Technischer Projektleiter | TAP TSI / TSI TEL | Systemintegration Schiene
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Job description
About the Position
Technischer Projektleiter | TAP TSI / TSI TEL | Systemintegration Schiene
We are seeking a Technical Project Manager specializing in TAP TSI/TSI TEL and railway system integration. Available for remote and on-site work.
Responsibilities
- Lead IT integration projects in the railway sector, from conception to acceptance.
- Manage a program budget of approximately 950,000 €, integrating with ProRail, DB InfraGO, and ÖBB, as well as landside integration for around 260 new vehicles.
Requirements
-
Core Skills:
- IT-Projektleitung
- TAP TSI / TSI Telematics
- ISO 27001 / ISMS
-
Secondary Skills:
- Programmmanagement
- Anforderungsmanagement
- Systemintegration (REST, SOAP)
- RailML
- NIS2 / KRITIS
- ISO 9001 / Qualitätsmanagement
- Dienstleistersteuerung
- Change-Request- und Nachtragsmanagement
- Jira / Confluence
Experience
- Years of Experience: 5 - 10 Jahre
- Freelancer Since: 2026
Languages
- Deutsch: Muttersprache
- Englisch: Verhandlungssicher
Project History
Program Management: Introduction of a Binding European Data Standard
The European regulation (TAP TSI) requires railway companies and infrastructure operators to exchange operational and vehicle data in a binding format. The client faced a challenge with three different worlds converging: vehicles from various manufacturers with their own data logic, operating systems with established interfaces, and infrastructure operators in three countries with their own interpretation of the same standard. A common target architecture was missing.
As program manager, I was responsible for the project (approximately 950,000 €) from conception to commissioning: specification of interfaces, management of internal development and external suppliers, coordination with manufacturers and infrastructure side, planning of testing and acceptance. None of the stakeholders were under my direct supervision. I led through results, clear handover points, and verifiable evidence.
Approach:
- Translated regulatory text into verifiable requirements, early identification of interpretation differences between countries – this prevented later rework
- Interface concept that separates the common core from country-specific periphery
- Acceptance planned from the start: test cases per country, documented evidence, go-/no-go point before commissioning
Result:
The standard is now operational in all three countries, fulfilling the regulatory requirement. Because the standard and country specifics are separated, further connections are significantly faster.
Management of a Cross-Country Program Portfolio
Situation:
Several projects with a total of over 1.6 million € were running separately but drew from the same pool of developers, test environments, and expertise. Bottlenecks only became apparent when they had already occurred, and each project status was structured differently. For the management, this meant: a lot of reporting, little basis for decision-making.
Task:
Management across all projects: prioritization based on impact and time pressure, allocation of scarce resources, tracking of milestones, establishment of a uniform reporting format. Additionally, representing the portfolio to management and clients in three countries.
Approach:
-
Uniform grid for all projects: status, next milestone, risks, pending decisions. Only through this could projects be compared and bottlenecks identified before they escalated.
-
Anticipation of resource conflicts: If two projects needed the same test environment in the same month, it became a conscious decision instead of a coincidence.
Result:
Management received a comparable picture of all projects and decided on priorities and resources based on this. Schedule and resource conflicts became visible beforehand instead of being explained afterward.
Certificates
- IT-Grundschutz-Praktiker
- Frank Lenßen „Wordflow“
- Agile Foundations
- IT Service Desk: Service Management
- Professional Scrum Product Owner™ I (PSPO I)
- Scrum.org
Contact
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