⊕Morten Taksrud is an Enterprise Architect with more than 25 years of experience from several industry sectors such as aquaculture, telecommunication, public, energy and financial services. Photograph: Kine Jarli

Morten Taksrud

Title: Director
Language: English, Norwegian
Location: Stavanger, Norway
Online identities: E-mail, Keybase, Github, Gravatar, Twtxt

Overview and professional focus

More than 25 years’ experience working with CxOs on IT strategy design and execution, enterprise architecture, business operation and service delivery in several industry sectors such as energy, telecommunication, financial services, aquaculture and public. Professional qualifications in enterprise architecture, IT governance and management, cybersecurity and privacy.

Result-oriented adviser with proven success in large-scale IT strategy and architecture projects for both private and public-sector clients.

Proven ability to transform the IT capability of organisations, in addition to, creating or reinvigorating their enterprise architecture capability. Deep functional knowledge of It systems, databases, networks and end-point solutions.

Systematic and pragmatic approach to solving challenges. High personal integrity and a proven facilitator and team builder who is able to create an environment where employees feel motivated to achieve exceptional business performance.

Extensive delivery expertise with highly commendable stakeholder management skills. Excellent communication skills and extensive experience with multicultural teams. Worked across Europe and the Middle-East.

Strengths in:

• IT Strategy and IT Operation Model Design
• Enterprise Architecture
• Business Process Management
• Project Management
• Cybersecurity
• Privacy

CAREER STRENGTHS AND HIGHLIGHTS

IT Strategy – led multiple engagements to assess existing IT capabilities with the view to improve service delivery. Applied frameworks to review, design and build target operating models for IT portfolio management, IT governance, project delivery, application and network solution design, and IT operations. Crafted detailed roadmap plans to lead clients towards the desired target state.

Enterprise Architecture – lead architect on multiple large-scale enterprise architecture engagements implementing strategy and improve service delivery. Solid working knowledge of several international enterprise architecture frameworks. Demonstrated ability to design and build architecture practices.

Stakeholder Management – ability to work comfortably alongside CxOs for large private and governmental clients. Able to navigate and negotiate with difficult stakeholders to obtain mutually agreed outcomes.

Innovation – consistently ahead (early adoption) with the understanding of new and emerging technologies.

Engagements

Norwegian petroleum E&P company

Duration: 2020-05 – 2020-06
Project: Maturing enterprise architecture task force
Role: Enterprise architect (SME Subject-matter expert )

Project background
Based on the recommendations in the digitalization strategy the client had established an architecture board to coordinate and ensure a coherent and holistic approach to new IT and digitalization initiatives. The operationalisation of the board and the understanding of enterprise architecture in the organisation was after the initial period however found lacking. It was therefor decided to focus on developing and implementing architecture processes and identifying approaches for maturing enterprise architecture as a discipline.

Main responsibilities and deliverables
Responsible for in a short period help to accelerate the client’s efforts to operationalise and mature the enterprise architecture discipline. The main focus was on developing architecture processes, establishing an architecture repository – including document templates, and identifying approaches for maturing the enterprise architecture and people's perception and understanding of the discipline.

Results and benefits
The task force was in a short period of time able to recommend several approaches for how to mature enterprise architecture at the client. It also developed the initial draft of how the different organisational bodies could coordinate and collaborate through an initial process description. Although the task force has concluded its work maturing the enterprise architecture discipline is still an ongoing activity at the client.

Norwegian petroleum E&P company

Duration: 2020-04 –
Project: Data platform implementation – Phase 1
Role: Enterprise architect

Project background
The development of a high-level data platform architecture was performed as part of realising the client's digitalization strategy and roadmap to help enable the different digitalization initiatives in the roadmap. The first phase of the implementation of the data platform architecture was started soon after the high-level architecture was approved by the client’s digitalization committee.

Main responsibilities and deliverables
Responsible for the governance stream in the data platform implementation project. The governance stream – with a team of five – was one of two streams in the project, the other being the technical stream. The governance stream’s focus was on developing naming conventions, data structure & organisation, data quality metrics, development guidelines, data lifecycle management guidelines, process definition for implementing new data sources, definition of business roles and responsibilities, definition of technical roles and responsibilities, definition of the maintenance and support process, and the process for developing new reports.

Results and benefits
The data platform implementation project is still ongoing.

Norwegian petroleum E&P company

Duration: 2020-01 –
Project: Enterprise architecture (Core)
Role: Enterprise architect

Project background
When the client’s digitalization strategy and roadmap was developed it the importance of enterprise architecture as a coordinating mechanism became apparent as the client at the time did not have an architecture function established in the organisation. The recommendation was therefore to include an enterprise architect in the program that was set up to implement the digitalization strategy.

Main responsibilities and deliverables
Helping the client to establish their own architecture function by providing advice and experience from other organisations. Help ensure coordination from an architecture point of view between the different digital initiatives that are part of the program to implement the digitalization strategy and roadmap.

Results and benefits
This is still an ongoing activity, but so far, an architecture board for coordination on architecture decisions has been established, and regular coordination activities to ensure coordination between the planned and ongoing digital initiatives is ongoing.

Norwegian petroleum E&P company

Duration: 2019-11 – 2020-03
Project: Data platform architecture
Role: Enterprise architect

Project background
The development of a high-level data platform architecture was performed as part of realising the client's digitalization strategy and roadmap to help enable the different digitalization initiatives in the roadmap. The project was initiated as a consequence of the recommendation of a common data platform in the data landscape report previously presented and approved by the client’s digitalization committee.

Main responsibilities and deliverables
Part of a team developing the overall data platform architecture by identifying the client organisation’s needs and requirements which served as the basis for identifying the necessary data platform components. Potential vendor products and services to realise the different components in the platform was then identified, evaluated and selected.

Results and benefits
The data platform architecture was presented to the client’s digitalization committee and was approved for implementation.

Norwegian petroleum E&P company

Duration: 2019-12 – 2020-03
Project: Master data management strategy
Role: Enterprise architect

Project background
The need for master data management was identified as a necessary enabler to realise the different digitalization initiatives when the client’s digitalization strategy and roadmap was developed.

Main responsibilities and deliverables
Responsible for the team developing a proposal for a master data management strategy. The strategy development included gathering information on the current situation and performing a gap analysis against commonly found organisational structures and processes. The project was also closely aligned with the development of a data platform architecture responsible for ensuring the technical aspects of managing master data. The proposal included a governance structure with roles and decision bodies as well as an implementation roadmap.

Results and benefits
The master data management strategy was presented to a group of key stakeholders but was put on hold until August due to the corona virus situation.

Norwegian petroleum E&P company

Duration: 2019-10
Project: Data landscape assessment
Role: Enterprise architect

Project background
The data landscape assessment was performed as part of realising the client's digitalization strategy and roadmap. It was initiated to get an overview of the current data landscape and the different initiatives in the digitalization roadmap and evaluate what enabler was required as the foundation to realise key initiatives.

Main responsibilities and deliverables
Responsible for performing the assessment together with a team of data SME’s. The assessment included identification of key digitalization initiatives, collecting their key requirements and performing a gap analysis based on the existing data landscape.

Results and benefits
The assessment was presented to the client’s digitalization committee and the recommendation to establish a common data platform to enable the different initiatives in the digitalization roadmap was approved.

Norwegian petroleum E&P company

Duration: 2019-09 – 2019-10
Project: Enterprise architecture function establishment
Role: Enterprise architect

Project background
Establishing an enterprise architecture function was identified as one of the key enablers when the client’s digitalization roadmap was developed to be able to achieve coherent alignment across the organisation.

Main responsibilities and deliverables
Responsible for developing a proposal an enterprise architecture function can be organised. The proposal included a mandate, decision bodies and key roles.

Results and benefits
The proposal was presented and approved by the client’s digitalization committee.

Independent UK petroleum E&P company

Duration: 2019-08 – 2019-09
Project: IT cost efficiency assessment
Role: Enterprise architect

Project background
The client follows a strategy of growth through mergers and acquisitions which over time has led to a fragmented IT landscape due to the lack of effective governance and processes for managing the mergers and acquisitions from an IT perspective. This again has led to high IT cost due to overlapping system functionality and licensing costs.

Main responsibilities and deliverables
SME in an application portfolio rationalisation project aimed at reducing the existing IT cost through mapping the business processes against existing applications and systems, identify cost elements and improvement, and propose a future-state application portfolio.

Results and benefits
The project was stopped by the client in the Discovery phase due to challenges in providing the information needed to perform the initial analysis.

Norwegian publishing house

Duration: 2019-08
Project: IT operational processes
Role: IT management SME

Project background
As part of realising the client’s ambition and strategy to fully become a digital service provider the current state of IT operations was assessed within five areas – Organisation & people, Security, Processes, Governance and Partners & suppliers.

Main responsibilities and deliverables
SME and responsible for performing the assessment, which included interviews of key stakeholders, review of existing documentation and policies, gap analysis using the ITIL framework as baseline, identification of improvement areas and roadmap development.

Results and benefits
The identified improvement areas and the roadmap for implementation was presented to head of IT and head of IT operations and was generally well received.

Norwegian petroleum E&P company

Duration: 2019-07 – 2019-08
Project: Automatic well reporting
Role: Enterprise architect

Project background
The Automatic well reporting project was one of the projects in the client’s program to realise the newly developed digital strategy. The purpose of the project was to automate the generation of a set of reports being performed manually and frequently – the Daily Morning Report (DMR) and the Detailed Operational Procedures (DOP). As part of automating the report generation the project was also to identify and evaluate potential vendors of relevant IT solutions and develop and describe the related processes and roles.

Main responsibilities and deliverables
Responsible for the IT technical aspects of the project such as as-is mapping of existing IT infrastructure and the evaluation of the potential new IT solutions from the identified vendors.

Results and benefits
As-is mapping and a to-be blueprint with processes and IT functionality needs was developed to serve as the start point for process implementation and selection of new IT solutions.

Nordic commercial bank

Duration: 2019-05 – 2019-06
Project: One IT
Role: IT governance SME

Project background
The One IT initiative was part of the One Bank governance program aimed at aligning the client’s organisation and operations in the three Scandinavian countries. The One IT initiative’s focus was on aligning IT and IT operations across the different countries.

Main responsibilities and deliverables
Part of the Governance & Alignment stream which aim was to 1) Ensure IT operational alignment with the One Bank governance structure and 2) Ensure process alignment between the different units within the IT organisation.

Results and benefits
Further work was postponed by the client after the initial Discovery phase due to cost considerations.

Norwegian petroleum E&P company

Duration: 2019-03 – 2019-04
Project: IT landscape assessment
Role: Enterprise architect

Project background
The IT landscape assessment was conducted as part of developing the client’s digital strategy to provide an overview and evaluate the current state of the client’s IT landscape.

Main responsibilities and deliverables
Responsible for performing the assessment. This included information gathering, gap analysis as compared to what is commonly found in in other organisations and developing the report and its conclusions.

Results and benefits
The IT landscape assessment provided recommendations for future actions and helped to determine potential barriers and dependencies for digitalization opportunities in the IT landscape.

Independent international E&P company

Duration: 2019-01 – 2019-02
Project: Global infrastructure services architecture
Role: Enterprise Architect

Project background
After several mergers and acquisitions the client needed help in identifying and describing the global infrastructure services in use in the organisation.

Main responsibilities and deliverables
Responsible for developing a format for describing the global infrastructure services and conducting interviews and workshops with key resources at the client to gather the necessary information.

Results and benefits
The prevailing view by the start of the project was that there was a lack of clear service definitions and service accountability for the different global infrastructure services. Our key findings not only confirm this view, but also identified improvement opportunities aimed at achieving more efficient implementation and operation of the infrastructure services being delivered.

Norwegian publishing house

Duration: 2019-01
Project: Technical due diligence
Role: Enterprise architect

Project background
One of the client's main sources of revenue comes from digital educational solutions. The existing platform for developing these solutions was starting to show its age. A new technical platform for developing and providing the digital educational solutions had been developed and proposed. The clients board wanted an external evaluation of this proposal before approving the necessary investment.

Main responsibilities and deliverables
Responsible for performing a technical due diligence of the proposed technical platform to evaluate its resilience and viability. This kind of evaluation usually takes 5–6 weeks but was in this case completed in two weeks to meet the client's deadlines.

Results and benefits
The technical due diligence identified some improvement areas, but the proposed technical platform was overall deemed to be a sound and viable platform for future development of digital educational solutions. The client’s board approved the initial investment needed to develop and establish the platform on the basis of the recommendations in the technical due diligence report.

Norwegian bank

Duration: 2018-10 – 2019-01
Project: Enterprise Architecture ambitions
Role: Enterprise Architect

Project background
The client’s management team decided in September 2018 to invest time and resources into developing a holistic and expedient ambition level and target for an enterprise architecture as a function. The resulting target description was also to serve as the basis for developing a specification for an enterprise architecture management system.

Main responsibilities and deliverables
Responsible for setting the ambition level and developing the description of the enterprise architecture function together with a team representing different part of the client’s organisation. The development process was mainly through a series of workshops including “homework” for the participants in between the workshops.

Results and benefits
In addition to setting the ambition level and developing the target state of the enterprise architecture function the series of workshops also served as a place to discuss ideas and to learn, which was especially important for those in the team with minimum or no knowledge of enterprise architecture.

Independent Norwegian insurance group

Duration: 2018-10 – 2018-12
Project: As-is application architecture mapping
Role: Enterprise architect

Project background
After a series of mergers and acquisitions the client needed help in getting an overview their current IT landscape before deciding on a new strategy for the company.

Main responsibilities and deliverables
Responsible for developing architecture models describing the client’s IT landscape. The models were developed using open group’s archimate standard. Several views were developed, each describing a part of the IT landscape in the context of one of the core processes in the organisation.

Results and benefits
Archimate based models describing the client’s IT landscape were developed together with a requested memo outlining our thoughts on the potential for consolidation and improvements.

The Norwegian Directorate for Children, Youth and Family Affairs

Duration: 2018-10 – 2018-12
Project: Future management model for core application services
Role: Enterprise architect

Project background
After a reorganisation the responsibilities for governing and operating the core IT-systems used to support the organisation’s core activities was moved to a different part of the organisation. This part of the organisation needed help to develop a governance and management model for these core application services

Main responsibilities and deliverables
IT-Governance and management SME in the project which through a series of workshops together with the client developed a new model for governing and managing the core application services in scope.

Results and benefits
The governance and management models for the core application services was developed together with the client’s team.

Norwegian bank

Duration: 2018-01 – 2018-06
Project: GDPR General Data Protection Regulation implementation
Role: Enterprise architect & GDPR SME

Project background
The client had before this project started completed a maturity assessment together with Capgemini in connection to the new regulation introduced by the GDPR. Based upon the findings and the recommendations from the maturity assessment the client wanted help in implementing the changes necessary to become GDPR compliant.

Main responsibilities and deliverables
Responsible for the architecture and technology sub-project in the bank’s project to implement the changes necessary to become GDPR compliant. Became responsible for the process sub-project during the project and was in addition one out of two SME’s on the GDPR.

Results and benefits
Improvements in process, technology, contracts and more to ensure that the client became compliant to the GDPR.

Norwegian realtor

Duration: 2018-04 – 2018-06
Project: GDPR General Data Protection Regulation maturity assessment
Role: GDPR SME

Project background
The client needed help in assessing their maturity in relation to the regulations in the new GDPR.

Main responsibilities and deliverables
GDPR SME participating in developing a GDPR maturity assessment for the client.

Results and benefits
A GDPR maturity assessment was developed outlining the discrepancies that the client needs to address.

Randaberg municipality

Duration: 2018-01 – 2018-06
Project: Digital strategy roadmap
Role: Enterprise architect

Project background
The client had developed a new IT-strategy focusing on digitalisation but wanted assistance in developing a more concrete roadmap to achieve the strategic objectives.

Main responsibilities and deliverables
Responsible for conducting workshops with key resources from the municipality’s nine service areas to identify, evaluate and prioritise potential digitalisation activities, in addition to securing ownership to the digitalisation journey amongst the municipality employees.

Results and benefits
The project resulted in a report and a roadmap that was presented to the municipality’s management by the end of the project. The suggested measures and the roadmap now form the basis for budgeting in relation to the digitalisation of the municipality.

Global supplier of offshore cargo carrying units

Duration: 2017-06 – 2017-09
Project: Digital Strategy
Role: Enterprise Architect

Project background
The client wanted to explore if new digital tools could contribute to a more effective business operations as well as explore new and unexploited business opportunities.

Main responsibilities and deliverables
Responsible for the architecture and technology stream in the project which over a period of 12 weeks developed a digital strategy for the client. Assessment of the current IT-landscape, selection and evaluation of potential new technologies in relation to a selection of use cases being considered, as well as input to the usefulness of each use case was part of the scope.

Results and benefits
The project resulted in a roadmap for digitalisation including a business case for each initiative. The client is now using the roadmap to transform the organisation and establish new business opportunities.

Norwegian multinational energy company

Duration: 2017-05 – 2017-11
Project: SAP improvement project
Role: PM & SME

Project background
The Capgemini operations team at the client which amongst other things is responsible for operating and developing the client’s SAP environment needed help in addressing some issues the client was not satisfied with.

Main responsibilities and deliverables
Responsible for identifying, describing and developing solutions to the issues pinpointed by the client together with the team and the client.

Results and benefits
An activity plan to address the identified issues were developed and handed over to the new manager of the team.

Norwegian bank

Duration: 2017-04 – 2017-06
Project: Security audit
Role: Auditor

Project background
As part of an annual security audit the client needed help to perform the assessment. The assessment was to be based on the ISO/IEC 27000:2013 family of security management systems (ISMS) with special focus on security in communication, procurement, development and maintenance.

Main responsibilities and deliverables
Morten was responsible for performing the audit as well as developing the audit report presented to the client as the main deliverable. Several key people at the client was involved in the audit through participating in interviews or answering the questionnaires that was used to gather the necessary information for the audit.

Results and benefits
An annual security audit performed by an external entity such as Capgemini Consulting does not only give the client an insight into their current security issues and potential for improvement, but also serve as legitimisation of the security efforts performed by the client.

Swedish multinational telecommunication company

Duration: 2016-06 – 2017-03
Project: General Data Protection Regulation (GDPR) implementation
Role: Lead Enterprise Architect

Project background
The client was in the process of assessing how the new General Data Protection Regulation (GDPR), adopted by the European Parliament in April 2016 and will become law within the European Economic Area (EEA) by May 2018, would affect them. This new law will give EEA citizens greater rights in relation to how information about them are managed by companies and organisations.

Main responsibilities and deliverables
Responsible for the development of the a target architecture (”blueprint”) based on the organisation’s legal interpretations of the GDPR as well as on the articles in the law itself. The work was at first performed as a part of the Group Privacy Officer’s team, which was responsible for guiding and coordinating the work to assess current privacy management practices and identify the changes needed to become GDPR compliant, and later of a group wide GDPR program with country specific projects in each of the organisation’s business units. Architecture alignment and coordination between the different country specific projects was also a large part of the responsibilities after the overall target architecture was completed.

Results and benefits
In an organisation with very independent business units, one of the main purposes of the group level GDPR initiative was to guide and support each business unit in their GDPR effort as they in the end was responsible for becoming GDPR compliant. A common target architecture on a so-called logical level avoided that every business unit had to start from scratch, but instead allowed them to focus on both legal, business and technical issues that where specific for them. The target architecture together with the alignment and coordination activities also helped to identify common ways of working within certain areas as well as common IT components and solutions across the business units.

The Norwegian maritime authority

Duration: 2016-01 – 2016-05
Project: Assessment of operational reporting
Role: Adviser

Project background
The primary purpose of the project was to create an overall description of the future state and look at opportunities for future reporting solutions based on the client's needs.

Main responsibilities and deliverables
The project used questionnaires and workshops with key resources in the organisation to look at organisation structure, process, prioritisation, information models, functionality, architecture and technology, and developed a high-level plan for how to realise the desired future state.

Results and benefits
The connection between operational reporting and the KPI structure used in the organisation, or the lack of such was one of the main findings of the project in addition to the description of the future state for operational reporting and the roadmap for how it can be realised.

Norwegian technology start-up

Duration: 2015-03 – 2015-07
Project: Development of the asset management solution TracASSET
Role: Project manager

Project background
Established in 2005 from a merger of three different Norwegian initiatives, which all focused on utilising RFID technology in the oil and gas industry, the client used Capgemini as its software development partner developing the main bulk of necessary software for utilising RFID in asset management from scratch.

Main responsibilities and deliverables
Stepped in as the project manager in the software development project for a period of four months responsible for ensuring milestone deliverables within the time frame agreed with the client.

Results and benefits
The agreed milestone deliverables were achieved, but further development of the product was stopped as the company was sold to a larger market player.

Norwegian telecommunication company

Duration: 2014-08 – 2014-12
Project: Establish governance structure for enterprise architecture
Role: Enterprise architect

Project background
The client had a lack of coordination across all the different initiatives and business units in regard to enterprise architecture and wanted to establish a governance structure with clear bodies, roles and processes for enterprise architecture.

Main responsibilities and deliverables
Responsible for the establishment of governing bodies, roles and processes for enterprise architecture at the client with the aim of achieving increased coordination across new as well as ongoing projects and initiatives. Acting in the role as Enterprise Architect, reporting to the Chief Technology Officer, pending the appointment of a permanent candidate for the role.

Results and benefits
The governance structure for enterprise architecture was agreed upon, but the implementation was handed over to the new permanent candidate for the Enterprise Architect role.

Norwegian telecommunication company

Duration: 2014-05 – 2014-06
Project: Ensuring premium service quality (E2E Control)
Role: Project manager

Project background
To ensure premium service quality the client established an umbrella project consisting of three sub-projects, each focused on the different aspects of delivering premium service quality.

Main responsibilities and deliverables
Responsible for ensuring progress in the three sub-projects and report to the steering committee until the sub-projects in the umbrella project was either completed or continued as separate projects.

Results and benefits
Two out of three sub-projects completed their deliverables before the umbrella project was reorganised, while one continued in the new project structure.

Norwegian hydroelectric power production company

Duration: 2013-07 – 2014-05
Project: Construction of a new hydroelectric power plant
Role: Adviser

Project background
The client needed a new and better Capital Program Management Software (CPMS) to improve planning and better support the construction of a new hydroelectric power plant.

Main responsibilities and deliverables
Responsible for the assessment and recommendation of the available CPMS solutions and platforms, description of requirements and selection of supplier to implement the necessary customisation and adaptations.

Results and benefits
An open source document management platform was selected based on the client’s requirements and a customisation partner was selected to help them customise the solution to suit the client’s needs.

German multinational E&P company

Duration: 2013-11 – 2014-03
Project: Procurement of operational services for LCI
Role: Technical project manager

Project background
The client was in the process of procuring a new Lifecycle Information (LCI) solution and needed in addition to identify a supplier of the operational services for that solution.

Main responsibilities and deliverables
Responsible for preparing the technical requirements and develop the request for proposal for the operational services of the client’s planned Lifecycle Information (LCI) solution.

Results and benefits
The request for proposal documents was completed, but the procurement of the new LCI solution was postponed due to changing requirements.

The Norwegian petroleum directorate

Duration: 2013-02 – 2013-10
Project: Procurement of new National Data Repository (NDR)
Role: Stream lead

Project background
The client is responsible for operating and coordinating activities related to the National Data Repository (NDR) for storing seismic, well and production data on behalf of a joint venture consortium between the majority of oil companies operating on the Norwegian continental shelf. The consortium had decided to procure a new solution for the NDR and the client needed help and advice in the procurement process.

Main responsibilities and deliverables
Responsible for establishing a structured and methodical way of working for the technical work group, to enable structured requirements capture in relation to the new National Data Repository (NDR). Advise and support the head of the technical work group throughout the procurement process.

Results and benefits
Request for information (RFI) and Request for proposal (RFP) documents was developed and distributed. Evaluation of candidates was performed, and a new product and service provider selected.

French multinational E&P company

Duration: 2013-05 – 2013-06
Project: Governance model for the business management system (BMS)
Role: Enterprise architect

Project background
The client needed advice on how to govern their Business Management System (BMS).

Main responsibilities and deliverables
Participated in project to identify, develop and establish the necessary governance processes related to the client’s management system. It included defining the terminology, developing the governance processes and describing the governing roles.

Results and benefits
A governance model for the management system was developed.

German multinational E&P company

Duration: 2012-11 – 2012-12
Project: Structuring of project approach
Role: Adviser

Project background
The client had recently become the operator of a new offshore oil field and needed help in how to structure the project approach for developing the field.

Main responsibilities and deliverables
Participated in structuring the client’s approach to managing the offshore oil field project.

Results and benefits
The project was postponed in the early stages and when i later was restarted it was with a different project team.

Kuwait Oil Company (KOC)

Duration: 2012-08 – 2012-10
Project: Improve process effectiveness for production efficiency
Role: Enterprise architect

Project background
The project was aimed at increasing the efficiency of the existing production system for oil and gas by increasing the visibility of potential production effectiveness improvements, and to maximise the value of an asset by using production efficiency measures throughout the life-cycle of the asset and pave the way for a continuous improvement culture in the operation of the asset.

Main responsibilities and deliverables
Part of a team who conducted workshops with the client’s employees, analysed and identified process improvement potentials.

Results and benefits
The project developed a set of recommendations for how to achieve the state goal of efficient production.

International deepwater drilling contractor

Duration: 2012-04 – 2012-06
Project: Global infrastructure management transition
Role: Service manager

Project background
The client was in the process to change from one service provider of IT infrastructure services to another.

Main responsibilities and deliverables
Responsible for parts of the transition to the new service provider. Due to the expiration of existing contract a transition that usually takes 6-8 months had to be completed in 2-3 months.

Results and benefits
Project was handed over to a new service manager after 3 months when Morten changed employer.

Norwegian producer of labelling solutions

Duration: 2012-03 – 2012-06
Project: Management for hire
Role: IT manager

Project background
Instead of employing an IT manager at group level the client decided to hire a resource externally.

Main responsibilities and deliverables
Ensured necessary strategic and operational IT management for the client globally for the period of the project.

Results and benefits
Fulfilled the role as IT manager as expected for the designated period.

Norwegian multinational energy company

Duration: 2009-11 – 2010-06
Project: Global Licence Information
Role: Project manager

Project background
The purpose of the Global Licence Information (GLI) project was to address challenges related to the administration of E&P licence information.

Main responsibilities and deliverables
Responsible for project scoping, planning, reporting, resource allocation etc.

Results and benefits
The project was handed over to a new project manager before completion due to a planned leave of absence on Morten’s part.

Norwegian public roads administration

Duration: 2008-06
Project: Evaluation of technical system architecture (for Au2sys, HL1)
Role: Consultant

Project background
The Norwegian public roads administration is responsible for the planning, construction and operation of the national and county road networks, vehicle inspection and requirements, driver training and licensing.

The purpose of the project was an external and independent evaluation of the system architecture and the technology choices in the completed parts of the Au2sys project, called HL1. The evaluation was to be the basis for the planning of future phases of the project. One of the alternatives under consideration was to reject all the work done over several years and start from scratch with another system architecture and other technology choices.

Main responsibilities and deliverables
Responsible for performing the evaluation and develop an evaluation report.

Results and benefits
Based on the evaluation report the project was continued, taking the evaluation reports suggestions for improvements into account in the further development work.

Norwegian multinational seafood company

Duration: 2007-06 – 2008-01
Project: Global active directory implementation
Role: Project manager

Project background
The company is one of the largest seafood companies in the world, and the world’s largest producer of Atlantic salmon. In 2015 the company employed 11 700 people, was represented in 24 countries and had a turnover of NOK 28 billion. It was listed on the Oslo stock exchange (OSE) and the New York stock exchange (NYSE).

The purpose of the project was to implement a new common global active directory for the entire group, migrating users and data from the six existing active directory implementations in the group.

Main responsibilities and deliverables
Responsible for project scoping, planning, resource allocation, reporting etc.

Results and benefits
The project was completed in record time according to Microsoft magazine, which said it was the fastest active directory migration project ever.

Norwegian multinational seafood company

Duration: 2007-01 – 2007-07
Project: Management for hire
Role: Manager of global IT infrastructure and operations

Project background
The company is one of the largest seafood companies in the world, and the world’s largest producer of Atlantic salmon. In 2015 the company employed 11 700 people, was represented in 24 countries and had a turnover of NOK 28 billion. It was listed on the Oslo Stock Exchange (OSE) and the New York Stock Exchange (NYSE).

The client needed to fill the role as Manager of global IT infrastructure and operations, which reported to the group director of IT and communications.

Main responsibilities and deliverables
Hired as the Manager of global IT infrastructure and operations reporting to the group director of IT and communications. The primary activity was to plan, coordinate and execute IT integration activities across the new company after the merger of the three largest companies within the aquaculture sector.

Results and benefits
The activities performed in the Manager of global IT infrastructure and operations role was crucial for the successful merger of IT (systems as well as IT organisations) after the merger of the three largest companies in the industry.

Norwegian seafood company

Duration: 2006-10 – 2006-12
Project: Post-merger integration (PMI)
Role: Enterprise architect

Project background
The client was in the process of a three-way merger between the globally three largest companies in the industry and the vice president of IT needed help and advice in the merger and integration process.

Main responsibilities and deliverables
Responsible for assisting and advising the president of IT on integration of IT and IT organisation issues after the merger of the three largest companies in the aqua culture industry.

Results and benefits
The activities performed in this adviser role lead directly to being hired as the Manager of global IT infrastructure and operations.

Multinational oil & gas company

Duration: 2006-04 – 2006-09
Project: Oil field development (Ormen lange)
Role: Security consultant

Project background
As part of developing the oil field and preparing for the operator company the client needed to develop a secure and standard interface between the IT process domain and the office domain.

Main responsibilities and deliverables
Responsible for developing the IT security and governance standards, guidelines and procedures for the process domain of the ormen lange project by building on and contribute to the Shell internal standard “Data Acquisition and Control Architecture – DACA”. The Shell internal DACA standard builds on both ISO 27001 and the ITIL standards.

Results and benefits
The security and governance standard were developed in cooperation with the team developing the client’s internal standard.

HEMIT – Health region Mid-Norway IT

Duration: 2006-03 – 2006-08
Project: Information architecture
Role: Enterprise architect

Project background
The client needed to develop an information architecture to enable the IT vision “Provide correct information to the right person at the right time”.

Main responsibilities and deliverables
Responsible for facilitating and developing the information architecture in close cooperation with key employees at the regional health authority.

Results and benefits
Although progressing as planned the project was stopped due to lack of funding.

Swedish timber, pulp and paper manufacturer

Duration: 2005-12 – 2006-02
Project: SAP operations
Role: SAP basis consultant

Project background
The client needed help on its SAP support and basis teams to provide the necessary service levels.

Main responsibilities and deliverables
Responsible for assisting the client’s SAP support and basis teams.

Results and benefits
Fulfilled the role as expected in the period.

Norwegian chemical company

Duration: 2005-10 – 2005-11
Project: SAP GUI roll-out
Role: Project manager

Project background
The client needed to update SAP GUI front-end software globally.

Main responsibilities and deliverables
Responsible for planning and execution of the roll-out of a new SAP GUI (640) to locations in 28 countries.

Results and benefits
The roll-out was completed as planned.

Norwegian furniture manufacturer

Duration: 2005-08 – 2005-10
Project: SAP CRM implementation
Role: SAP basis consultant

Installation and configuration of SAP CRM.

Norwegian financial services company

Duration: 2004-11 – 2005-07
Project: Single sign-on – specification
Role: Enterprise architect

Development of specifications for internal single sign-on. Specification of proof-of-concept and target for use of the SAML standard.

The Norwegian coastal administration

Duration: 2004-11
Project: SHIPREP 2005 – specification
Role: Enterprise architect

Development of specification for SHIPREP 2005 based on the architecture developed during the architecture project.

Norwegian financial services company

Duration: 2004-08 – 2004-11
Project: Single sign-on
Role: Enterprise architect

Documentation of existing authentication solutions. Logical design of a common authentication infrastructure for all systems, internal as well as external, and development of a concept for single sign-on.

The Norwegian coastal administration

Duration: 2004-05 – 2004-10
Project: SHIPREP 2005
Role: Enterprise architect

Development of information and application architecture for the Norwegian Coastal Administration's application portfolio for pilotage and vessel traffic monitoring.

Cap Gemini Ernst & Young Norge AS

Duration: 2003-12 – 2004-03
Project: SAP upgrade
Role: SAP basis consultant

Upgrade of internal SAP systems from 4.6B to 4.7

University of Stavanger (UiS)

Duration: 2003-12
Project: IT health check
Role: Consultant

Assessment of how IT is used and organised at the university of Stavanger (UiS).

Sør-Trøndelag county municipality

Duration: 2003-11
Project: IT-security consulting
Role: Technical expert

Technical security test (penetration test) as part of a larger information security project.

Norwegian global engineering consultancy

Duration: 2003-01 – 2003-10
Project: Design and implementation of GIS and GIS integration
Role: IT architect (system engineer)

Design and integration of a geographical information system (GIS) for five directorates of the Abu Dhabi municipality in the United Arab Emirates. Mapping of processes, description of requirements, development of new processes, IT organisation, roles and responsibilities, change management etc.

The Norwegian oil industry association

Duration: 2002-11 – 2002-12
Project: Environment web
Role: IT architect

Design and specifications of a common solution for discharge and emission reporting from the petroleum activity on the Norwegian continental shelf. The project was a collaboration between the Norwegian pollution control authority (SFT), the Norwegian petroleum directorate (NPD) and the Norwegian oil industry association (OLF).

Norwegian bank

Duration: 2002-10 – 2002-12
Project: Security testing
Role: Lead test planner

Test of the banks online banking system by use of hacker methods and tools.

Multinational energy corporation

Duration: 2002-09 – 2002-10
Project: Geo replacement
Role: Database consultant

Data mapping of old generic geo-database towards Landmark’s OpenWorks.

Norwegian food manufacturing company

Duration: 2002-04 – 2002-07
Project: SAP implementation pilot project
Role: Stream lead IT architecture & governance

International SAP implementation pilot project covering the Nordic countries and countries in Eastern Europe such as the Czech Republic, Slovakia, Poland and Russia. Describe the IT requirements. Development of new IT processes, IT organisation, roles and responsibilities, change management etc.

Norwegian oil services provider

Duration: 2002-04
Project: Security audit (ISO 27001)
Role: IT security auditor

Review of existing IT security processes, procedures and solutions. Description of the improvement potential and the changes needed to achieve better security.

Norwegian pulp and paper company

Duration: 2001-09 – 2002-02
Project: SAP authorization enhancement
Role: SAP authorizations consultant

Assist SAPCC at Norske Skog with authorisations in SAP R/3.

Norwegian aluminium manufacturer

Duration: 2001-09
Project: HAMP security test
Role: Test lead

Penetration test of the “Business to Business” portal HAMP and the related infrastructure.

Danish global biotechnology company

Duration: 2001-05 – 2001-07
Project: SAP R/3 Euro conversion
Role: Technical adviser (SAP basis)

Euro conversion of SAP R/3 systems to achieve Euro compliance for countries inside of the EMU. Responsible for technical settings, describing and documenting interfaces and interfacing systems, and conversion scenarios.

Norwegian pulp and paper company

Duration: 2000-10 – 2001-03
Project: SAP R/3 Euro conversion
Role: Technical adviser (SAP basis)

Euro conversion of SAP R/3 systems to achieve Euro compliance for countries inside of the EMU. Responsible for technical settings, describing and documenting interfaces and interfacing systems, and conversion scenarios.

Norwegian law firm

Duration: 2000-08 – 2000-09
Project: Systems and governance optimisation
Role: IT architect

Review of infrastructure and systems architecture. Development of operational routines.

Norwegian subsea company

Duration: 2000-02 – 2000-05
Project: SAP R/3 implementation
Role: Technical adviser (SAP basis)

Planning and implementation of SAP R/3 version 4.6b with SAP's “instant client” on Microsoft Windows NT and Microsoft SQL Server database.

International oil services company

Duration: 1999-10 – 2000-03
Project: SAP R/3 upgrade
Role: SAP basis consultant

SAP R/3 upgrade, Oracle upgrade, correction of configuration errors on HP-UX and configuration of the transport system. The project also unexpectedly involved rescuing a corrupt production database.

Nordic IT consultancy

Duration: 1999-12 – 2000-02
Project: SAP B2B procurement test
Role: SAP basis consultant

Internal project for testing of SAP's B2B procurement solution.

Norwegian oil services company

Duration: 1999-07 – 1999-09
Project: Business blueprint
Role: SAP basis consultant

Development of system landscape for three companies planning to share one R/3 system. The methodology used was ASAP.

Norwegian IT consultancy

Duration: 1999-06 - 1999-08
Project: Optimisation of internal SAP environment
Role: SAP basis consultant

Internal project to enable the company to easier be able to do customer projects “in-house”. Solutions included improvement on testing and demonstration environment.

Multinational information technology company

Duration: 1999-02 – 1999-05
Project: Statoil B.R.A.
Role: SAP basis consultant

Participant in a team at working on the B.R.A. project. Installation, upgrade, maintenance and problem solving in SAP R/3 as well as Oracle's database software.

Nordic IT consultancy

Duration: 1997-05 – 1998-12
Project: Corporate 32-bit platform upgrade
Role: Internal IT resource

Planning and implementation of Microsoft Windows NT as the company’s desktop and server platform. Transition from Novel Netware servers to Microsoft Windows NT Servers. Network infrastructure.

Nordic IT consultancy

Duration: 1997-05 – 1997-11
Project: Email and document management system
Role: Internal IT resource

Planning and implementation of Microsoft Exchange as the company’s mail and document management system. Transition from Microsoft Mail. Distributed environment with database replication between four locations.

Project included customisation and development to extend Microsoft Exchange's public folders functionality to achieve efficient document management on a nationwide scale as well as installation and configuration of the indexing engine Fulcrum Find.

Education

Master of Enterprise Architecture
Griffith University
2010-07 – 2012-06

Bachelor of Computer Science
University of Stavanger
1994-08 – 1997-05

Employments

Capgemini Norge AS
Director
2014-05 –>

PwC
Senior Manager
2012-08 – 2014-05

Capgemini Norway
Managing Consultant
2009-10 – 2012-08

Marine Harvest ASA
Group Architect & Manager IT Operations
2008-08 – 2009-09

Capgemini Norway
Managing Consultant
2006-03 – 2008-06

Spring Consulting
Senior Consultant
2005-08 – 2006-02

Capgemini Norway
Senior Consultant
2004-04 – 2005-07

Cap Gemini Ernst & Young Norge AS
Senior Consultant
2001-01 – 2004-04

Cap Gemini Norge AS
Senior Consultant
2000-06 – 2000-12

TietoEnator Consulting AS
Senior Consultant
1999-02 – 2000-05

ISI AS
Internal IT resource
1997-05 – 1999-01

ISI AS
Internal IT resource
1996-06 – 1997-04

Norsemen P.R. Ltd.
Technical Broadcast Advisor
1995-08

Kanal 1
Technical Broadcast Advisor
1995-06 – 1996-03

Radio FM
Technical Broadcast Advisor
1993-06 – 1994-09

Radio Nettverk AS
Producer and Technician
1992-05 – 1993-12

Radio Vest A/S
Producer, DJ and Technician
1991-03 – 1993-04

A/S TV - VEST
Responsible for subscriptions
1990-08 – 1993-03

The Norwegian Army, FDI 8 / IR 8
Conscript
1990-04 – 1990-08

The Norwegian Army, District Command East (DKØ)
Conscript
1989-11 – 1990-04

The Norwegian Army
Recruit
1989-10 – 1989-11

Radio Vest A/S
Producer, DJ and Technician
1989-07 – 1989-10

Radio Vest A/S
Apprentice
1988-02 – 1988-08

Courses

COBIT 5 Foundation
2015-10 – 2015-12

ISO/IEC 27001:2013 – Foundation and Practitioner
2015-05

Professional Behaviour & Business Conduct
2013-08

CSS Process analysis and improvement
2013-03

CSS Sales training
2013-01

Code of Conduct & Compliance
2012-08

Emerging Leadership Programme
2008-02

Advanced B&I Architecture
2006-07

Advanced Sec & Gov Architecture
2003-11

Advanced IS & TI Architecture
2002-03

DPMT – Division Project Management Training (Part III)
2002-01

DPMT – Division Project Management Training (Part II)
2001-10

IAF Fundamentals
2001-06

Security in IP-networks, Advanced
2001-05

DPMT – Division Project Management Training (Part I)
2001-05

SAP Basis
1999-02

Member of

The Norwegian Computer Society (DND)

Information Systems Audit and Control Association (ISACA)

Information Security Forum (ISF)

Languages

Norwegian: Mother tongue

English: Fluent

Certifications

Certified Senior Architect

ISO/IEC 27001:2013 Practitioner