Michel Adrichem Email & Phone Number

Epe, Ge, Nl

Baarn, Utrecht, Netherlands

Adviseur voor de gemeente secretaris en wethouder als portefeuillehouder in een regionaal samenwerkingsverband. Sturende rol gehad in het regionaal overleg van adviseurs en managers. Voorstel gemaakt om met de 7 deelnemende gemeente te komen tot verdere samenwerking op het vlak van de informatievoorziening.Daarvoor verantwoordelijk voor het ontwikkelen en implementeren van het beleid, met focus op het projectenportfolio en de opzet van de informatievoorziening. Leidt het adviesorgaan en werkt samen met zeven gemeenten om de informatievoorziening te harmoniseren. Stuurt een team aan dat nauw samenwerkt met vakafdelingen om processen te verbeteren en kennisdeling te bevorderen.

Huizen, North Holland, Netherlands

Opstellen en uitvoeren van het beleid en verbeteren van het projectenportfolio in samenwerking met het centraal managementteam. Adviserend aan de gemeentesecretaris en de domeinmanagers. Regulier overleg met de domeinmanagers opgestart om tot een gemeenschappelijk beeld te komen en op basis daarvan gezamenlijk tot verbetervoorstellen te komen. Deze verbetervoorstellen zijn verstaald naar een projectenportfolio en dit portfolio heb ik gepresenteerd aan het centrale directieteam om te komen tot concrete vervolgstappen, Verder was ik operationeel verantwoordelijk voor de aansturing van outsourcingpartner OGD.

Purmerend, North Holland, Netherlands

Onderdeel van het MT van het domein Bedrijfsvoering en verantwoordelijk voor de aansturing van 40 professionals en voor organisatiebrede implementaties zoals Office365 en mobiele werkplekken. Opstellen en implementeren van beleid voor proces- en beveiligingsverbeteringen met externe partijen. Niveau: MT Domein Bedrijfsvoering

Amstelveen, Noord-Holland, Nederland

Opzetten en professionaliseren van het team Advies & Projecten (20 fte), inclusief projectportfolio management en strategie. Gemeentesecretaris en directie geadviseerd over opzetten van projectportfolio en CIO-Office. Aansturen van transformatieprojecten, waaronder de invoering van de Omgevingswet en digitaal werken.Niveau: MT Afdeling Automatisering & Informatiemanagement

Amsterdam Area, Netherlands

Verantwoordelijk voor de organisatieverandering van een afdeling van 44 medewerkers die werken voor het sociale domein. Implementatie van systemen en Agile-werkwijzen om innovaties te versnellen. Adviserend aan bestuur over programma voor systeemvernieuwing dat gezamenlijk met Wigo4it werd uitgevoerd.Niveau: MT IV Cluster Sociaal

Alkmaar Area, Netherlands

Working as an agile project manager on a deadline focused project within the finance area to comply to the Dutch financial market authority (AFM) standards. Managing two external call centers in reaching over 25.000 customer to check on their investment insurance status. Working closely with Reaal team members and consultancy firm working in both an advisory and a assurance role as well. Successfully reported into AFM before the set deadline.

Amstelveen

Coaching van het Unity-programma met 500 teamleden voor betere samenwerking tussen business en ICT, met implementatie van SAFe best practices (Scaled Agile Framework). Adviserend aan programma directie.Niveau: Programma management Canon Europe

Amsterdam Area, Netherlands

Acting as Service Delivery Manager for Telecom and Printing. Improving service delivery towards an Agile working organisation with high performing teams working within a ‘essential SAFe model’ in mind. Structuring the 'way of work' for both Telecom and Printing towards transparant contracted services delivered by scrum teams also staffed motivated and engaged partners.Overall goal was to deliver the basis for working towards an “essential SAFe model” way of working in order to shorten lead times and improved quality to their internal customers. Handed over my assignment after employing new staff members.

Diemen

Change Manager / SAFe & Agile Coach within Change Consumer & Billing for Tele2 NL to deliver the 4G Consumer Mobile software, which successfully went live during november 2015. Managed an Agile Release Train (ART) comprising 8 scrum teams working software packages such as Siebel and Magento including a BI-team working on OBIEE. Also coaching teams on end-2-end testing and releasing software towards production after checking on aspects like performance and security (System Teams).Facilitating and coaching scrum teams was a vital daily activity together with maintaining a clear'continuous improvement perspective' based on the SAFe framework. Teams operated in an international setting wihtin countries like Sweden, Latvia, India, Serbia and Ukrainian.Overall this was a challenging management role to deliver successful software within a 3-weekly sprint cycle and to work with different nationalities which was surely an extra to this job!

The Hague Area, Netherlands

Leidinggeven aan een afdeling van 60 medewerkers voor de ontwikkeling en het beheer van systemen voor werk en inkomen in de G4-gemeenten. Adviserend aan directie om tot procesverbeteringen te komen. Daarbij gekozen voor de implementatie van Agile/Scrum en versnelling van de periodieke releases.Niveau: MT / Directie Wigo4it

Amsterdam Area, Netherlands

Acting as an interim programme manager responsible for 12 projects including about 125 people delivering data migration software as part of the migration of business contracts to the new bank information systems environment. With a restructured management team, directed 8 project managers and optimised the overall chain of activities by centralizing development work and extended the test team to deliver in time. Significantly reduced ‘lead times’ and delivered the program in time.

Tilburg Area, Netherlands

Directed the pricing policy for 'verzuim polissen' for 4 different distribution channels. Michel held an advisory role for division executives and the distribution channels to reach for an overall agreement on pricing. While shorthanded on ‘correct portfolio calculations’, he advised a ‘business led decision approach’, overcoming channel specific pricing issues and helping out to meet deadlines. Based on the chosen approach the pricing policy was implemented successfully.

Amstelveen

Working on business development for Logica Finance with a main focus on legacy system’s migration strategies. I worked on a migration strategy enclosing the elements of business, processes, systems and technology. Migrations within the Finance industry tend to solely focus too much on one of these elements of and therefore miss out on the important contributions and dependencies with the other three elements. An integrated approach addressing these four elements on there overall business and customer value is key to build a successful migration strategy. Prospects for this migration strategy included insurance companies like ASR and ‘De Onderlinge’.

Ede, Netherlands

Directed the upgrade of a LIFE/400 life insurance system together with the migration of about 20.000 insurance contracts. Impacting both business and ICT I created ‘one team’ to work closely together on these activities, and with the ‘woekerpolis affaire’ in mind calculations were made on contract level to assure correct value handover (calculations were available on customer request). Both projects run for about 1,5 year and were successfully delivered with an international team of about 20 people.

Amsterdam Area, Netherlands

Upgraded Globus banking software for about 400 users. After also upgrading the hardware platform, we successfully ran the EOY-runs to report into customers and the Dutch tax authorities. The team consisted of about 20 persons with nationalities from NL, UK and India working on different locations within the Netherlands. These projects required a 24-7 mentality to monitor progress and asked many times for a ‘out of office time’ presence of myself and my teams to successfully meet business deadlines.

Zeist - Netherlands

Besides numerous smaller projects I mainly worked on a larger and stranded project called 'SchadeHerstel’ concerning the administration and handling of damage repair claims' for insurance companies like Nationale Nederlanden, ASR and Fortis.I revitalised this project by (1) keeping several meetings with the insurance companies to reach for an overall agreement on requirements and (2) I also worked closely together with the external software supplier and testing unit within ABZ for the successful delivery of the software.I ‘handed over the project’ to the maintenance department of ABZ for its successful implementation. Finally I’ve helped the development department on implementing PRINCE II and coached several of their project managers.

Zeist

I was ‘flown in’ to save a stranded project for the CFV organisation. This organisation is reporting all sorts of public/social housing data into the Ministry of Interior and Kingdom Relations. We selected a ‘third party’ delivering tailored software on their standard platform and by doing so were able to meet our budget and deadline arrangements.My main focus was on relation management, reporting to the CFV and regularly demonstration the available functionality to the CFV peer group. Overall we came to a good and common understanding of requirements, necessary changes and a successful software product in the end!

Netherlands

Responsible for advising on the transition from functional based roles towards a process orientation for the NL policy corpses. Bases on a Prince II business case I worked on several meetings participated by different policy personnel to discuss their vision and ambition on this subject.As an example I directed an ‘proof of concept’ for an application delivering functionality for combing several functions within one process. Overall and in the end it proofed that the corpses were not ‘ready at that time’ for such a transition and my advice was in line with that conclusion

Arnhem

Acting as a team manager for a software development and maintenance team of about 16 people. This team was working for several business lines like claims, life insurance and banking. Besides regular maintenance and people management I was responsible were projects for (1) end of year statements for claims and life insurance customers and (2) a major hard- and software upgrade for Ohra / Delta Lloyd Bank.During the period of my role as team manager, the Ohra / Delta Lloyd organisation carried out a overall process improvement programme. This led to new ways of working closer together and eventually to the outsourcing of main parts of the software development activities including the people working within this department. My role was to coach and motivate people to take the future into their own hands. As part of this a organised a training together with the NL Open University to train people on Java programming and getting them certified on this.

Zoetermeer (The Netherlands)

MT member of Consultancy and Solution Development and responsible for consultants and developers on ICT projects for profit and non-profit organizations with Microsoft, Oracle and Lotus Notes technologies. In my role as unit manager I was responsible for a team of about 50 people working on consultancy, development and maintenance activities. I directed about 6 project managers on their respective projects from the early phase of conception to final implementation.I did implement the ISO9001 guideline successfully together with reporting formats for my project managers. These reporting formats consisted of general progress report and a separate financial status report. The financial status report served as vital input into Oracle Financials to provide an overall company financial status update to report into the BT worldwide organisation.Focus for me was on structuring my development process to become ‘predictable’ in software development in budget and planning. I met my budget and profit targets. With the sales department I agreed on a phased approach to sell and start projects, always including a project manager and a consultant during the kick-off phase of the project controlling scope and deadlines to be met.

The Hague Area, Netherlands

Responsible for both commercial and technical parts of MOD - structured bids on complex and multi million projects. Contacts also with several suppliers to fill in MOD requirements. Worked amongst others on contracts for supplying a Mobile Forward Support Facility (MFSF) and one for a Counter Attack Battery RAdar (COBRA). Mainly a commercial job visiting MOD relations throughout Europe.

Served as an officer for the NL MOD for 'command & control' information management. Worked on information management policies for the NL MOD and on an international programme called ATCCIS - Army Tactical Command & Control Information System. I travelled to Spain and the US for meetings with the co-operating countries to arrange a demonstration to be held at the TNO/FEL-laboratories within The Hague.

Ir. Technische Bedrijfskunde, Management Information Systems, General

Activities and Societies: Studie vereniging Stress, BK-I commissie, Vz BK-Trends, Onderzoek coördinator Engeland Reis Commissie (ERC).

Safe Program Consultant 4.0 (Spc4), Scaled Agile Framework Design And Implementation, Consultant Level

Professional Scrum Master, Agile - Scrum Team Coaching And Training, Consultant Level

Training, Agile / Scrum

Summit, Application Life Cycly Management Concepts

Yellow Belt

Change Management – Erasmus Executive Development

Training

Training

Practitioner Certified

Training

Training

Certified Insurance Consultant

Training

Training

Safe - Release Train Engineer (Rte)

Extending my knowledge on the SAFe framework in setting up and managing multiple teams towards a successful release train.