Via Tulser Privacy Factory ben ik ingezet bij Sportbedrijf Arnhem. Het betreft een tijdelijke klus van 4 maanden. In deze 7 maanden ga ik samen met de collega's van het sportbedrijf onderzoeken in hoeverre de organisatie nog niet voldoet aan de nieuwe privacywetgeving die 25 mei 2018 van kracht wordt. Vanaf deze datum dienen organisaties privacy-compliant te zijn overeenkomstig de AVG (Algemene Verordening Gegevensbescherming), zo ook het Sportbedrijf Arnhem . Na een korte onderzoeksfase van 4 weken wordt samen met het management van het sportbedrijf nieuw privacy-beleid ontwikkleld en de daaruit voortvloeiende acties uitgezet om privacy-compliant te worden.

Op​ ​25​ ​mei​ ​2018 is de ​nieuwe​ ​privacy​ ​wetgeving,​ ​de​ ​Algemene Verordening​ ​Gegevensbescherming​ ​(AVG) van kracht geworden.​ ​Alle​ ​bedrijven​ ​die​ ​persoonsgegevens​ ​verwerken​ ​zijn​ ​verplicht​ ​de​ ​AVG​ ​te implementeren​ ​in​ ​hun​ ​bedrijfsvoering.​ ​Bedrijven​ ​moeten​ ​privacy​ ​accountable worden. Het​ ​goed​ ​implementeren​ ​van​ ​de​ ​AVG​ ​vraagt​ ​om​ ​inzicht​ ​in​ ​de​ ​toepassing​ ​van​ ​de wetgeving,​ ​draagvlak​ ​binnen de organisatie en​ ​kost​ ​tijd.​ ​Ik heb een ​opleiding​ ​bij​ ​Tulser​ ​Privacy​ ​Factory gevolgd en afgesloten met certificaat​ ​ Met de kennis en know how van Tulser op de achtergrond tezamen met mijn eerder opgedane kennis in de functie van applicatiebeheerder, software-ontwikkelaar en projectmanager ben ik in staat ook uw bedrijf te helpen met het implementeren van de AVG

Over the last 4 years I became more and more the IT-Quality specialist in charge of helping projects executing their projects in a predictable manner (delivering on time and within budget) and to improve the CMMI processes within the organization in general. I occupied several roles or functions, for example: • PPQA Manager (Process and Product Quality Assurance), a coordinating and advising role. The PPQA-Manager is the link between projects and line management. • CMMI assessor (Judgment of the executed specific-& generic-practices within a project and organization at scampi B- & C-level)• Process Assurer (Assessment of the Process-& Product-Quality within a project including advisements to improve.)• CMMI Implementation Manager (together with a team of process experts responsible for the roll out of CMMI processes within ING Arnhem, including the training given to the IT people)

I spent most of my time in IT working as Project Manager or Implementation Manager. In the early years, I worked as Project Manager delivering the more common IT-deliverable such as Cobol programs, OPC schedule , JCL components, user descriptions , etc. Later on I coordinated also, in my opinion, the more difficult and complex changes, like introduction of new processes and a new way of working for people within the organization, e.g. the roll out of CMMI within ING Arnhem.I believe I have a good knowledge of Prince2 (practitioner) and CMMI. I passed all kind of CMMI trainings. Recently I successfully passed the Scrum Master exam.

The Cost Manager is responsible for estimating projects and work efforts in terms of hours to spend throughput time and productivity level. The Cost Manager makes his own calculation of the work that must be executed and compares the outcome with the estimates of the calculation done by the (external) Project Manager. Deviations of both calculations will be discussed. As Cost Manager I always used two methods to calculate the estimates: (1) bottom up method and (2) top down method. (1) Bottom up method: Based on known metrics of earlier executed projects the Cost Manager calculates the effort by counting all the deliverable, taking in account the complexity of the work and the number of the (HR) resources that will be part of the project. (2) Top down method: Based on Function Points or Program Points (I mostly used Program Points). The PP or FP will first be “translated” to Lines of Codes (LOC’s) with use of a gearing factor. After that the LOC’s will be calculated in necessary Project effort. This will be done with a tool called QSM. Combining this with the expected ”Productivity Indicator” of the team and the number of IT people, the tool produces several possibilities to execute the project. The advantage of using QSM is that in a relative easy manner several forecasts can be calculated by saying: what will happen to the effort if the project will be shorted by two months.Off course the outcomes of the calculations of method 1 and 2 should be close together. The Cost Manager makes not only the estimations, he also makes a planning based on MSP- project. With this planning, the hours spent weekly by the project as a forecast are known. Deviations between forecast and reality are updated in tool called : S-curve. The S-curve gives project management and line management a good view whether the project will succeed or not. I did this job for about 2 years.

Around the year 2000 I changed my profession from IT-operations to IT-Change. Before this period I worked as Deployment Expert at the IT-operation organization and had a good knowledge of ITIL, JCL and PAT testing.IT-change was completely new for me and I had to start with an IT-developer course at Cap Gemini in Utrecht first. I had training in almost all IT- change roles, for example: Functional Designer, Technical Designer, Cobol VSP-Programmer with use of CICS and DB2, File organization, and TestingI have executed among others the following roles: Technical Designer, Programmer, Configuration Manager, Tester and Test Coordinator.

All deliverable made by the IT change organization must go live in production. The person who is responsible for the go life implementation is called the Deployment Implementation Expert. The Deployment Expert proves the quality of the offered products by testing on PAT aspects in a PAT environment. PAT testing will be done by making new or changed JCL-components (Job Control Language) , new or changed production files and a changed OPC schedule which decides the sequence of the running programs. Finally the Deployment Expert makes a deployment plan which describes exactly the deployment activities. If all aspects of testing are fine and the quality of the new system is proven the Deployment Expert gives his approval. Now the new deliverable will go live in the production environment.The deployment Expert is also the first person that will be called if the Job has crashed. He investigates the reason of the crash and if possible he solves the situation by creating a bypass.

As System Programmer/ System Storage Administrator I was responsible for both Implementing new System Software & Hardware and the administration of the data on these storage devices. The data on the 3390 DASD storage devices had to be managed by me in terms of : what data has to be fast accessible by application programs , what kind of data has to be backed up for internal use , what kind of data must be transferred to a backup computer center in case of calamity in our own computer center. For these reasons the System Storage Administrator used IBM tools like DFSMS and DFHSM to manage the existing pool of DASD units all filled with his own category of data. As you may know , In case of a calamity it was (or maybe even is) not possible to have all data at the same time in as well in the own computer center as well in the backup computer center for falling back. The System Storage Administrator decided what kind of data must be backed up for fallback reason and which not. For this reason the Manager was also responsible for contingency planning.

I passed my electrical engineering exam in 1977 and one year later I passed my electronics engineering exam. With these certificates I started my career and I have occupied several professions for a short or longer period, for example:Electrician Service engineer within a food factory company (designer of electrical switchboards) Maintenance engineer of High Voltage Supplies (supplies from 10 KV up to 380 KV)Service and Maintenance Engineer of Cheque Printing Equipment at Postbank