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Senior Project, Program, Programma Manager

Werkervaring interimmanager

October 2016 – Present
Interim Infrastructure Project Manager/Consultant, Tata Consultancy Services, Amsterdam, the Netherlands

As Interim Infrastructure Project Manager/Consultant with Tata Consultancy Services, I am assigned to the Cargill account. I lead multiple cross functional infrastructure projects throughout EMEA, from project charter development through a project’s phased lifecycle to handover to operations. The projects cover a broad range of technological spaces such as Data Centre upgrades, Network Services, production servers to VM, Security, ESM Tools implementation, enterprise and Manufacture Operations Management applications integration/implementation. Projects also entail the decommissioning of IT infrastructure at Cargill divested manufacturing sites within EMEA. As a consultant, I work closely with Cargill client base to gain an understanding of their requirements and develop viable solutions that meet those defined requirements.

PMI PMBOK is the applied methodology


March 2013 – September 2014
Programme Manager, Eurofins Medinet, Breda, the Netherlands

As Programme Manager with Eurofins, I lead a multi-million euro Business/IT Transformation Programme. The programmes objectives were to align global business processes and IT. The programme consisted of 9 work packages. They include Organizational Change (processes and HR), the development, integration and implementation of a proprietary Clinical Trial Management System, Data Warehouse, Business Intelligence, Mobile Client Portals, ERP (Epicor), MRP (iScala), Laboratory Information Management System (StarLIMS) and Go-to-Market. The EUCLID programme formed the template for global deployment.

I managed and provided oversight to a team of 49 professionals. I monitored/controlled programme performance metrics utilizing status reports, quality health checks. I managed change, resource planning/allocation, financial forecasting/analysis, external suppliers, risks, issues, assumptions, scope, budget, dependencies and benefits. I maintained Senior Management and stakeholders buy-in through global programme communications management and monthly Programme Board meetings.

PMI Standard Programme Management, PMBOK, MSP (Benefit Management), Agile, Waterfall and Earned Value Management were applied

July 2012 - November 2012
Senior Portfolio Management Consultant, Qhuba, B.V., Utrecht, the Netherlands
As a Consultant at Qhuba, I provided assistance in the development of a “Qhuba Portfolio Management” product. I prepared a Qhuba proprietary Portfolio Management approach/methodology. I further assisted with the Portfolio Management sales and marketing strategy with the development of a marketing communication plan of approach. I conducted a competitive analysis and assisted in identifying Qhuba’s unique value propositions and provided assistance in defining its target market.

August 2010 – June 2012
Programme Manager, Wolters Kluwer, Alphen aan den Rijn, the Netherlands

As a Programme Manager with Wolters Kluwer, my responsibility was management of the multi-million euro Kluwer NL Global Atlas E-Commerce Programme. Global Atlas encompassed Wolters Kluwer’s professional information services for management, legal, financial, tax and five levels of research product offerings. The Programme objective was to build and implement the Global Atlas Infrastructure, portals, newly developed B2B applications, the web based client Navigator, migration of the European Internet Platform (EIP) online products/content, User Identity and Authorization, implementation a of new Business Intelligence platform and the decommissioning of EIP.

I managed and provided oversight to a team of 56 professionals. Through each phase of the programme, I managed change, monitored and controlled issues, risks, budget, scope and dependencies between the Global Atlas programme work packages and other related programmes. I conducted continuous stakeholder management and was chair of the Programme Board.

Prince2, MSP (Benefit Management) and Earned Value Management were applied


August 2009 – July 2010
Senior Project/Programme Manager, Hewlett-Packard (HP) Netherland B.V., Startbaan 16, Amstelveen, the Netherlands

On 1 August 2009, EDS International was integrated into HP. As a Senior Project/Programme Manager within HP, I was a member of the Sanquin team leading the Consistent Office Environment programme. On the Royal Bank of Scotland account team, I was responsible for IT infrastructure programmes within Market Risk. I also conducted portfolio management activities within that business unit.

I monitored alignment of my projects/programmes and managed client’s tactical/strategic business objectives. I managed, provided oversight, coached and mentored 12 project managers. I ensured adherence to agreed Project Management Methodology, governance and the change processes. I delivered planned benefit based on sponsor agreement, with a commitment to cost, quality and timely milestone(s) achievement. I ensured successful implementation/rollout through constant review of work package performance measures and analysis.

PMI Standard Programme and Portfolio Management, PMBOK and Earned Value Management were applied

May 2006 - July 2009
Programme/Portfolio Manager, EDS International, EMEA North and Central Hub, Rivium Quadrant 2, Capelle a/d IJssel, the Netherlands

As a Programme Manager with EDS, I was a member of the ABN AMRO account team for Transaction Banking, Group Functions, Market Risk and Compliance. I worked collaboratively within EDS with my peers, account executives and the management team at multiple levels within the organization to translate client business objectives into defined projects or programmes using standard PPM best practice tools, techniques and methods to ensure client requirements were clearly defined and executed. Client relationship management was a core responsibility.

As Portfolio Manager, I was responsible for managing a multiple million euro portfolio of projects within my assigned business units at ABN AMRO covering both EMEA and APAC.

An additional assignment included Transition and Transformation Management on the ROBECO account and Implementation Management on the AEGON account.

I lead, provided oversight, mentored 22 project managers to meet project, programme and portfolio management requirements. I ensured adherence to governance processes and deliver planned benefit based on sponsor agreements, with a commitment to cost, quality and milestone(s) achievement.

PMI Standard Programme and Portfolio Management, PMBOK and Earned Value Management were applied


December 2004 – February 2006
Senior IT Project Manager, EMEA, United Parcel Services-Supply Chain Solutions (UPS-SCS), Antwerp, Belgium

To meet new contractual obligations, UPS-SCS, EMEA needed to develop a proprietary Billing System that captured warehousing activities and billable events for IBM’s Spare Parts Logistics operations within EMEA. As Senior Project Manager, managing a multi-cultural team of this multi-million euro project, I was assigned to conduct project recovery. I renegotiated budget, schedule and Request for Proposals with the client and external vendors. Being the single point of contact between IT and Finance EMEA for the software development lifecycle, I attained buy-in for new project management, governance, resource, schedule, budget, communication, risk, issue, escalation, change and release management processes. I ensured sound software development methods were utilized.

Prince2, Waterfall and Earned Value Management were applied

September 2004 – November 2004
Sabbatical

April 2001 – August 2004
Manager, Technology, Research and Development (TR&D)/Corporate Project Manager, Arthur James B.V., Almere, the Netherlands

As Manager, TR&D for this startup, my portfolio included the planning and management of IT Operations implementation and IT Service Management processes. The design, development and testing of proprietary software solutions was the core business, coupled with internet hosting services. The TR&D department was staffed with 32 permanent and 6 contracted IT professionals consisting of developers, functional designers, IT architects, infrastructure support and administrators. I exercised management control over staffing, training, product development and the departmental budget. I was a management team member.

As Corporate Project Manager in the organization, I was responsible and accountable for the coordinated management of multiple projects directed toward strategic business and organizational objectives.

My focus was the design and development of the corporate Sales Tool, Content Management System conducted within software development within a Java, J2EE, PHP and Borland Delphi environment and the CRM (Siebel 7) implementation. I was a management team member.

Prince2, Waterfall and Earned Value Management were applied


December 1997 – April 2001
ICT Trainer/Project Manager, Blue Circle, B.V., WTC, Rotterdam, Hoofddorp, the Netherlands and Antwerp, Belgium

As a Project Manager, I was assigned to client organizations. I planned and managed implementations of Microsoft Windows 2000 Server, Windows 2000 Professional, Exchange Server 5.5/2000, IBM Lotus/ Domino Server, Computer Telephony Integration and Enterprise Application Integration. I conducted seminars related to IT Service Management, Systems Administration, Microsoft operating systems and applications in support of the organization sales strategy.

As a Project Leader, I managed implementations of network infrastructure, Windows NT 4.0, Windows 2000 Server, Windows 2000 Professional, Internet Information Service, Exchange Server 5.5, Novell 5.0, GroupWise and Collaboration application. I provided hands on support and training to IT staff in implementing, administering and maintaining network infrastructure.


Education
MSc, Political Science, University of Maryland
BSc, Public Administration, State University of New York

Certification en Training
Managing Successful Programmes
Project Management Professional (PMI)
Prince2
Risk& Opportunity Management
ABCD Risk Management
EDS Global Programme Management Architecture
Enhanced Project Management
Advanced Project Management
Project Management Excellence
• PM2
• RISK MANAGEMENT
• ESTIMATING
• NEGOTIATION
• CHANGE MANAGEMENT
CMMI
ITIL
Train the Trainer
Microsoft Certified Systems Engineer

Professional Affiliations
Project Management Institute, USA
International Project Management Association, Netherlands Chapter

Language Skill Levels
English: Fluent
Spanish: Fluent

Opleiding interimmanager

Education
MSc, Political Science, University of Maryland
BSc, Public Administration, State University of New York

Certification en Training
Managing Successful Programmes
Project Management Professional (PMP)
Prince2 Practioner
Risk& Opportunity Management
ABCD Risk Management
EDS Global Programme Management Architecture
Enhanced Project Management
Advanced Project Management
Project Management Excellence
• PM2
• RISK MANAGEMENT
• ESTIMATING
• NEGOTIATION
• CHANGE MANAGEMENT
CMMI
ITIL
Train the Trainer
Microsoft Certified Systems Engineer

Consultancy interimmanagement a.i. kerncompetenties

Decisive, Time Management, Social, Tact, Diplomatic, Listener, Organized, Analytical, Mentor, Coach, Methodical, Targeted, Enthusiastic, Doer

Talenkennis interimmanager

English, Spanish, Dutch

Overig

Business Transformation, Transitions and IT Infrastructure projects and programmes

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