Heading a Agile transformation? You are looking for Agile leadership focused on results? Is your IT department on a different track as your Business? A large backlog on technical depth? Then it is time to talk to each other. Agile/Scrum: Close Business cooperation with a Team what’s take the ownership (you build it and you run it) makes an huge difference. Look at the results and feel the energy of DevOps and IT Agile management. My experience in this area covers 30 years IT management and more than 5 years in Scrum setting (2 Agile transitions). Environments: z/OS, RS6000 /AIX, Wintel, etc etc.
I am a certified Scrum master & Leading SAFe Agilist. Also ITIL, Prince2, several Payments certifications
My opinion: The transition to Agile/DevOps/Scrum is a culture change. If you implement Scrum it does not mean you are Agile. This culture change is not that big for employees, The greatest step is to be made by management. Self-steering teams are different, It will ask for different governance. The teams takes the ownership of the change. It is very productive, quality software, less incidents and fits into my beloved focus in the field of efficiency, optimization of work processes, flexibility and reaching concrete results.
I Am A Agile Adept, because it brings efficiency, huge pace of change, work pressure regulations, clear prioritization and employee satisfactory.
The jobs I like the most are jobs with a bite, jobs with an opportunity to solve an issue Get things done, make the team and the environment on the right level of life cycle management.
I like to bring the whole team to a high or higher maturity level.
All the effort should be and would be team responsibility and team effort.
I will take the initiatives but the teams should adept it... for now and for the future.
Today I am still in contact with members of previous teams. Sometimes they still invite me on events.
There is still a trustful and good relation between us.
In my career most of the time I get asked to lead teams with an issue. Lot of incidents, large technical depth,
miss management for a while, work overload, bad behaviour.
2nd or 3rd start-up of a project.
Bad cooperation with each other and / or with the business.
Management Consultant Aegon Corporate July 2017 -
Focus on: Business and IT cooperation, IT-maturity, Agile/Scrum/DevOps transition, Test vision, Test automation, Continuous Integration, Continuous Delivery, Information Security Controls (Change related, SOX). Business, People, processes, together we make the difference in quality. Employees and Management commitment to grow in maturity and end large the pace of change.
Head of IT Aegon Asset Management NL & TKPi (>50 FTE) June 2016 – May 2017
Head of IT Aegon Asset Management NL and TKPi (>50 FTE) June 2016 – May 2017
Together with a dedicated and motivated team and with 3 direct report IT managers.
Resume achievements made: Agile/DevOps way of working, together with increasing the maturity level on testing, ITIL, COBIT 5 controls and takes out the technical depth is a great success in quality, availability, reliability (lowest incident rate ever) and increase productivity (+ > 100%)
interim Head IT Operations Aegon Asset Management & TKPi (24 FTE)
May 2015 – May 2016
Scrum master SEPA team All Blacks (9 FTE) July 2014 – December 2014
My team is responsible for business stories but also technical infrastructure stories.
We working on reliability and stability matters and issues. Pending initiatives Continuous Delivery and transaction monitoring.
I made a proposal for new working and mindset behaviour on incident and problem management SEPA (with great results). Other initiative: partial decommissioning SEPA. On the infrastructure and Problem Management I worked as a delegate Product Owner.
IT-Team manager ING SEPA Release (36 FTE) March 2013 – June 2014
My department is responsible for Functional and Technical Analyses, Functional Design, Technical Design, build and Testing of the SEPA environment of ING.
Other actions: automated test analyses, Continuous Delivery, optimisation test environment and monitoring.
The transition from traditional waterfall IT into DevOps/Scrum with better quality and stability is a great journey for employee and management. Agile DevOps/Scrum is also very Lean.
IT-manager ING Branches, Cards & Cash (30 FTE) September 2011 – March 2013
My department is responsible for testing ATM, CRA, ING-office applications and all debit – and credit card transactions.
IT-manager ING International Payments Engineering (12 FTE) August 2010 – September 2011
My department is responsible for the build of the International Payments and urgent applications of ING. Focus is on Engineering.
IT-manager International Payments (14 FTE) February 2008 – July 2010
My department is COPAFITH responsible analyse, design, build, test and maintenance of the International Payments and urgent Payments applications of ING.
Management DataWire/MediaPact (TMG) (8 FTE) January 2001 – September 2007
IT-manager Service Delivery ICT Telegraaf (41 FTE) Amsterdam
January 1991 – December 2001
IT experience 1978-1991
Functions and roles: Trainer, Project Manager, Technical & Management Consultant Automatic Operations. Companies I worked for: Ruhrgas AG, Crediet & Effectenbank, Philips (Eindhoven, Nijmegen, Brazilië en Hamburg), ICI, Oce, GB INNO BM, Interpolis, PTT Post, DCC, BASF, BAC, Esso Benelux, AGFA Gevaert, Computercentrum Bondspaarbanken, Metallurgie, GFD
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