Experience

OPEN.satisfaction

• Netherlands
• IT Services and IT Consulting
• 1 - 100 Employee

• Testcoördinator/functioneel beheerder

  • Jan 2019 - Present

  Binnen OPEN.Satisfaction (OS) ben ik betrokken bij het testproces van de diverse productlijnen van het bedrijf, zoals OPEN.suite en Socialex. Daarnaast word ik als consultant ingezet voor opdrachten als testcoördinator en/of functioneel beheerder. Ik ben vanaf 1 januari 2019 ingezet als testcoördinator/functioneel beheerder voor het project ZAPP t.b.v. het zaaksysteem voor het primaire proces van de ANVS van het Ministerie van Infrastructuur en Waterstaat in Den Haag. Verantwoordelijk voor de testplanning; Coördinatie en het (mede) uitvoeren van testen en hierover te rapporteren; - Testscripts schrijven, aanscherpen - Functionele Acceptatie Test, Gebruikers Acceptatie Test en Productie Acceptatie Test coördineren/uitvoeren inclusief vrijgave advies; - Rapportages van bevindingen in nazorgfase opstellen; - Mastertestplan opstellen/verbeteren/aanvullen; - Afstemmen met leveranciers, functioneel beheer en de organisatie over de verschillende testen en overdracht naar beheer; - Aansluiten ANVS Vergunningverlening (radioactief materiaal, transport, nucleaire inrichtingen) en toezicht en handhaving hierop. Ten behoeve van toezicht en handhaving is een migratie uitgevoerd van het tot dan toe gebruikte systeem van ILT (Holmes) naar ZAPP. Hiervoor heb ik de functionele testgevallen vastgesteld en geverifieerd en de gebruikersacceptatietest en productie-acceptatietest gecoördineerd; - Project wordt uitgevoerd op basis van scrum en TMAP. - Functioneel beheertaken: Gesprekspartner Product Owner, betrokken bij ontwikkeling; intake van wensen van de organisatie en vertaalslag naar story's maken, accountbeheer, voorlichting en training geven, applicatie (doen) inrichten op basis van gewenste werkprocessen, vragen van gebruikers beantwoorden en incidenten registreren en (doen) oplossen. Accorderen in beheer name op basis van PAT testresultaten. Adviseren en ondersteunen ANVS functioneel beheerder. - Gewerkt met applicaties: JIRA, Holmes, Kodision KIM en TriplEforms



SLTN

• Netherlands
• Information Technology & Services
• 400 - 500 Employee

• project manager

  • Aug 2015 - Feb 2016

  As Bid Manager I am responsibel to coordinate all activities concerning Bids on behalf of the procurement management center (Tenderdesk) from kick-off meeting to final subscription of all required information to the requesting organisation, in cooperation with Account Management and subject matter experts - Bid Hiring ICT-Personnel Ministry of Defence - Bid Storage Solution for Gouda - Bid Work Station Hardware for Arnhem - Bid Work Station Hardware for Leeuwarden As Bid Manager I am responsibel to coordinate all activities concerning Bids on behalf of the procurement management center (Tenderdesk) from kick-off meeting to final subscription of all required information to the requesting organisation, in cooperation with Account Management and subject matter experts - Bid Hiring ICT-Personnel Ministry of Defence - Bid Storage Solution for Gouda - Bid Work Station Hardware for Arnhem - Bid Work Station Hardware for Leeuwarden



Gemeente Apeldoorn

• Apeldoorn

• Projectondersteuner

  • Jun 2015 - Aug 2015

  De gemeente Apeldoorn migreert van Office 2003 naar Office 2013 onder leiding van de afdeling Informatievoorziening (IV). Het project is verantwoordelijk voor de technische uitrol van Office 2013 en waar nodig voor het verrichten van aanpassingen op de bedrijfsapplicaties t.b.v. correcte werking met het nieuwe Office. Daarnaast dienen de Word-sjablonen aangepast te worden op enerzijds Office 2013 en anderzijds op een nieuw te selecteren tool om sjablonen beschikbaar te stellen en te beheren. De sjablonen dienen aangepast te worden op de nieuwe huisstijl van de gemeente. In dit project ben ik verantwoordelijk voor - Het uitvoeren en afstemmen van analyses betreffende impact van alternatieven, aanpak, implementatie, risico’s; - Het vervaardigen van het Pakket van Eisen en Wensen voor de sjabloonbeheertool; - Plannen van vergaderingen, opstellen en bijwerken van Actielijst, Risicolijst en Besluitenlijst; - Intakes met applicatie-eigenaren en vervaardigen en afstemmen mini-Plannen-van-Aanpak voor het uitvoeren van het testen en rapporteren hierover. Afspraken maken over de migratie zelf, eventueel met hulp van de Leverancier van de applicatie. In de vakantieperiode is onenigheid ontstaan binnen het management van IV over de aanpak (en geplande doorlooptijd) van het project. Dit heeft geresulteerd in een nieuwe opdrachtgever en het einde van het project en mijn inzet hiervoor. De uit te voeren taken worden nu belegd bij de beheerorganisatie.



SLTN

• Netherlands
• Information Technology & Services
• 400 - 500 Employee

• Coordinator Test & Acceptance

  • Apr 2013 - Feb 2014

  In this Inter Access project the entire infrastructure of Lentis is upgraded (server, storage, workstations for 2700 employees). In this project I am responsible for the process of testing and acceptance of the migration of infrastructure, applications and work stations. - develop approach to testing and acceptance for infra, application and work station migration - organise functional regression testing and acceptance of migrated applications, implement applications to production after final Go/Nogo meeeting with the stakeholders - develop test scripts and test cases o.b.o. work station migration



Dienst Maatschappelijke Ontwikkeling

• Amsterdam

• project manager

  • Aug 2012 - Feb 2013

  As IT project manager for InformationServices I have been assigned to several projects. Projects in Amsterdam go through the Project Portfolio Management process (PPM) for each project phase, in which compliance of the projects to various guidelines is checked. - Digital Quality Index Primary Education. In 2011 the first printed version of the Quality Index PE was published, as a result of programme Kwaliteitsaanpak Basisonderwijs Amsterdam (KBA). A parent panel concluded that design and comprehensibility should be improved and on top of that an interactive web site was desired. This project was concerned with realising this web site. For the redesign of the quality index for both web site and printed version an external design company was assigned. During the PPM process it was decided that the Quality Index should be incorporated with the existing web site VindeenSchool.nl and that no separate web site should be built. Despite the fact that now many parties were involved a good cooperation was established. I made sure a good test phase was organised and I supplied the project with the complete set of test cases as well, helping the relatively inexperienced client. The web site went live December 4 2012 and has received many compliments. - Web site with Amsterdam Art in the public space. For DMO Arts&Culture I was assigned as IT project manager for this project. Goal of the project was to publish all works of art in the public space of Amsterdam in one web site under Amsterdam.nl. One possible solution, making use of Open Data, was to be investigated too: Amsterdam wants to be transparent to its civilians about what data it maintains. I investigated several options, including RFI’s to preferred suppliers and reported the result and the clients' preference in a project proposal. During the PPM meeting the project was permitted to proceed to the next phase to initiate the project.



Delta Lloyd

• Netherlands
• Insurance
• 500 - 600 Employee

• project manager

  • Feb 2012 - Jul 2012

  Release management of the Finance department lacked in productivity and quality in realising the requested functionality. Much effort had to be put into solving production incidents, which resulted in yet lower productivity. Also the employees showed motivation problems. My assignment concerned organising release management in a more project-like way of working. My reports to the Change Management Board (CMB) showed that the work load was too high for the employees of Information Management, which resulted in delay in delivering requirements and acceptation testing. As a result of this the complete portfolio of activities for 2012 was prioritised by the CMB. I delivered a presentation ‘project-like approach to release management’ with recommendations with regards to quality and predictability. This included product based planning, a fixed set of deliverables for each phase and reviews. By listening and regulating the communication between employees and clients I could start motivating the staff again. At the end of the assignment there were plans to implement my suggestions for process improvement. Besides release management I also replaced the project manager of a SEPA project. This project suffered from delays and lack of planning. By strictly monitoring the activities and having daily progress meetings several successful implementations could be done.



ABN AMRO Bank N.V.

• Netherlands
• Banking
• 700 & Above Employee

• project manager

  • Jun 2010 - Jan 2012

  As project manager I managed IT-projects in the domain Document Services & Archiving (DS&A), to replace the former project manager in several projects: - IBOA 2, making documents for clients of Internet Banking downloadable. First action was to revisit the requirements list and to make sure the scope was unambiguous and clear. With this, focus on the result was established and the proper activities could be planned; - DS&A PCNL Rebranding, Private Clients receive documents which are signed by ABN Amro Mees Pierson. To improve the quality of the releases for PCNL I stressed the importance of regression testing and made sure this was incorporated in the test strategy.; - Agendatooling, appointment system for planning advisory talks between bank advisors and the client. I was assigned at the moment that during system testing a lot of defects were found and the deadline grew near. By keeping focus on progress, participating in daily progress meetings, prioritising test findings and supporting the DOC1-team, this project was implemented after approval by the Business; - Bebis4a, Connect the systems of DS&A to the end state Customer database BCDB. I delivered the PID, which resulted in the requested budget. This project was a restart of a former project. First I had the status of the current deliverables of the project established and had these updated to the current situation, which has led to approved functional designs; - Project management of the DOC1-team, lots of issues due to high work load. I took the initiative to lower the pressure and adopt a more project-like approach (change control!). The situation involved a very complex development model with three vendors (Development, Testing, Infra), projects and Release Wise Development in varying combinations. During this period several successful implementations were done for e.g. programme ‘Begrijpelijke Taal’- using understandable language (in documents) towards clients by the bank.



ABN AMRO Bank NV

• Project Manager

  • 2008 - 2012



Dienst Werk en Inkomen, Gemeente Amsterdam

• Government Administration
• 200 - 300 Employee

• project manager, adviseur informatievoorziening

  • Oct 2008 - Apr 2010

  During this assignment I executed several projects; - Physical Distribution Management system on behalf of Work Organisation ‘de Herstelling’. I performed Requirements Engineering, made the basic design, performed software package selection and coordinated the implementation; -Replacing UNA system which supports funerals for people who die in Amsterdam without any known relatives. This responsibility is regulated by law (Wet op de Lijkbezorging). Together with the client I have prepared the requirements list, prepared decision making involving choosing the solution, executed the tendering process, in cooperation with department Contract Management. I planned and coordinated the project; - Tax return application for the ‘Forms Brigade’. The brigade helps the civilians of Amsterdam with filling out all kinds of forms, including their tax returns. Completed the software selection process and implemented the chosen alternative. Solved the initial performance problems in cooperation with DWI Infra and Supplier; - Realising office space for 25 employees. This concerns network infrastructure, connections to Osdorp site, work spaces with local printers. Planned the project and executed it in cooperation with Infra SHI (Service House ICT); - Scanning street for Central Administration of the Work Organisation. The reports about participants that are received from suppliers of re-integration programs are scanned and registered with the client in RAAK, the primary re-integration system. Selecting the proper scanner in cooperation with Facility Management, planning, and installing on the network.



Corus

• United Kingdom
• Mining
• 500 - 600 Employee

• project manager

  • Feb 2008 - Oct 2008

  Within Corus Prince2 is the project management method. To streamline the transition of project results to Maintenance the role of Senior Maintenance has been added to the project board. Executed several projects: - Webcast Service. Client in UK wants this service to be able to give presentations to the top management through intranet. Amongst others this resulted in placing 8 extra servers in several sites in the UK. Besides developing the required technique, also Maintenance had to be arranged: responsibilities, incident management, SLA’s, financial round up; - New Service Mobile data cards. For employees with stand by shifts for crucial systems laptop modems will be made available for making contact with CorusNet from places without (wireless) internet. This to increase the willingness to do stand by shifts, which, due to the aging of these employees, forms a problem; - Upgrade Java Runtime Environment. The version used within Corus was mentioned to have security risks. All applications doing ‘something’ with Java had to be tested with the new JRE, problems had to be solved. Risk Management played an important role. During my assignment several systems have been successfully upgraded, tested and implemented.



ABN AMRO Bank N.V.

• Netherlands
• Banking
• 700 & Above Employee

• project manager

  • May 2006 - Jan 2008

  ABN-AMRO has off shored the majority of her IT activities. I have been responsible for the organisation of a new Maintenance process. On a yearly basis Work Orders are signed, containing expected size of the activities, deliverables and other financial and legal subjects. The size of the yearly contracts was approximately 25 man year. As PM IT Maintenance I have been assigned to develop the process Release Wise Development to the wishes of the domain, to implement it in the organisation (Business and IT) and to execute it. - To implement Maintenance as a Release Wise Development process; - To produce the yearly Maintenance Work Plan; - To check and authorise payment of Tata Consultancy Services (TCS) invoices; - Day to day management of Maintenance releases; - Coordinate the Test Manager; - Start up and execute activities in projects. This concerns activities that are extensive to be put in a Maintenance release. Maintenance and projects are executed in accordance with the CMM based quality system including project management method PA IT, and development method DSDM - Maintenance included several software packages of various suppliers and mainframe application, Oracle applications, Lotus Domino, Power Builder, Advantage:Gen



Quion

• Financial Services
• 300 - 400 Employee

• project manager

  • Feb 2006 - Apr 2006

  Interim project management for programme ICT 2007. In this programme existing systems based on Sybase / Uniface are rebuilt to a more flexible solution in Oracle / Web services and BPEL, executed as fixed price project by Inter Access. During this project it became apparent that a project manager was needed to organise and plan for the specifications of the new system, and the necessary changes to be made to systems interfacing with the new system. I made sure issues were managed, the size of the QUION part of the project was determined, and the activities planned. Work included change control of CR’s and selecting resources for the planned activities.