fritz e

Software Engineer - 15 Years of Experience


Software Engineer

Education Level:


Will Relocate:



Profile Fritz Ehlers is an energetic, trusted, and detail-oriented Project Manager and strategic solutions provider with outstanding project management and conflict management skills he was turns around underperforming programs and leads change in projects and building credibility with executive teams and staff. Fritz has bridge the gap between business and technology with expertise in managing complex programs and multiple concurrent projects and directs PMO teams to develop high-quality programs that solve business problems and to provide tangible results for enterprise-level business systems and legacy workflow systems. * Conflict Management * Turnaround Operations * Staffing & Resource Management * Risk & Issue Management * Financial Modeling & Analysis * Agile & Waterfall Methodologies * Cost/Benefit Analysis * Change Management * Stakeholder Management Significant Information Programs * AEGIS Program -US Department of Defense: Provided program direction and leadership for developing and deploying a new US Navy advanced combat system to simultaneously attack land targets, submarines, and surface ships while automatically protecting the fleet against aircraft, cruise missiles and ballistic missiles. The AEGIS System is a centralized, automated command-and-control (C2) and weapons control system that was designed as a total weapon system, from detection to kill. The heart of the system is the AN/SPY-1 able to perform search, track, and missile guidance functions simultaneously, with a track capacity of more than 100 targets. * SAP Customization and Integration, US Department of Energy Nuclear Savannah River Reservation: Supported and integrated system developed and deployed for managing the crucial field of nuclear nonproliferation, to advance all three of the planned plutonium disposition facilities at the Savannah River Site: the Pit Disassembly and Conversion Facility (PDCF) Waste Solidification Building (WSB) and the Mixed Oxide (MOX) Fuel Fabrication Facility. * Database Integration, National Security Agency: Installed and upgraded data base technology to support intelligence monitoring, collection, and processing of information and data for foreign intelligence and counterintelligence purposes, a discipline known as signals intelligence * US Postal Service Year 2000 Project. Directed and managed critical tasks and encompassed a wide variety of platform designs, operating systems, and programming languages. The project conducted renovation, validation, testing, and certification of its systems applications to ensure Y2K compliance. The project established a review of systems applications, after remediation, to provide independent assurance that they were Y2K compliant. * Fairview/Toronto Sick Hospital Cardiology/PACS Transformation Program: Developed integrated architecture and system, with iterative Scrum method, to transform multiple cardiology diagnosis application into a single system for three hospitals (USA) and one hospital (Canada) transformed change from: paper to paperless, wired to wireless and disconnected silos to a common EMR and supported ten cardiology diagnosis modalities, thirty HL7 interfaces for ECG, PACS and Cardiology EMR, and data warehouse connected to Epic information systems * Healthcare Practice Management IT System Implementation & Optimization: Directed and deployed a realistic, achievable, and fully customized approach for integrating an/or upgrading healthcare management system: physician practice or a multi-hospital health system by optimally utilizing technology is essential to operations, financial performance, and patient care delivery executed on an operations-centric approach that considered change management and process improvement in managing all phases of system implementation, including planning, decision making, communication, configuration, testing, training, go-live, stabilization, and optimization integrated primary EMR with a Multispecialty EHR with regard for the intricacies of specialty/subspecialty work flows that provide optimal patient care is of critical importance. (Clients: John Hopkins, University of Chicago, Henry Ford Health, Fairview Health Systems, Cleveland Clinic, Mount Sinai, Catholic Health Initiatives, Kaiser Health) Skill Summary Agile Tools: Agile Tools: Version One, Rally, Microsoft Project, Digite, JIRA, Jira Agile, Axosoft OnTime Scrum, Version One, Confluence, Rational Tools, Eclipse Application Lifecycle Management SAP Integration Project Manager (Project size: 12 staff members 2 project owners & 40 stakeholders) Clinical Project Manager for Cardiology/PACS Systems Integration (Program size: 78 staff members, 2 project owners, & 123 stakeholders) * Facilitated, coached, and guided the teams on the values and practices of Agile and Scrum to manage Clinical Cardiology program development for integrating multiple hospitals, eight clinical modalities, 30 HL7 interfaces, 6 information systems to data warehouse and clinical information workflow for ECG management, PACS and a Cardiology EMR (to support daily clinician engagement and organization of clinical working groups) * Managed cardiology program integration in any/all phases including initial business planning planning scoping securing funding and approvals estimating design development, deployment and clinical cardiology user empowerment. * Develop and deployed a standards-based cardiology enterprise solution that supported enhanced integration with every major cardiology modalities: CATH/XR, ECHO, EP, NUL MED, CVCT, CVHR, STRESS+, AND EEG clinical acquisition device in the market and interoperability infrastructure standards (DICOM, HL7, and IHE) with HIS/EMR, PACS, RIS and clinician portal * Provided working knowledge of federal/state laws and regulations related to health clinical projects including CMS and Cardiology Best Practices for managing multiple projects with competing deadlines preferred. * Managed multiple distributed Agile teams and fellow product owners with Agile/Scrum concepts for design/development of a cloud based SAP enterprise asset management system for Rio Tinto Group (mining) global operations * Managed the lifecycle of code development from ideation to sprints to deployment and led goal of addressing and resolving issues within 24 hours Planed and implemented JAD sessions user communications scope management and deployment deliverables with international set of stakeholders with SAP FICO (AM/PS/IM/FICA/FSCM) and business process transformation experience. Banking Project Manager (Program size: multiple teams 42 staff members 4 project owners & 76 stakeholders) * Managed a cross-functional Agile/Scrum teams for building/deploying a TD Bank commercial loan portfolio management application with an MDM data warehouse * Facilitated scrum processes (grooming sprint planning retrospectives daily stand-ups etc.) * Enact change and continuous improvement increasing the productivity of Scrum teams and the quality of deliverables * Empowered teams to self-organize and grow cross-functionality and protected team from over-commitment manage backlog prioritize resolution of defects/bugs as evidenced by the on-time delivery of major initiatives Merger & Acquisition Manager (Program size: 56 staff members 3 project owners & 145 stakeholders) Directed organizational assets (staff facilities and processes) to successfully integrate acquired companies and execution of operational and organizational restructuring activities related to corporate M&A initiatives * Develop a comprehensive M&A integration plan and roadmap for ongoing refinement and direction with integration teams/processes in support of post-merger integration activities * Directed integration and standardization of IT infrastructure with Medtronic organization and acquisition partners spanning IT infrastructure components: cloud apps data center consolidation communication/network systems system operations service management and disaster recovery * Directed integration and standardization of IT infrastructure with Medtronic organization and acquisition partners spanning IT infrastructure components: cloud apps data center consolidation communication/network systems system operations service management and disaster recovery * Establish kickoff and training materials to communicate approach to be leveraged in the new acquisition and identified opportunities for continuous refinement for the methodology and roadmap * Provided program leadership to analyze and document program objectives and requirements across the company to facilitate activities across the functional and business teams to scope the program to identify resource requirements to articulate deliverables and develop timetables to create consolidated program milestones interdependencies and communication plans to coordinate efforts of internal process owners and subject matter experts and to facilitate transition plans activities and contingency plans to eliminate obstacles to on-time and on-budget completion of the various program transition tasks * Used balanced scorecard to identify and to manage issues risks and key decisions that require escalation to the CEO direct report and conducted periodic checkpoint meetings upon completion of each integration phase or key activities within a phase to review outputs and confirm readiness to move forward to the next phase