Ibrahim Njie

Situation: Trafikförvaltningen's IAM, IGA, and IDP (both public and internal identity platform) were managed by an external supplier — limited in-house control and exposure to vendor-driven change.

Action: Took part in the large-scale insourcing project — contributed to public procurements and RFI processes, traditional project management with dependencies across stakeholders organization-wide, budgeting, risk analyses, project specifications, architecture, records management, status reporting, and requirements management, all within the frame of NIS2 and GDPR.

Result: Increased in-house control over critical identity infrastructure and reduced dependency on the external supplier.

Situation: The IT department, around 300 people, worked in silos with differing ways of working across groups — making collaboration and communication across the department difficult.

Action: Took part together with Scrum Masters and agile coaches in a department-wide initiative to break down silos, establish shared ways of working, and optimize communication between groups that otherwise worked in very different ways.

Result: Increased collaboration and clearer shared ways of working across the entire IT department.

Situation: Roughly 30,000 identities — human and non-human — were, and to some extent still are, fragmented across many different systems within Trafikförvaltningen and among partners, subcontractors, and transport operators, making oversight and traceability difficult.

Action: Contributed to a large-scale project consolidating these into a shared identity register, with a focus on security, traceability, and data quality across the entire ecosystem of parties.

Result: Improved visibility into all identities — human and non-human — across the full supply chain, strengthening both security and data quality.

Situation: Project planning for the “Operational Security” group was done manually in PowerPoint — hard to track real-time status for 28 people.

Action: Migrated the entire planning process to a dynamic Jira/Atlassian view, introduced DoR/DoD as delivery criteria, and ran workshops for both employees and consultants.

Result: A shared, up-to-date overview for 5 teams and clearer delivery criteria across the group.

Situation: Need for unified guidance on AI tools (e.g. Copilot) grounded in NIS2, GDPR, and information security.

Action: Drove the initiative together with other project managers and agile coaches, evaluated Microsoft 365 Copilot from a cybersecurity perspective, and produced an AI FAQ.

Result: Clearer guidelines on where data may be processed and what applies to information-security-classified documentation.

Situation: An external client was running its sales process on Salesforce, but needed a system built around how the business actually worked rather than adapting the business to the platform.

Action: Led the project and an internal team of five, including myself, as project manager. Owned client contact and delivery follow-up, and ran the work in Scrum — which mattered, because requirements kept changing during the build and each change had to be absorbed without stalling the team.

Result: A delivered, custom-built replacement for an off-the-shelf platform, and a client relationship that held through a moving scope.