Various Jumbo systems were replaced in order to be able to take advantage of new market opportunities. The new IT architecture has impact on the BI landscape.
I was requested to help Jumbo implement the BI Roadmap and to advise the internal organization in order to realize the highest business value in a bi-modal IT landscape.
Being one of the two BI Business Consultants, I was the first point of contact for project managers and the various internal stakeholders of the data warehouse, such as Finance, Formula and Marketing, Logistics, Online and Store Operations. My role included translating sizable business initiatives, that often impacted more than just BI systems, to technical solutions to be implemented by the Scrum IT teams. I maintained the functional and technical knowledge and was a peer and acceptor for the teams. Due to the absence of up-to-date documentation, I often used Powercenter in order to analyze processes, produce technical specifications and occasionally implement ETL processes. At the same time I operated as a generalist IT Business Consultant. At Jumbo I advised the Logistics division on the purchase of access control systems for their distribution centers.
I was the Product Owner of the team (8 FTE) that implemented the first information products to the new SAP BW/4HANA data warehouse environment. The team has additionally delivered functionality on SAP CAR that played a crucial role in rolling-out the new cash register system.
As Product Owner I had to make tough calls at a challenging environment, trying to deliver maximum value to the organization while being in close collaboration with the internal stakeholders. With the team, we managed to keep the production issues to almost zero while at the same time delivered the agreed functionality.
Temporarily employed Kanban to be able to properly react at a fast-paced environment and bring order and tranquility to the team.