AVAILABLE for an additional non full time assignmentCurrently servicing following customers:- since 2019 via Bechtle: EU/EC/OLAFcoaching and facilitating the transition from managing the people to managing the work, from delivering projects to continuous delivery, from individual - to team responsibility, from effort based estimating to throughput based forecasting- since 2018 via Inetum(-Realdolmen): Belgoprocess/NIRAS Establishment and maintenance of a Flow /… Show more AVAILABLE for an additional non full time assignmentCurrently servicing following customers:- since 2019 via Bechtle: EU/EC/OLAFcoaching and facilitating the transition from managing the people to managing the work, from delivering projects to continuous delivery, from individual - to team responsibility, from effort based estimating to throughput based forecasting- since 2018 via Inetum(-Realdolmen): Belgoprocess/NIRAS Establishment and maintenance of a Flow / Lean-Kanban based Predictable (Downstream) Delivery Process, including monitoring and probabilistic forecasting, including a proposal for a Product Development Portfolio, Discovery & Specify (Upstream) Process, in a Project Management, including phase gate process, with a hint of SAFe, contextServiced via Inetum(fka Realdomen):- 2021 - 2024: VUB: Establishment and maintenance of a Flow / Lean-Kanban based E2E (Portfolio, Upstream and Predictable Downstream) Delivery Process, reversing the current - versus future proof changes to the application ratio, including monitoring and probabilistic forecasting, the latter answering 2 questions: how much can be done (over a given period)? when will it be done? - 2017 - 2019: AXA Insurances Belgium: Bottom-up introduction of a Flow / Lean-Kanban based Predictable (Downstream) Delivery Process for the organisational bottlenecks, in order to gain insights on how the delivery capabilities of these bottlenecks limit the organisational delivery capabilities (and thus the Portfolio, and ultimately the Strategy), this in the context of a top-down SAFe Transformation - 2016 - 2022: Interum (fka Realdolmen) and its customers: Flow / Lean-Kanban trainings, (Okalao Flow based simulation) work shops and short continuous learning and experimentations assignments for ao. Alpro, Delen, Agidens, Van de Velde, FOD Financiën, Infrabel Show less

Bottom-up introduction of a Flow / Lean-Kanban based Predictable (Downstream) Delivery Process for various teams, this in the context of a top-down SAFe Transformation

Boosting continuous process improvement via informal CMMi Appraisals

Supporting spouse on her successful short-term assignment

Moving the emphasis on assurance of policies & standards to enable the shift from process adherence and compliance to continuous process improvement.

Transforming and Improving organisational ICT Processes, mainly based upon Prince2 and Volere Requirements Process,with the CMMi Maturity Model as reference and ambitionPerforming a variety of roles:CMMi appraisal team member (Belgium, UK, Romania)consultant, coach, trainer, process & methods manager,process owner, process release manager, and process board memberStriving for a set of organisational product and services development processes featuring;- a… Show more Transforming and Improving organisational ICT Processes, mainly based upon Prince2 and Volere Requirements Process,with the CMMi Maturity Model as reference and ambitionPerforming a variety of roles:CMMi appraisal team member (Belgium, UK, Romania)consultant, coach, trainer, process & methods manager,process owner, process release manager, and process board memberStriving for a set of organisational product and services development processes featuring;- a variety of ways of working, each suitable for a combination of (un)known (un)knowns- a risk based approach with emphasis on functional desirability and technical feasibility- incremental and iterative development.Banking & Insurances (Belgium, the Netherlands) Show less

Crisis Project Management: dealing with the impacts (too late validation of functional desirability and technical feasibility resulting in too late project delivery) of standardised project management approaches, including phase gate processes.Banking & Insurances (the Netherlands), Automotive (France/Spain), Flemish Government

context: (late) Rise of the Global Internet (Web 1.0) e-BusinessTelecom: dealing with the frictions caused by the bottom-up need for agility (to deal with the imbalance between demand and supply, the conflict between operational - and project demand) and the top-down expectation to have a standardised project management approach (resulting in budget and plan adherence)

context: Rise of the Global Internet (Web 1.0) e-BusinessTelecom: see PwC Consulting Retail: project with fixed timing, fixed budget and variable scope approach, with PoC's to validate technical feasibility, Mock-Ups to validate desired functionalities (discovery and specify), incremental and iterated delivery of features (delivery)

context: Rise of the Global Internet (Web 1.0) e-Business, e-Marketing & Communications for one customer (analog and digital imaging) with multiple business lines management of imbalance between demand and supply;- at organisational level: multiple business lines portfolio management at feature level- at business line level: feature per feature

context: Rise of the Global Internet (Web 1.0) e-Marketing & Communications for multiple customersmanagement of imbalance between demand and supply;- at organisational level: multiple customers portfolio management at feature level- at customer level: feature per feature