USU AG | Business Solutions
Bonn
Java Team Lead & Project Manager at USU
Java Team-Lead | Project Manager
April 2016 - August 2016
5 months
Full-time
Consulting
Bonn
Relevance
Why this case matters
The case shows how problem understanding, responsibility, decisions, and implementation came together in this context.
Impact
Connected Java team leadership, technical concept and implementation, and the shift of a cross-company portal project toward more agile, transparent delivery with Tech Board work.
What carries forward today
The case shows the base of modern delivery systems: technical leadership, clear steering, visible work, and better handoffs between management and implementation.
Team LeadershipPortal DeliveryTech BoardScrum Introduction
Defensible proof
7
Consultants led
Professional leadership, coaching, employee discussions, and management reporting.
4
Consultants in portal delivery
Technical concept, implementation, and steering across multiple companies; reshaped collaboration through Scrum introduction, visible work, and iterative delivery.
Tech Board
Strategy work
Contributed to technology direction inside USU Business Solutions.
Where this experience creates value
- For organizations that need technical leadership, project steering, and strategy work in one profile.
- For teams moving from classic project work toward more visible agile delivery.
Case context
Overview
USU combined Java team leadership, portal project management, and strategic technology work. I led 7 consultants in the Bonn branch, contributed to the Tech Board of USU Business Solutions, and handled team coaching, management reporting, and strategic IT decisions.
Portal project management for a team of 4 consultants and multiple participating companies: I owned the technical concept and implementation as well as coordination across company boundaries. Through a strategy workshop with external board members, Scrum introduction, visible work, and iterative delivery, I deliberately steered the project toward more agile collaboration. Effort estimation, proposals, status meetings, and monthly billing kept project steering accountable.
Responsibility
Activities
- Strategic Leadership: Member of the strategic "Tech-Board" of USU AG, technological strategy development
- Team Management: Leadership of 7 consultants, team coaching, employee discussions, management reporting
- Project Leadership: Technical concept and implementation of a portal project with 4 consultants and multiple participating companies
- Agile Project Steering: Strategy workshop with external board members, Scrum introduction, visible work, and iterative delivery
- Business Development: Effort estimations, proposal creation, status meetings, monthly billing
Operating mode
Methodology
- Responsible Leadership: Team Empowerment, Accountability, Strategic Decision Making
- Transformational Leadership: Change Steering, Agile Collaboration, Vision Alignment
- Kanban: Workflow Optimization, Visual Management, Continuous Improvement
- Agile Development: SCRUM, Iterative Development, Customer Collaboration
Technical context
Technology stack
The tools are not the point by themselves. What matters is which system layers had to work together.
6Areas
20Technologies
DevOps
5GitMavenDockerContainerizationDevOps
Practices
7Test-Driven DevelopmentProject ManagementKanbanSCRUMAgile DevelopmentDocumentationReporting
Backend
3JavaREST APIsLiferay
Frontend
1JavaScript
Architecture
1Portal Development
Tools
3JiraConfluenceWekan
Next step
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