Bit and Bytes, ICT voor Midden en kleinbedrijf.Totaalontzorging.

@KPN Critical Communications:In this department, me and/or my colleagues support all different kinds of “special communications”.For example: 120 drilling rigs in the North Sea, the Police Network (C2000), support on the Nuclear Security Summit (NSS) in March 2014, as well as for the GVB where ships, subways, trams and busses are connected through radiophone communication.At this moment I’m working within the KPN Critical Communications department for the customer Utility Connect, which is the delivery organization for Alliander and Stedin.Though out a newly build network, KPN KCC delivers a full network coverage within The Netherlands, which is very suited for energy grid operators (like Alliander and Stedin) where the network is connected with “Smart Meters”, but is also very suitable for smart grid appliances.For example: A combination of a Smart Meter and smart thermostats (like Toon, Nest, or E-Thermostat) saves energy, money, but also is a great supplement for ‘smart homes‘ connected with ‘the internet of things’, through a highly secured network, ánd with ‘access anywhere-any time’.The role I’m full filling, is the role of Change & Release manager as well as Project manager activities.The main activities are:• To lead changes of approach, systems and processes within, as a result of which staff at all levels of the department retain “ownership” of processes.• To advise and assess the impact of (project)changes on delivery.• Ensure all transformation changes adhere to a strict change control process to minimize adverse effects to the working environment and its users.• Accountable for maintaining the integrity of all IT system environments by ensuring strict release and change processes are followed by development / support teams throughout the release cycle.

Per July 1st 2014 I’ve accepted the new challenge as Change Manager @KPN for the customer NS. First objective: Change our style and making a difference together with the team membersTogether, we are making sure to play a key role in ensuring projects (change initiatives) meet objectives on time and on budget by increasing employee adoption and usage. The objectives will be focussed on the people side of change – including changes to business processes, systems and technology, job roles and organization structures, as well as on KPN side (internally) as on the customer side.In this role, the primary responsibility will be creating and implementing change management strategies and plans that maximize employee adoption and usage and minimize resistance. Both on departments, as well as within processes.Another objective is working to drive faster adoption, higher ultimate utilization and greater proficiency of the changes that impact employees’ trough out processes within both organizations, to increase benefit realization, value creation, ROI and the achievement of results and outcomes. Again: Within both organizations, internally and externally. SupervisionWe will have to work through many others in the organization to succeed and act as a coach for (senior) leaders and executives in helping them fulfill their role of change sponsor. It’s also the intention to support project teams in integrating change management activities into their project plans, again trough out change initiatives.

Change Management KPN in service of the NS (Nederlandse Spoorwegen - Dutch railroads).Change Management is one of the most important processes within ITIL.KPN is using an ITIL based variant called GSDM (Global Service Delivery Management) which supports throughout the entire (Change Management) process: Supporting our customer(s).The most important tasks we execute are the following:• Review Requests For Change (RFCs) and approve or reject them based on their adherence to the plan and documented CM process requirements / standards.• Liaise / coordinate with 3rd party vendors for execution of changes.• Manage daily Change Management planning and operations, such as updating, maintaining and publishing the change calendar and other management reports.• Organize and manage the emergency change process.• Facilitate weekly (sometimes daily) Change Advisory Board (CAB) meetings, preparing and publishing all meeting materials, track action items, etcetera.• Capture and publish metrics, Key Performance Indicators (KPIs) and Critical Success Factors (CSFs) with a view to developing and implementing continuous improvements.• Maintain and improve the Change Management process effectiveness, efficiency and performance.• Initiate follow-up actions to correct any Problems or inefficiencies arising from our Change Management process execution and highlight any issues or improvement ideas to the IT leadership.• Respond to audit requests related to Change Management.• Provide knowledge, expertise and training on the use of the Change Management process and tool.• Responsible and accountable for translating technical changes into user based communications.

Since October 1st (2013), I have moved my career from KPN Service Manager for the customer team NS (@KPN) towards KPN Project Management for the customer team NS (@KPN).My objectives are, among other things, to make sure several Projects for the Customer NS are directed into the right track(s), with the proper priorities, urgenties and impact analisys.The sense of urgency on KPN and NS side is very high qualified where both parties feel to have a pragmatic "man in the middle" who can be both formal as informal.The need for pragmatisme show in the way of working with weekly "dashboard" reports, but without a PID (as in regular Project Management), but with a clear scope so the goals are achieved in a very fast and natural way. Again, for both KPN as NS. Specialties: People management, Operational and in Service of Customers, Service minded and Diligent.

On May 1st 2011 started as Service Manager for the customer Nederlandse Spoorwegen (Dutch Railways), in service of KPN.The customer NS is a large customer with a highly complex environment in ICT business. The server park where I am responsible for exists out of:+/- 5500 clients.+/- 250 servers (virtual as well as physical).Server Management team of 10 engineers.Service Delivery Management, Change Management, Incident & Problem Management, System engineers, Architects and Service Managers. (Totally +/- 20 employees).The environment is this complex because of the high demands of the NS.The reason why NS demands this high quality service is, among other things, because of the fact that their provisioning of services exists out of:- Public transport all over the Netherlands by train, (also internationally).- Fully integrated koffie corners- Owner, managing and exploiting 48m2 (!!!) of train stations. Within this main activity, NS exploits project development for, among other things: Building houses, offices, shops, schools, parking facilities as well as hotels.The NS uses 1,5% of the total use of power, in The Netherlands. (10% of this use is “green”).KPN supports the NS with a lot of their core business.

As the Service Manager in service of Cityhall of Amsterdam, I was responsible for the entire ICT infrastructure of Cityhall and their customers (examples: "Rekenkamer Amsterdam", "SHP", "Stadsdeel Slotervaart", "DFM", as well as the "Mini Netwerken Amsterdam" which have a very low profile within the municipality, but have a key role for security.The services delivered were among other things, the following: Supporting the customer with their clients / desktops, tablets and smartphones up to servicing the entire serverpark of the customer. Security had a very high priority as well as personal support for as well as the Major of the city, as well as the councilors of the city of Amsterdam.More detailed information, to be discussed in a personal discourse.

Since November 2008 working as an ICT Manager of two customers: Bestuursdienst Amsterdam (Cityhall of Amsterdam) and Global Collect @Hoofddorp.

When working as a teamleader for several customers (ANP, Global Collect, BDA (Cityhall Amsterdam), Waterlab and Avebe, the activities were very divergent. From human resource activities 'till substitution of the management.This was a great way to be prepared as a manager.

As a coordinator of the IT Helpdesk at Randstad HQ, the primarely roles were supporting the team (+/- 20 helpdesk employees) with escalations, Major incidents, complex cases and HR questionaires.Both supporting the team, as well as the (direct) collegues.