Kees De Graaf Email & Phone Number

Blaricum

Gouda

Als projectmanager werkzaam om diverse projecten (meerdere gelijktijdig) te managen en leiding te geven aan de (autistische) medewerkers. Ik gaf ook leiding aan de ICT beheer afdeling welke naast intern ook extern ingezet werd.

Blaricum

Als zelfstandige of in de vorm van tijdelijk dienstverband actief als Project- of Programmamanager

Diemen

Paperlinx Europe needed to professionalize their European IT projects and to maintain an overview of the project portfolio in order to manage it. I managed the UK PMO, I improved the project management processes of the whole organization and did coach the project managers. I selected for Europe a PPM tool (principal toolbox ) which is conditional to implement a European PMO. Before implementation however the company went bankrupt.

Blaricum

Project Management

Rotterdam Area, Netherlands

The customer wanted to professionalize project management from the business point of view. At he same time it wanted to implement BISL with their Functional Management department. I organized and wrote PID and Project Plans for the RET. I wrote a PID for a BISL implementation and advised on several projects.The company hired new permanent personnel. This personnel will continue the projects I initiated

Amsterdam Area, Netherlands

I started as self employed at IDA FoundationIda Foundation wanted a more efficient organization and improved business processes before implementing a new ERP system. To support this, the business organization changed to a process oriented organization and rationalization project on suppliers, customers and products was executed. At the same time business information had to be improved and the planning process and price methodology had to be adapted. These projects had to support a new ERP… Show more I started as self employed at IDA FoundationIda Foundation wanted a more efficient organization and improved business processes before implementing a new ERP system. To support this, the business organization changed to a process oriented organization and rationalization project on suppliers, customers and products was executed. At the same time business information had to be improved and the planning process and price methodology had to be adapted. These projects had to support a new ERP implementation. My role was to support the organization to work project oriented, when needed manage and support the projects and report project progress to the Management Team. After my assignment the organization concluded it could continue without my support. Show less

Utrecht En Omgeving, Nederland

Project and Program manager

Frankfurt Am Main En Omgeving, Duitsland

The Customer needed to choose a platform for their planning applications of the future.The assignment was to proof the platform and the Capgemini way of working by building a demo system and by answering and proofing by references a lot of questions. It included explaining the proposed project management method. With an international team and two different suppliers the PoC was executed in 3 months. We held weekly presentations.At this moment no decision is taken, but the customer was… Show more The Customer needed to choose a platform for their planning applications of the future.The assignment was to proof the platform and the Capgemini way of working by building a demo system and by answering and proofing by references a lot of questions. It included explaining the proposed project management method. With an international team and two different suppliers the PoC was executed in 3 months. We held weekly presentations.At this moment no decision is taken, but the customer was very satisfied with the work we did and the way we did it. Show less

Den Haag

This project was about the development of a Greenfield ICT application to support the new ministry of Justice supervision on legal persona in the Netherlands. This was based upon new legislation and new business processes. the contract was fixed on all variables. Execution of this project was not satisfactory when Kees took over the project.His assignment was to improve the communication and work relation with the customer and to gain control again over the project.Several… Show more This project was about the development of a Greenfield ICT application to support the new ministry of Justice supervision on legal persona in the Netherlands. This was based upon new legislation and new business processes. the contract was fixed on all variables. Execution of this project was not satisfactory when Kees took over the project.His assignment was to improve the communication and work relation with the customer and to gain control again over the project.Several meetings were held with the customer. Result was a clear picture of the customer view on the project and her challenges. Measures were taken to solve the problems. Amongst the measures were implementing a new change procedure and design a new user interface. The project budget was adapted. Unfortunately budget and time plan were still exceeded, so future measures had to be taken to control budget and time.At the end of the assignment the customer was satisfied with the cooperation. Delivery of the project was delayed. Show less

Amsterdam Area, Netherlands

At GVB Amstardam a program was executed in order to replace and improve existing planning systems. This program had to result in a sound basis for future developments and should result in a signicant reduction in cost of personal.Kees has to take over the lead and management of a program of 5 different ICT systems at GVB Amsterdam. Of the ICT systems involved 3 were sophisticated planning systems (based on Quintiq) which had to be developed from Business requirements till… Show more At GVB Amstardam a program was executed in order to replace and improve existing planning systems. This program had to result in a sound basis for future developments and should result in a signicant reduction in cost of personal.Kees has to take over the lead and management of a program of 5 different ICT systems at GVB Amsterdam. Of the ICT systems involved 3 were sophisticated planning systems (based on Quintiq) which had to be developed from Business requirements till implementation. Next to these two bespoke administrative systems (.Net and BI) were implemented.After go-live planning was more efficient (Shorter turnaround time and less planning personnel needed). The number of operational personnel on Bus, Metro and Tram was reduced with about 4%. It was also proved to the customer that the planning could be more automated in the future. Show less

Arnhem

The customer was very dissatisfied with the use of their ERP system. People worked around the system instead of using it. Connection between different administrations was bad. Everybody had their own way of working Knowledge about the system was bad and management of the system was badly organised. Knowledge of the working procedure was not existent or fragmented. everybody had their own view on the reality. TenneT was on the edge of taking over (by law) the management of the electrical… Show more The customer was very dissatisfied with the use of their ERP system. People worked around the system instead of using it. Connection between different administrations was bad. Everybody had their own way of working Knowledge about the system was bad and management of the system was badly organised. Knowledge of the working procedure was not existent or fragmented. everybody had their own view on the reality. TenneT was on the edge of taking over (by law) the management of the electrical infrastructure of other companies. Because of this TenneT wanted the have her systems and tools in good health.Acting as program manager Kees had to make sure that the system covered the needs of TenneT and the the knowledge at Tennet was improved.Kees did executed next activities: Implementation of Quick Wins Process redesign (Projects, Maintenance, Purchasing, Sales, Finance and HR) Implementation of the ERP system (IFS). Lots of attention to risk management. Education and Conversion After Go-Live support Redesign of maintenance organisationHis assignment resulted in: A new, future proof implementation of the ERP system A new designed maintenance organisation with up to date knowledgeThe customer was very satisfied and rated his assignment with a 4.2 at a scale of 5 Show less

Baarn

Project and Program manager at several assignmentsCoach on several projects

Amsterdam En Omgeving, Nederland

Project and Program manager at several projects.

Blaricum

Interim managementProject management

Engeland, Frankrijk

The program consisted of visioning (including design of new business processes), program objectives development, scoping and planning of the development of a European ERP model and the implementation with 60 sites within 5 countries. Planned program duration is 3.5 years. During this project the Deloitte Express methodology was used.The program included modifications of, and changes in, several business processes (including planning and logistics). The influence of local companies was big… Show more The program consisted of visioning (including design of new business processes), program objectives development, scoping and planning of the development of a European ERP model and the implementation with 60 sites within 5 countries. Planned program duration is 3.5 years. During this project the Deloitte Express methodology was used.The program included modifications of, and changes in, several business processes (including planning and logistics). The influence of local companies was big and their interests and objectives were often conflicting.Project size: 25 external consultants and 50 BPB employees from different countries. Show less

Hoofddorp

The program consisted of visioning (including design of new business processes), program objectives development, scoping and planning of the complete program. This was followed by the design and construction of a European ERP model and the implementation within 18 countries. Planned program duration is 2.5 years. During this project the Deloitte Express method was used.Omron is a Japanese company. Japan had a big influence on the way Quality Assurance was implemented. They also were very… Show more The program consisted of visioning (including design of new business processes), program objectives development, scoping and planning of the complete program. This was followed by the design and construction of a European ERP model and the implementation within 18 countries. Planned program duration is 2.5 years. During this project the Deloitte Express method was used.Omron is a Japanese company. Japan had a big influence on the way Quality Assurance was implemented. They also were very much involved in designing the interfaces to the Japanese systems. Parallel to this program a much more strict control and a new logistical model were implemented. Especially the interfaces and the conversions of legacy data was a big challenge to the project.Project size: 20 external consultants and 30 Omron employees from different countries. Show less

I represented the Dutch Johnson Wax company in a worldwide Johnson Wax Professional ERP implementation. My special attention area was the European Supply Chain. Temporary I was part of the USA based development team. During implementation within the Dutch region I was member of the project management team. For this project the Deloitte Express methodology was used.Main objective of the project was the centralisation in the USA of all world-wide ICT systems. Because of this a lot of pressure… Show more I represented the Dutch Johnson Wax company in a worldwide Johnson Wax Professional ERP implementation. My special attention area was the European Supply Chain. Temporary I was part of the USA based development team. During implementation within the Dutch region I was member of the project management team. For this project the Deloitte Express methodology was used.Main objective of the project was the centralisation in the USA of all world-wide ICT systems. Because of this a lot of pressure was put on the standardisation of business processes. The biggest challenge during this project was to quantify and justify local functional demands and changes to the central design.Project size: 20 external consultants and 30 BPB employees from different countries. Show less

Varseveld, Internationaal

The ICT Strategy of a multinational wholesaler was developed. Based on the new strategy an ERP package selection and implementation was managed.Kramp is a cooperation of different family owned businesses in several countries. It had several central functions of which ICT was one. They were used to develop their own software. This was changed within the new ICT Strategy.Project size: 3 external consultants and 10 Kramp employees.

Amsterdam En Omgeving, Nederland

ConsultancyInterim management of Logistics managerProject management of international ERP projects (mainly JDEdwards)

Luxemburg

Project managerSelection and implementation of the ERP system “JD Edwards” to support Fanuc Robotics Europe. Fanuc Robotics has companies in seven different European countries with its head office in Luxembourg. ICT ManagerManaging the ICT department of Fanuc Europe. This included a move from Germany to Luxembourg. The ICT department was responsible for infrastructure, office automation and several administrative systems.Fanuc robotics Europe is a Japanese company founded as a… Show more Project managerSelection and implementation of the ERP system “JD Edwards” to support Fanuc Robotics Europe. Fanuc Robotics has companies in seven different European countries with its head office in Luxembourg. ICT ManagerManaging the ICT department of Fanuc Europe. This included a move from Germany to Luxembourg. The ICT department was responsible for infrastructure, office automation and several administrative systems.Fanuc robotics Europe is a Japanese company founded as a joint venture between Fanuc and General Motors. Fanuc Robotics had about 150 employees in Europe. Show less

Emmen

ICT ManagerI managed the ICT department of Ericsson. I contributed actively to the world-wide ICT standards within Ericsson. I implemented several systems of which the ERP system CINCOM was one of them. I introduced software development methods and managed development, selection and implementation of R&D systems, automated warehouse systems and CAD, CAM and CAE systems.Ericsson radio Systems was founded as result of a takeover from Nira by Ericsson. Ericsson radio systems had 3 Dutch… Show more ICT ManagerI managed the ICT department of Ericsson. I contributed actively to the world-wide ICT standards within Ericsson. I implemented several systems of which the ERP system CINCOM was one of them. I introduced software development methods and managed development, selection and implementation of R&D systems, automated warehouse systems and CAD, CAM and CAE systems.Ericsson radio Systems was founded as result of a takeover from Nira by Ericsson. Ericsson radio systems had 3 Dutch sites. They developed and manufactured pagers and DECT telephone equipment. Ericsson had about 450 employees. The ICT department consisted of 20 employees. Show less

Managed the selection and implementation of R&D supporting systems and new technical infrastructures.Nira was a family owned company and produced pagers (mainly for the hospital market). Nira had about 300 employees. The CAD/CAM department counted 5 employees.

Blaricum

I managed the development of a compiler / linker for a Chill like language used for programming telephone exchanges.

Masters, Electronics

treasury "stichting Studenten huisvesting"

Education record

HBS-B