives for best performance and high quality support for customers. In order to ensure that high quality services are delivered in this complex business environment, a clear focus on operational excellence was set for 2016. With the strategic priority of TSCNET to elevate organisational performance, the increase of excellence in project management became apparent. Therefore, TSCNET employed a three-step strategy to further professionalise project management.

  1. Project management training
    Project managers received a two-day training from an external provider. The training was adjusted to the needs of TSCNET and was held at the premises of TSCNET.
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  2. Implementation of standards
    Based on existing project management standards, such as PMI and PMBOK a tailor-made and organisation-wide project management guide was implemented in order to further increase efficiency and effectiveness of projects.
    The “TSCNET Project Management Guide” describes rules, guidelines and standardized processes for project management. As a result, the establishment of a strong framework for projects, not only internal and external transparency is guaranteed, but also organisational set-ups of projects are clarified.
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  3. Continuous improvement
    Changing demands and needs require businesses to adapt constantly. Therefore, it is necessary to continuously improve project management practices. With the establishment of the project management group, TSCNET created a platform for project managers to exchange knowledge and contribute to the refinement of project management standards.
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“Why do so many professionals say they are project managing, when what they are actually doing is fire fighting?” asked Colin Bentley, a project management expert and best-selling author. At TSCNET Services, we want to avoid fire fighting by mitigating risks and solving problems before they become insurmountable.
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