Armand Van Der Merwe Email and Phone Number

I own the end to end digital supply chain for Tyme, called FlowTyme. FlowTyme focusses on the flows within our different supply chain links, from strategic priority to the delivery of components in the Agile Development factory. As opposed to traditional agile frameworks, the goal of FlowTyme is to have a framework in place to increase the flow of work throughout the system, including non-development functions to a point point of operational maturity. Part of this operating model is the… Show more I own the end to end digital supply chain for Tyme, called FlowTyme. FlowTyme focusses on the flows within our different supply chain links, from strategic priority to the delivery of components in the Agile Development factory. As opposed to traditional agile frameworks, the goal of FlowTyme is to have a framework in place to increase the flow of work throughout the system, including non-development functions to a point point of operational maturity. Part of this operating model is the definition of standards, aligning and optimising the toolsets across our value streams to enable us to view the relevant flow metrics for the bank.  Show less

I am the product owner for the Dimension Data Managed Collaboration Services standard product being rolled out across the globe. I work directly with the different Dimension Data global sales regions to enable their salesforce to successfully market and sell our Managed Collaboration Service. As part of our SAFe Agile way of work, I work closely with other internal teams to ensure alignment across our standardised service offerings.

I was the Product Owner responsible for the build and successful delivery of the first fully digital commercial bank's online account sign up process and internet banking products. I had three Agile teams in Vietnam and one in South Africa to build Internet Banking and Web Sign up. I was accountable for the strategy, roadmap and alignment of the TymeBank web and other digital properties.

After spending 9 months in Dhaka, Bangladesh with our development team, I instituted a formal Business Analysis unit in AfriGIS. The plan was approved and I assembled a small team mid 2010.The first delivery was the definition of a standardised process according to which we should operate, ensuring maximum value added to AfriGIS, while ensuring we do not rock the boat too much. With this, I formalised our SDLC and the necessary templates to get operations to flow. As I was also actively… Show more After spending 9 months in Dhaka, Bangladesh with our development team, I instituted a formal Business Analysis unit in AfriGIS. The plan was approved and I assembled a small team mid 2010.The first delivery was the definition of a standardised process according to which we should operate, ensuring maximum value added to AfriGIS, while ensuring we do not rock the boat too much. With this, I formalised our SDLC and the necessary templates to get operations to flow. As I was also actively involved in projects as a BA and PM, and could use first-hand experience to shape our standards.In 2012 we started to gradually optimise our process and move it towards the IIBA BABOK version 2 framework. The team capacity was a bit strained, so we started an internship programme with the University of Pretoria's Industrial Engineering department to identify new graduates to grow into the role. In 2013 and 2014 we identified new graduates, and graduates were recruited who are now excelling as business analysts.In 2014 I expanded the scope of the team to include an enterprise and business architecture capability, to build business agility. In 2015 I completed my Honours degree in Enterprise Architecture to further this scope. This was expanded in 2016 where the Zachman Framework was adopted as an ontology for the modelling of AfriGIS. I kept looking for a tool that will sensibly bring together our models specifications and documentation, and subsequently implemented Sparx Enterprise Architect. The tool has proved it's ROI multiples over, due to the standards followed by my team.In my drive to continuously improve our internal processes and agility, I started working with the different department heads more closely. This has led to some positive changes in our process, ensuring that the different teams get the right information at the right time. Show less

I started my tenure at AfriGIS as a Project Manager on our Mobile based projects. This was still before the iPhone and Android revolution, where I had to test an application on every conceivable Nokia device to ensure that the application actually worked as intended.Working on projects for customers such as Vodacom, ABSA and SABS, I had to ensure that I was available 24/7, including weekends and public holidays as client manager, customer support and data analyst. This was a challenging and… Show more I started my tenure at AfriGIS as a Project Manager on our Mobile based projects. This was still before the iPhone and Android revolution, where I had to test an application on every conceivable Nokia device to ensure that the application actually worked as intended.Working on projects for customers such as Vodacom, ABSA and SABS, I had to ensure that I was available 24/7, including weekends and public holidays as client manager, customer support and data analyst. This was a challenging and exciting role, during which time I had to navigate an extremely steep learning curve. I enjoyed this time quite a lot.As part of my larger projects, I had several opportunities to work with our development team in Dhaka, Bangladesh. This included a stint of 9 consecutive months in Bangladesh, working intimately with our team to deliver one of the first massive multiplayer location-based mobile games in South Africa - Legends of Echo. Show less

I was fortunate to get an opportunity at Jometpro to work as a project engineer on the construction of a new Copper Mine in the DRC. This project allowed me to frequently travel to the DRC and be intricately involved in the development and construction of the mine. This was my first taste of project management on a large project. As part of the project, I was expected to liaise with the project team and manage procurement for all construction materials, including the shipping from South Africa… Show more I was fortunate to get an opportunity at Jometpro to work as a project engineer on the construction of a new Copper Mine in the DRC. This project allowed me to frequently travel to the DRC and be intricately involved in the development and construction of the mine. This was my first taste of project management on a large project. As part of the project, I was expected to liaise with the project team and manage procurement for all construction materials, including the shipping from South Africa to DRC. Unfortunately, the construction was heading to completion by the end of the same year I started, with no prospects of a contract extension. Show less