PMO is our passion. We believe that, in addition to methodologies and tooling, people make the difference. With a theoretical background and especially attention to people, we constantly strive to add that bit of quality and dynamics that make the difference in the successful management of projects.

Coördinating the creation of the Runbook for validation (and rollout) of the Service Processes (Lely ways of working) and Compass service application. And documenting/visualizing the lely center E2E processes.

After the first Releases in Sales were live my focus changed to the service stream. Within the Service stream it is my responsibility to make sure the team can continue development and facilitate the process of alignment between the stakeholders.

The main goal of Compass is to support Lely Center facilities in the area's of: Service, Sales and Finance. After the selection process we are ready to start building and configuring the different applications. In this programme responsible for planning, coordination and team alignment.Within the Sales stream it is my responsibility as Scrum master to make sure the team can continue development and facilitate the process of alignment between the stakeholders

Lely Compass intends to contribute to the sustainable, profitable growth of Lely Center facilities and will develop one integrated IT solution to support the operational processes of the dairy distribution network. In the Compass programme responsible for planning, coordination and team alignment within the supplier selection process.Besides my Compass activities active in the Datavalue & IT department to create more standards/alignment between the different teams. And support the process to change the way of working towards SCRUM and implement ‘Target Process’ as supporting tool to facilitate the agile WOW.

Within the BWA program (SAP implementation) I revised the existing schedule and supplemented it with program dependencies. In addition to an overall schedule, I contributed to the planning and supervision of the transition phase. In this phase all the information and knowledge was collected and handed over to the internal organization.

K3 retail helps customers to implement Microsoft dynamics NAV with the Pebblestone fashion solution (or upgrade towards the newest NAV version).In this role I learned working with microsoft dynamics, I worked in new implementations projects and upgrade projects for multiple customers. Main activities: Collect customer requirements and write functional designs. Make sure the developers deliver on time and test and deliver the solutions. In upgrade projects I also gave introduction training about the new role tailored client and standard processes in NAV2018. In upgrade project I was responsible for the conversion of masterdata and the configuration of roles and rights.

Customers: DVOM, Bol.com, Maxeda, PLUS, C1000,HEMA, KPN

Customers: ING Financial services

During my role as PMO in this big program there were multiple processes that were not running smoothly. After the PMO members returned from their holidays I started as PMO lead. In this role I was responsible for all the PMO activities within the PMO team (2 Indiers and 2 NL members). My first deliverable was to move the PMO activities from India back to the Netherlands in order to improve the PMO processes (in time and quality).

The application landscape DVOM is constantly changing. Capgemini has a contract to maintain the applications (+- 28). In my role as PMO I was responsible for the registration of VTO's (request for change) with the main focus to ensure that the process is followed and everything is traceable. I had to make sure the right amounts are invoiced and keep track of the payment status. Additionally I ensured that the necessary documents are translated for colleagues in India and manage all account issues related to the client environment of colleagues that were part of the program (+-150).

Bol.com is continuously improving the stores. In this process I was part of the project 'attribute linking'. I was responsible for the overall planning of the project. I had to make sure all 7000 productcategories are reviewed and the right attributes are linked. To realize this I planned more than 200 workshops with the product specialists. I tracked the progress and made sure the input for the workshops was delivered on time and results are processed. All categories are discussed and processed before the deadline.

Maxeda wanted to bring the Master Data Management teams of Brico and Praxis together. These are two different teams in two different countries with different work-methods. In this role as PMO it was my task to bring the Praxis en Brico teams together with the help of processes and templates. With the existing processes and templates as input a new method had to be created. To achieve this I organized several workshops with the different teams. To improve the quality of the data the management and ownership of the master data was defined and the teams agreed on one work process and a set of templates.

PLUS was working on a ERP pakket selection and invited Capgemini to make a proposal.One of the subjects in this proposal is a demo of the system. I was responsible to enter the Master data in the system and manage the storyline/ version control of the scripts. As a result the team presented a complete demo and got the customer enthusiast for SAP retail.

Responsible for the optimalization of the planograms. In collaboration with the Category managers I made sure the new products were added to the planogram and the right products are remediated . The replacement of C1000 home brand towards Jumbo was an important change. As a result, weekly planograms were published for the stores so they could order the right products on time and were able to convert the shelves.

I was responsible for two projects within the Value added service domain. ‘Decomissioning OSP’, in which I had to make sure that all the party’s were informed about the shutting down of the platform. And ‘Amber alert’, this is a service requested by the government to inform NL citizens of a security issue (this service had to be developed on the 4G network).

Program management support for the LTE and NEMO program. These programs contain the modernization of the complete network and the roll out of 4G.Responsible for the reporting about the program towards the ExCo. Within this program it is my job to collect the right data (analyze/update spread sheets) and make sure the overall (MS) project planning is up to date.

Designed a dashboard to track in what stage (in the WFM rollout) the different branches are

Working in the department PCM TMG. TMG is a test group that performs product verification (tests) in the production environment of the ING bank. TMG works with a wide range of channels / products and payment formats.

Wide range of activitys such as:Setting up the overall administration, carry out market research in several segments, gathering information through different chanels, setting up and managing an Internet site (including contents), develop an on-line contact file.

Register of invoices for processing in the creditors administration, registering invoices and sending to the controllers, checking invoices on correct amounts, parafen and charge codes and selecting differences. And archiving invoices.

Graduation project about projectmanagement