The grouping is along the line of KPN ICT Consulting. One needs to understand however that the company changed names quite frequently as it shared in the fortunes of subsequent mother companies. You may think of:- KPN Consulting- Getronics Consulting- PinkRoccade- Roccade FinanceI was involved in various initiatives, initiated by the business unit PPM. From a product management perspective I was partly reponsable for developing new propositions. I was also involved in… Show more The grouping is along the line of KPN ICT Consulting. One needs to understand however that the company changed names quite frequently as it shared in the fortunes of subsequent mother companies. You may think of:- KPN Consulting- Getronics Consulting- PinkRoccade- Roccade FinanceI was involved in various initiatives, initiated by the business unit PPM. From a product management perspective I was partly reponsable for developing new propositions. I was also involved in joint initiatives started with e.g. the Open University in the field of programme management (MsC Programme Management). Apart from that I participated in:• Workshops,• Lectures, supervising students (University of Groningen),• Coaching trainees. Show less

Responsible for delivering part of the IT infrastrucure for transforming the new head office of KPN in Rotterdam into a smart building. Includes e.g. organizing pen tests and preparing for the hand over to regular operation. Also involved with the necessary upgrade of Cisco software and hardware and the optimization of conference room and parking management (the latter based on IoT and data science..

Managing four projects. Two of them concerned implementing always on on SQL servers. A third one concerns upgrading Oracle Enterprise Manager on the present Exadata platform. And the fourth one concerned migrating three large Oracle databases from a Linux based platform to a Solaris platform, using the Oracle Goldengate replication tool. The execution was done by Cognizant, my job was to oversee work done by Cognizant and to communicate with another application partner… Show more Managing four projects. Two of them concerned implementing always on on SQL servers. A third one concerns upgrading Oracle Enterprise Manager on the present Exadata platform. And the fourth one concerned migrating three large Oracle databases from a Linux based platform to a Solaris platform, using the Oracle Goldengate replication tool. The execution was done by Cognizant, my job was to oversee work done by Cognizant and to communicate with another application partner, Accenture.Preparing a project for the off load of Exadata to Solaris.In the mean time monitoring of data growth on Exadata went on. Show less

Within the DNRG's management team I am responsible for organizing events, together with a team of seven. This year we have been/are busy with the following events:- The DNRG Summit of April 2014,- The IPMA World Congress in September/October 2014.In 2013 we were involved with the IPMA 2013 National Congress (November 20th in Spant!, Bussum)DNRG dissolved at the end of 2016.

Devise and implement measures to contain excessive data growth on Exadata systems. My assignment was to coordinate necessary actions on different levels and places in the organization as well as towards external service providers (in The Netherlands and India) .Quickly building working relationships with a large variety of people was quintessential. By mid September the primary goals were reached.

Responsible for contents and presenters of the IPMA NL yearly congres in 2012 and 2013. Apart from that I contributed to "Projectie" with congress columns, the congress' introduction and a few interviews with presenters.

Assignment concerns the setting up of a new, virtual department, consisting of technical experts from various departments within KPN. The departments task will be to develop policies and guidelines in its particular field of expertise for KPN.

Implementing service desk services for Monsanto in 26 countries (103 locations) in EMEA, in cooperation with Accenture. Concerned other than technical issues (e.g. interfaces to and from back office systems), also implementation of processes between Getronics and Accenture (coordinating service delivery, reporting to Monsanto). The service delivery is implemented conforming to dead line.

Finishing a bid for the implementation of voice over IP.

Managing a team of appr. 20 projectleaders. Participating in a transition program, aiming at enhancing the project performance, coaching of projectleaders, maintaining good relations with delivery managers and the client team concerning the optimisation of the delivery chain.

The assignment concerned the unification of two groups of employees working on configuration management within one department: administrative support employees, executing dya to day CMDB management and those who worked on a CMDB optimisation program (based on a federated CMDB). Furthermore the program was to be aligned with the broader Getronics organisation; the realisationn of global proces responsability for configuration management. Apart from that managing day to day CMDB management.

Relocating Martinair's ICT to a new location in Schiphol Oost, incl. connecting to the KLM/Air France network.Managing projectmanagers of various projects delivering the desired result.

The main task was to manage a number of service improvement projects, mainly related to mail, active directory and Citrix environments, which had to be executed by line organisations in Apeldoorn and Groningen. Next to that I have been involved in discussions about improvements within a broader range. Responsible for creating a more stable Citrix environment.as well as having an intermediary role in case of problems demanding a project like approach.

The main task was to manage the mail separation from the business point of view in such a way that business continuity would not be endangered. From the business point of view mail is a primary, critical business system, since it is used for a wide variety of business transactions, ranging from payments to stock trading. This means that a mail migration should not interupt the daily business. I therefore had to balance between the requirements of the business and the ultimate possibilities the… Show more The main task was to manage the mail separation from the business point of view in such a way that business continuity would not be endangered. From the business point of view mail is a primary, critical business system, since it is used for a wide variety of business transactions, ranging from payments to stock trading. This means that a mail migration should not interupt the daily business. I therefore had to balance between the requirements of the business and the ultimate possibilities the technicians could offer. Show less

The most important task was the continuous performance of the department. I also initiated the construction of a separated Dutch mail environment, including a new architecture and new infrastructure (was mainly to be found in Belgium). It meant nevertheless frequent and intensive contacts with former Belgian colleagues and new counterparts. Special attention had to be paid to compliancy and security issues.After the developments of October 2008, I took up my old role as team manager… Show more The most important task was the continuous performance of the department. I also initiated the construction of a separated Dutch mail environment, including a new architecture and new infrastructure (was mainly to be found in Belgium). It meant nevertheless frequent and intensive contacts with former Belgian colleagues and new counterparts. Special attention had to be paid to compliancy and security issues.After the developments of October 2008, I took up my old role as team manager, this time to support the separation of the global mail environment into a Dutch and a Belgian environment. Next to that the normal line management responsibilities belonged to my tasks (e.g. HR). The department was extended to comprise document management as well and renamed Electronic Content Messaging Services. Show less

As a program manager - replacing a internal program manager who had left - responsible for restarting the staggering migration of country organisations to the global mail environment of Fortis. Migrations of the mail in other countries (e.g. UK and France) where halted because of political reasons. Compliancy and security requirements in the different countries were to be tackled by the program as well.The migrations in the UK and France had begun; those of other countries were being… Show more As a program manager - replacing a internal program manager who had left - responsible for restarting the staggering migration of country organisations to the global mail environment of Fortis. Migrations of the mail in other countries (e.g. UK and France) where halted because of political reasons. Compliancy and security requirements in the different countries were to be tackled by the program as well.The migrations in the UK and France had begun; those of other countries were being prepared, but the developments around Fortis in October 2008 interfered. Eventually it led to the abolishment of the program. Show less

Managing a medium sized, cross border department, responsible for a large diversity of products and services and a complex infrastructural environment. Significant characteristics: defining strategy and policies, daily management, HR responsibilities, (acquisition of) projects. In this global environment the department was confronted with a wide variety of compliancy and security issues.After the developments of October 2008, I took up my old role as team manager, this time to support… Show more Managing a medium sized, cross border department, responsible for a large diversity of products and services and a complex infrastructural environment. Significant characteristics: defining strategy and policies, daily management, HR responsibilities, (acquisition of) projects. In this global environment the department was confronted with a wide variety of compliancy and security issues.After the developments of October 2008, I took up my old role as team manager, this time to support the separation of the global mail environment into a Dutch and a Belgian environment. Next to that the normal line management responsibilities belonged to my tasks (e.g. HR). The department was extended to comprise document management as well and renamed Electronic Content Messaging Services. Show less

Managing the Packaging team. Contributing to a. o. departmental planning, strategy on sector level, outsourcing. Full HR responsability. Budget responsibility.Managing Procurement (4), Warehouse (5), Process managers (5) en Project mnagers (1 direct, 7 indirect, 1 proj.supp.). Contributing to a.o. departmental planning, strategy on sector level, outsourcing. Full HR responsability. Budget responsibility.The Support Dept. services the operations within the broader Workstations… Show more Managing the Packaging team. Contributing to a. o. departmental planning, strategy on sector level, outsourcing. Full HR responsability. Budget responsibility.Managing Procurement (4), Warehouse (5), Process managers (5) en Project mnagers (1 direct, 7 indirect, 1 proj.supp.). Contributing to a.o. departmental planning, strategy on sector level, outsourcing. Full HR responsability. Budget responsibility.The Support Dept. services the operations within the broader Workstations division, concerning logistics, project and process management and process quality assurance. The latter stretched outside the division as such. The Workstations division is responsible for the equipment for all Achmea employees. The departments within the sector sector Workstations have increased their performance considerably, in spite of mergers and outsourcing. Show less

The assignment is to act as team leader focusing on project port folio management and the initiation of business process reinforcement. I am dealing with different business units and every layer, organisational as well as hierarchical, within the ICT business unit as well as within the client organisation. During this period I was asked to take a closer look at a Getronics UK packaging department and to deliver a management report on that department.Packaging Services is responsible for… Show more The assignment is to act as team leader focusing on project port folio management and the initiation of business process reinforcement. I am dealing with different business units and every layer, organisational as well as hierarchical, within the ICT business unit as well as within the client organisation. During this period I was asked to take a closer look at a Getronics UK packaging department and to deliver a management report on that department.Packaging Services is responsible for the preparation of the distribution of all client applicationsand subsequent middel ware for all of Achmea, i.e. ca. 1500 applicationss. Activ Directory Services manages the application of Active Directory within Achmea. Show less

Implementation infrastructure Indemnities system.The project was concerned with the implementation of the infra structure requisites for the second release of a new, strategic general indemnities insurance solution that must support back office as well as front office users. So far a small pilot has been implemented, but as from release 2 the functionality as well as the number of users is extended (up to 6000). The project is concerned with providing the infra structure implementation from… Show more Implementation infrastructure Indemnities system.The project was concerned with the implementation of the infra structure requisites for the second release of a new, strategic general indemnities insurance solution that must support back office as well as front office users. So far a small pilot has been implemented, but as from release 2 the functionality as well as the number of users is extended (up to 6000). The project is concerned with providing the infra structure implementation from development up to production environments as well as disaster and recovery solutions (the latter must assure the proper functioning of the entire chain). Special attention must be paid to performance issues. Implementation was successfully done at the end of April 2005. Show less

These concerned various projects, spinn offs from a larger project aimed at the roll out of a new workplace concept within Achmea.Projects were concerned with:• workplaces in all 13 socalled “Care shops” of Achmea spread across the Netherlands plus six mobile shops• Idem Achmea Mortgage Bank Den Bosch• Idem Groene Land in Hengelo• Idem for software developers within Achmea Active Furthermore:• Optimalisation project for Achmea Call CentersConsultancy concerning… Show more These concerned various projects, spinn offs from a larger project aimed at the roll out of a new workplace concept within Achmea.Projects were concerned with:• workplaces in all 13 socalled “Care shops” of Achmea spread across the Netherlands plus six mobile shops• Idem Achmea Mortgage Bank Den Bosch• Idem Groene Land in Hengelo• Idem for software developers within Achmea Active Furthermore:• Optimalisation project for Achmea Call CentersConsultancy concerning process improvements in different departments (low profile) Show less

Implementing contingency SAP-system from Rotterdam to Arnhem.A second project concerns the implementation of contingency for a SAP system, consisting of RS6000 based software and databases including numerous interfaces with other systems. The contingency test was successfully performed at the end April. In stead of the normal 8 weeks we were afforded 1½ week to bring this project to an end.The contingency test was performed with satisfying results; a “collateral advantage” was achieved… Show more Implementing contingency SAP-system from Rotterdam to Arnhem.A second project concerns the implementation of contingency for a SAP system, consisting of RS6000 based software and databases including numerous interfaces with other systems. The contingency test was successfully performed at the end April. In stead of the normal 8 weeks we were afforded 1½ week to bring this project to an end.The contingency test was performed with satisfying results; a “collateral advantage” was achieved by showing that additional SAP-systems on the same server server came along as well (not formally tested, for being left out of scope). Show less

See also under PUBLICATIONS.