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Project Manager, Senior Consultant

Project Manager, Senior Consultant

Work Experience

Ontwikkelingsbedrijf Gemeente Amsterdam, Amsterdam
Period April 15, 2004 – now
Position Project Manager

Job Description
Implementation of a CRM system that will support the management team, all secretaries, all project develop-ers, and all employees, involved in project regarding urban development, in managing their business contacts.

My responsibilities are:
Set-up of the project plan and planning;
Advising the management team regarding organizational issues;
Support and coach the internal project manager;
Support the project team members during execution of their tasks;


Ontwikkelingsbedrijf Gemeente Amsterdam (OGA), Amsterdam
Period November 1, 2003 – January 31, 2004
Position Consultant

Job Description
OGA assigned SAGAX to execute a feasibility study regarding the corporate wide implementation of a Cus-tomer Relationship Management software package.
I managed the execution of the feasibility study and redirected the end report.
I advised OGA on the different scenario’s of implementing a CRM software package and wrote the project plan for the implementation.


Bouwfonds Property Development, Hoevelaken (Netherlands)
Period November 11, 2002 – September 30, 2003
Position Project Manager, Consultant

Job Description
My responsibilities were:
Analysis of the needs and wants regarding changes of a corporate business information system, consisting of a CRM application, a project administration system, a document management system, and a set of business in-telligence applications;
Set-up of the project plan and planning;
Management of the project.


Beamix, Eindhoven (Netherlands)
Period January 1, 2002 – October 31, 2002
Position Project Manager

Job Description
My responsibilities were:
Stabilize and finish the implementation of CRM project that got stuck and exceeded its budget for over one year;
Coach and support the internal project leader;
Advise the board on how to set-up customer relationship management;
Streamline underlying procedures.


Bouwfonds Property Development, Hoevelaken (Netherlands)
Period November 1, 2000 – May 31, 2001
Position Management Consultant

Job Description
Bouwfonds is one of the largest property development companies in Holland. I advised the board on how to use Information Technology effectively. I also audited the internal ICT department.


T-plan, Groot Bijgaarden (Belgium)
Period September 1, 2000 – November 30, 2000
Position Management Consultant

Job Description
During the hay days of the telecom sector, T-plan was an international company with offices in Belgium, Hol-land, Germany, France, and Spain. T-plan was specialized in the construction and maintenance of fiber optic networks across Europe. Its portfolio consisted of project management, construction, maintenance, wireless communication, GNIS, and Right of Way management.

The main competitive edge of the company lay in its high and constant quality of services rendered. This could only have been accomplished by creating a profound awareness of the intertwining of personal and cor-porate goals with each individual in the company. This led to a truly focused and dedicated workforce.

Due to the explosive growth the company went through, this awareness was deteriorating rapidly which led to a similar effect on the quality of services. On behalf of the management team I did research on this and other causes for the diminishing level of quality and advised on how to counter this process and how to sustain and improve the quality of services.


Yamanouchi Europe, Leiderdorp (Netherlands)
Period January 1, 1999 – December 31, 2000
Position ICT Manager a.i.

Job Description
I was responsible for managing the IT departments in Leiderdorp and Meppel.

My mission was:
To improve the efficiency and effectiveness of both departments;
To change the work mentality from reactive to proactive;
To create a customer driven IT department;
To change all procedures accordingly;
To set-up a quality management and assurance system.


Elopak, Terneuzen (Netherlands), Spikkestad (Norway), Speyer (Germany)
Period January 1, 1998 – December 31, 1998
Position Project Manager

Job Description
The project’s goal was to implement the ERP software BPCS in the largest site of Elopak, as part of a corpo-rate ERP project. The implementation team consisted of several internal and external consultants and employ-ees of Elopak, from Norway, the UK, Germany, and Holland.

My responsibilities were;
Coaching and supporting the Dutch project leader;
Advising the Norwegian, German, and Dutch management during the project;
Negotiating with suppliers of ICT services.


SAGAX Software Consultants bv
Period January 1, 1997 - up till now
Position Managing Consultant

Job Description
SAGAX Software Consultants is a system house that renders services in the field of the implementation and application of BPCS, an ERP software package of SSA.

In January 1997, I joined the company as Managing Consultant.

My main responsibilities are:
Management consultancy concerning IT and IT organization;
Coaching and supporting the company’s professionals during projects;
Defining and executing the company’s strategy;
Defining and creating the company’s image.

Yamanouchi Europe, Leiderdorp (Netherlands)
Period January 1, 1997 – October 31, 1997
Position Project Manager

Job Description
I was responsible for the implementation of the ERP system BPCS in 2 sites (Leiderdorp and Meppel) of the company.

My main responsibilities were:
Set-up of the project plan and planning;
Manage a team of 5 external consultants;
Manage a team of 20 employees of the customer;
Negotiate with suppliers of software products and IT services.


ASTIS, Nieuwegein (Netherlands)
Period September 1, 1992 – October 31, 1996
Position Managing Consultant

Job Description
ASTIS is an AS/400 system house that renders various services in the field of consultancy, system develop-ment, technical education and training, and system development and system support products.

In September 1992 I joined the company as Managing Consultant.
At this point ASTIS is a small company (7 people) with only a very limited, but long running, number of sys-tem development assignments. Marketing and sales never got the needed attention. Therefore it was to be ex-pected that the customer base would cave in.

My main responsibilities were:
Management consultancy concerning IT and IT organization;
Improving the quality of the services of the company;
Coaching and supporting the company’s professionals during projects;
Defining and executing a new company strategy;
Defining and creating a new company image.

Other responsibilities were:
Defining and executing the company policy;
Setting up a new company structure, going with the new strategy.

At the beginning of 1996 the company achieved:
A growth to 15 people;
A growth of the customer base:
A shift of the core business from body shopping to consultancy and project development;
The implementation of Rapid Application Development;
A specialization in the field of manufacturing and logistics;
The introduction of a new training concept;
Alliances with suppliers of ERP software;
An excellent working relationship with IBM.

At that moment, ASTIS serviced companies like BW Industrial Products, Cytec Industries, Grundfos Pumps, Metaal Compagnie Brabant, Schuttersveld Holding and Verosol Fabrics.

On behalf of Schuttersveld Holding (metals and plastics etc.; turnover $US 1,0 bill.) ASTIS ran a European IT project. This project consisted of the selection and implementation of a corporate information system in Hol-land, Belgium, Germany, France, the UK, Russia, Norway, Sweden, Finland and Denmark. Apart from the software, the selection of hardware, LAN and WAN infrastructure, and the set-up of the IT organization were within the scope of the project.

My role within the project consisted of:
Coaching and supporting the project manager of ASTIS;
Reviewing the results of the survey;
Consulting the management of Schutterveld Holding;
The set-up of the project (project plans, planning and budget).


ACC Caritas, Leuven (Belgium)
Period April 1, 1992 – December 31, 1993
Position CIO a.i., Change Manager

Job Description
On behalf of one of the larger IBM agents (150 people, software developer for the health care branch) in Bel-gium and as result of a previous survey, I was responsible for a transformation process in order to improve the productivity and quality of their system developers. For the course of the project I was added to the manage-ment team by the Board.

The goal of the transformation process is to improve the company’s strength, flexibility and innovative abili-ties, and to create a competitive and market-driven organization.

The focal points of the projects are:
Training;
Set-up and implementation of development standards;
Implementation of CASE workbenches;
Implementation of RAD as methodology;
Implementation of a handbook for IT professionals;
Audit and evaluation of the existing software products;
Change management of organization and technique
Socio-organizational changes.

As project manager I gave guidance to 6 external project leaders and 5 people from the customer (manage-ment team and middle management).

My main tasks within the project were:
Setup and execution of the global project plan;
Setup and management of the time and costs planning;
Management of 6 project advisers;
Quality assurance of the project’s deliverables;
Consulting the Board and the management team on improving the application of IT within the company.


ACC Caritas, Leuven (Belgium)
Period November 1, 1991 - March 31, 1992
Position Consultant

Job Description
On behalf of one of the larger IBM agents (150 people, software developer for the health care branch) in Bel-gium I did an audit on the productivity and quality of their IS department.

The audit resulted in an end report which focused on:

The software products and their perspective;
Are the existing and future IBM trends (SAA, Distributed-databases en -Processing, Cooperative Processing, Client/Server Models, etc.) taken in consideration during the development of the software products?

Improvement of the productivity of the IS department;
Can the productivity and efficiency of the IS department be improved with at least 25%?

In my end report I advised the Board to:
Implement a system development methodology, system development techniques and development standards;
Implement project management and quality assurance;
Implement tools like a project management workbenches, analyst workbenches (upper CASE tools) and AS/400 application generators (lower CASE tools).


SILVAC, Hilversum (Netherlands)
Period January 1, 1991 - September 30, 1992
Position Product Consultant en Pre-Sales

Job Description
In 1991 my position changed to product consultant and pre-sales executive. My main responsibilities were coaching and supporting the newly installed product manager Case Workbenches, writing proposals, replying in writing to questions asked during the sales cycle, preparing product presentations, supporting. Due to my other responsibilities these tasks had to be executed outside regular office hours.

I also was involved in other sales activities of the company. In a number of cases I acted as sales executive for the business unit Projects & Services. I analyzed the demands of the customers, advised on issues like project strategy, and wrote project proposals.


Volvo Cars (Nedcar), Born (Netherlands)
Period January 1, 1991 - December 31, 1991
Position Project Manager

Job Description
My main responsibilities were:
Stabilize and finish three projects that got stuck and exceeded their budgets for over 2 years;
The management of 14 SYNON system developers;
The setup and execution of the project plan;
The setup and control of time and costs planning;
Consult end users on their wishes and demands towards the new information system;
Quality management of the project deliverables.

The new system would support:
The administrative and sales procedures during order entry;
The control of the production cycle;
The routing and distribution of the cars;
The management of control data.

The goal of the project was to improve the competitive edge of the company by supplying better, more and quicker information on customers, sales orders, production flow and supply chain.


NIVRA (National Institute for Registered Accountants), Amsterdam (Netherlands)
Period January 1, 1991 - December 31, 1991
Position Project Manager

Job Description
My main responsibilities were:
The setup and execution of the project plan;
The setup and control of time and costs planning;
The management of 7 IT professionals;
The inventory of wishes and demands towards the new system;
The quality management of the project deliverables.

The goal of the project was to create an information system that supported the operations and tactics of the company.

The system supported:
Registration of students;
Course registration;
Exam registration and evaluation;
Financials;
Management of control data.


SILVAC, Hilversum (Netherlands)
Period January 1, 1990 – December 31, 1990
Position Product Manager, Pre Sales Consultant

Job Description
In this position I was responsible for the sales and sales support of AS/400 CASE tools. Because of my in depth knowledge of several AS/400 CASE tools I advised many companies on the matter of selecting and im-plementing CASE tools.

In 1990 I became responsible for the pre-sales activities for the business units Projects & Services. My main task was to help the sales executives in selling large scale projects by analyzing the customer’s demands and writing proposals.


SILVAC, Hilversum (Netherlands)
Period January 1, 1989 – December 31, 1990
Position Product Manager/Consultant

Job Description
In 1989 I joined SILVAC as junior product manager/consultant.

In this position I was responsible for the sales and sales support of AS/400 CASE tools. Because of my in depth knowledge of several AS/400 CASE tools I advised many companies on the matter of selecting and im-plementing CASE tools.

My responsibilities were:
Sales support;
Sales presentations;
Technical support during trail periods;
The implementation of the tools;
The training of end users;
Technical support (help desk, on site support);
Giving seminars on the subject of selecting and implementing CASE workbenches.

In 1990 I was appointed as Product Manager CASE workbenches. I became responsible for the sales and mar-keting of IDDOS and LANSA. The installed base of these products was 35.


Metropolitan Police, Amsterdam (Netherlands)
Period September 1, 1986 – December 31, 1988
Position IT Manager

Job Description
In 1985 the Amsterdam Police Department started a large scale project to develop a corporate information system. I joined the company in 1986 as IT manager.

My responsibilities were:
The setup and execution of an IT strategy;
The setup, execution and control of time and costs planning;
Advising the management of the Amsterdam PD in the field of the application of IT within the company;
Managing the EDP department (25 people).

I was member of the Intercommunal Committee for Police IT Strategy and maintained contacts with the mu-nicipality, the Home Office, the Ministry of Justice and other police forces.

Within the project I was;
Member of the IT steering committee;
Technical project leader of the project team;
Responsible for reorganizing the IT department.


Centerparcs, Rotterdam (Netherlands)
Period September 1, 1980 – August 31,1986
Position dep. IT Manager

Job Description
In 1980 I started as system operator. In the period 1981 - 1985 I moved up to programmer, system analyst, information analyst and project leader.

In 1985 I was appointed deputy IT manager and got responsible for the day to day business of the department. My main tasks were giving guidance to 10 IT professionals, training of fellow workers, planning of operation (time and costs), security and data communication. My group of IT professionals was responsible for the de-velopment of sales, marketing and operations application systems.



Education

GENERAL EDUCATION
Gymnasium Bèta
Middle Management ISW
Organisation Development ISW


PROFESSIONAL TRAINING
S/38 training (IBM)
AS/400 training (SILVAC)
SDMII (Cap Gemini)
RAD (James Martin)


METHODS & TECHNIQUES
SDMII
RAD (Rapid Application Development)
JAD (Joined Application Development)
DSDM (Dynamic Systems Development Method
Prince II


Skills

Project management, ICT management, strong immunity to stress, analytical, decisive, team builder, prag-matic, wide expertise, wide general knowledge and experience, strong linguistic skills, strong social skills.



Languages

Dutch, English, German

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