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ERP Principal Project Manager (SAP/PeopleSoft)

Work Experience

General

Been in the IT field for quite some time now, Ruud has started as junior programmer, advancing to IT Manager specializing in Project management.
Ruud is the type of person who feel him self at home in situations where the highest standards are required. He is very communicative and capable to work with technical people as well as management, also know how to relay technical info to Director level.
Ruud is well known as a practical man, which he uses to his advantage in solving problems in a practical manner. His client always comes first, he will always make sure he finalizes and or complete a project to the satisfactory of the client.
His team members are always welcome and willing to ask for advice because of his technical and logical way of thinking, this always help to come to some conclusion together with his team members. He uses his international experience when it comes to advising the client on hardware as well as project planning. Ruud realize that IT is but a part of the global picture, “IT is a no more than another technique, and there is always a way to solve technical problems” this is a well-known saying of Ruud.
Ruud does not only have the knowledge but also radiate openness and experience, Ruud have all the qualities of an excellent Manager.
Working as a Senior Project Manager and Business Consultant, Ruud is used to work on multiple projects at the same time, and is often acting as Program Manager.
He is used to talking with senior management, and in most of his latest projects he is a full member of the management team.
Because of his understanding of all major project management methods and of his experience in changing standard methods to methods that fits the requirements of the companies business, Ruud is not only an outstanding project manager, but also a very experienced coach for the junior project managers and all people who need to understand project management.

Last assignments

Client Function and Work experience
Branch : HR AutomotiveEurope Germany, Belgium, Spain, Portugal,French,Zwitserland Poland, UK, Austia, Zweden As the Principal Project Manager Ruud is overall responsible for delivering the project. Working for the Customer :GM Europe, Ruud is the PM for the HR project concerning Payroll, Travel & Expense. Working close together with the Partners in this project who are the main responsible parties that will deliver the deliverables to GM.The project is divided into 7 Towers, Technology, Process, Transition, Training, Recruiting, ESC (Service Center), DP/P (Data Protection)Each tower has a Tower Manager reports to Ruud, he reports to senior management and to the customer.Own of the sub-projects of this project is to implement SAP HR and People Soft software on various locations in Europe.Ruud is responsible for the on-time delivering for services that will be set-up.All Service will be perform from the ESC Center in Barcelona.
Branch IndustriesTransport / Manufacturing /BankingLocation : Netherlands, Belgium, Germany, Spain Ruud is responsible for a portfolio of customers; in this role he also is responsible for maintaining relations with the companies current customers. In this role he maintains not only the current customers with their on-going projects, but also act as an intermediate between the customers sales organization and the sales organization of his employer. One of his roles is to advise his customers on the use of new technology based on the state-of-the-art software and on the use of project management methods. This software is based on WEB/Internet technology and various database technologies. During this period Ruud is asked frequently for advise on the use of existing methods available on the marketMost of the times the customer already uses some form of database technology and needs technical adjustment of the interfacing and back-and front office software. Not only is Ruud responsible for the advising part of the chosen technology, but also for the technical implementation of the used interfacing and/or other software solutions. He is also responsible for the project management or coaching part of that solution, and setting up the service level agreement for the after sales part of the business.During the project Ruud acts as a coach for the project managers of the customer and one of his tasks is to learn the project management team to make full advantage of the chosen techniques within the borders of the existing project plan, thanks to his outstanding knowledge of not only the technique, but also of the (project) management part of the project, Ruud often is the communication between the technical people and the members of the management team.Often Ruud is part of this management team acting as the representative of the supplier.As a member of the employers management team, Ruud is responsible for overseeing all the companies projects and act as the Program manager for a combination of various customers implementations (ERP/SAP/WEB/INTRANET)He did Implementation project on SAP CRM and SAP FICO projects. HE was responsible for leading he project and was responsible for reporting to Business manager and Project Sponsor. The biggest project during this period was a project with 75 people involved, the smallest was with 10 people.In this period Ruud is responsible for implementation of 5 major ERP sites in Europe.
Branch BankABN/AMRO Location: Amsterdam Ruud was responsible as a PLC and business consultant for leading a project of a Internet based project that was part of a large CRM program named VANTIVE.(PeopleSoft)The application was build out of a number of sub-projects: Outbound / Complains / BCDB /Masterdata and Business process.The interface between the separate parts and the database (BCDB) was Genysis and connection was done by DB-Connect (Based on DB2). Part of the Outbound and Complains where ECTI (Datacom) and ERMS (E-mail).As a project manager Ruud was responsible for the communication between development and the Business. In the consultant part of his role he was also responsible for setting-up SLA’s and BVS. (Support Control). The support of this project was managed by Tivoli and Ruud was also responsible for managing the service development part of it.Another part of this solution was the consolidation of financial data flow between the customer (Requester of the data) and the Bank (Owner of the data) and the new transaction model based on Internet technology.Based on this new model, Ruud was used as consultant for the adjustments of the business process flows and departmental processes.During absent of his Program Manager, Ruud was also responsible to handling various meetings with the Implementation steering committee, and the Business committee.He was reporting directly to the Program Manager and was budget responsible.During this period he was helping a new projectteam in advising on new project management methods to use for Ecommerce projects. He did a study at existing and new project management methods like Interwoven, EprojectM and EPM. To see if these methods would be suitable for the use within the customers projects. In a later phase this study was turned into a new project.
Branch BankPost bank INGLocation: Amsterdam. During this short period Ruud was as a Project manager responsible for implementing of the General Project office and changing the Project Process flow of the Project management Method and changing the business processes according to this change.Because of a management decision, this project was stopped and not implemented. Ruud was responsible for designing the business processes, project plan, define and implementation of the Project Office using Prince project management method.The number of persons involved where 30
Branch Postal servicePTT International (PPI)Location: Amsterdam / Hoofddorp / Schiphol / Rotterdam During this period Ruud was responsible as Project Manager and as the Process owner for implementation of change management. His duties were to implement the change process with the use of Tivoli Change Management tool. During this time he was also involved with, Service Management, Configuration Management and Problem Management. When the Operational Manager left he temporarily filled in for this position. The number of persons involved where 45
Branch Machine factoryPhilips Metal Factory (PMF)Location: Eindhoven / Antwerpen This task consisted of a number of small Projects: - Year 2000 implementation within existing applications- SAP Implementation - Implementation of Lotus Notes mail system.As a project manager he was responsible for leading these projects. PMF is was just a small branch of Philips and it also helped to re-organize the change management and advising on Project methods.The number of persons involved where 15
Branch Consumer ElectronicsPhilips Consumer ElectronicsLocation: Eindhoven / Amsterdam / USA / UK / Hongkong / Singapore / Germany / France At PCE IO, Ruud was as Project Manager for 3½ years responsible for implementation of a new Project Management method based on MITP van IBM.The first responsibility was to do a study at the existing project management methods. Ruud was responsible for choosing the method for Philips to use; in this period he did a study at PMBOK, Interwoven, MITP and SPM. Because the method must be suitable for also non-IT project the choice was made for MITP. This method was re-styled and changed towards the organization of Philips Worldwide.With in this role he was responsible for managing PCE into a new project organization. As project consultant he advised the project managers world wide on implementation of (EURO, Desk Top Utility, SAP/R3, Lotus Notes Mail)During this period Ruud not only worked for PCE IO but also, Philips corporate IT, Philips Semiconductors, PMF and Philips EMEA. At these various branches Ruud provided training-courses (Project Management), Implementation course, Project Documentation courses, definition reports and workshops on various aspects of Project Management, Implementation, Change Management, Development and Service Management.The course where given International in various languages (English, German and Dutch)The number of persons involved where 500During this same period (during 1 year) Ruud was responsible for the implementation and rollout of SAP/R3 in Germany and Dubai.He reported to the program manager and to the senior management board.The number of persons involved where 110For 8 months as a Project manager Ruud was head of the project team that was responsible for the implementation of the Program and Project office, describe, document and implementation of SMART, setup Project administration, exception management and communication methodsAfter implementation of the new methodic Ruud was responsible for quality care and advising on the strategy of future improvements.The number of persons involved where 20
Client Function and Work experience
Branch Software DistributorSybase Professional ServicesLocation: Maarssen / London / Boston/ Paris As a Project Manager Ruud was responsible for changes in Sybase from product oriented to project oriented quality system.In this role his tasks were: - Re-organization- Implement new organization- Implementation new work method- Implementation of quality system- Perform quality investigations - Training- Workshops (Quality care)
Branch BankRABO bank UtrechtLocation: Utrecht As a Project Manager Ruud was responsible for the project GRIB 6.GRIB 6.1 was a Data warehouse for collecting information from various production systems His daily tasks consist of: - Daily project leading of - Development (Technical and Functional) of programs- Development of Database- Development of infrastructure Within the project Ruud did the following;· Setup project plan· Execution of project plan· Project leading· Functional and Technical development
Branch GovernmentTax officeLocation: Apeldoorn As Technical Project manager, Ruud finalized the conversion from an old computer system to the new system (Philips P2000/P7000 Credit) and the relevant applications, on the main frame as well as on desktop computers.During this period Ruud also assisted with other projects (LB, OB and Customs), the reason why Ruud did this was because there were no other people with experience on these old systems available in Holland. Tasks;· Project management· Functional development· Technical development· Documentation· Programming· Project administration
Client Function and Work experience
Branch GovernmentMinistry of DefenseLocation: Soest / Athens (Greece) Ruud was responsible for the project that kept them self’s busy with the conversion and simulation of tank firing system for the Leopard II tank. Because of security reasons there are no further detail supplied.
Branch AirforceAir FranceLocation: Paris Ruud was responsible the renewal of the internal administration:Duties were:- Leading a team of 35 people- Quality care system - Standardization of diverse functionality’s. - Setup of data model - Control standardization functionality. - Migration to new database. (DB2) Tasks was:· Daily Project leading· Set-up Project planning· Se-up Project plan / architecture · Assist in setup of data model and function aspects · Set-up migration plan and execution there of
Branch Banking Credit Lyonaisse in Brussels Location: Brussels During this time Ruud was responsible for: - Setup and structure service desk (mainframe / PC’s users)- Develop and implement Database for call tracking and logging. - Setup training for service desk- Call tracking and response time managing to the satisfaction of the users.The daily tasks was: · Developing procedures· Development of Database· Control response and problem solving Database system (Tuning/Performance)· Setup training program user/database query’s

Education

Academic

LTS P en LTS T Electro technique
MAVO

Subject Related Training

Type Description
Administrative Practical diploma Book-keeping
MBA Business administration
SPD1
SPD 2
Economy Open university
Automation HTS Engineer data processing
AMBI Modules (all)
MCSE (No diploma)
Software Assembler Programmer course
Cobol Programmer course
Basic Programmer course
Object Oriented Programmer course
Sybase System 10 / 11
Data Warehouse principles of Sybase
Oracle Data Warehouse advanced technical
Management Project Management MITP
Principle Project Management MITP
Prince Project Management
PMBOK Project Management (PPM/OPM)
SAFE Methodology (IA, AD, PM, QA,RM)
ITIL (Change Management, SLA, Problem & Issue Management)
Assemble technique
Team leading
Leading Project teams
Jordan Structured Methodology

Skills

Project Management, Line Manegement, Change Management

Languages

Dutch, English, German, Some French

Other

Knowledge

Description Exposure
General Account-/relatie Management ++
Advising general +++
Commercial activity’s ++
Providing courses and training +++
Staff Management ++
Project Management +++
Program Management +++
Credit Management ++
Operational Management +++
Service Management ++
Change Management +++
Risk management +++
Quality Care Quality investigation ++
Processing quality systems ++
Set-up test plan ++
System-/Acceptation test +
Test Leader +
Implementation Manage implementation projects +++
Set-up of Implementation plans ++
Setup / provide user training +++
Processing method and procedures +++
System developing Analyst/Programming ++
Functional design (FO) ++
Information analyst (IA) ++
Technical design (TO) ++
System programming +
Execution conversion projects ++
Tooling ABC Flowcharcher +++
Microsoft Project +++
ISW ++
Visio +++
Testtools ++
Office MSWord +++
MSExcel +++
MSPowerpoint +++
Database Sybase System 4/10/11 +++
Oracle 7/8/8i/9 +++
MSAccess +++
Lotus Notets / Lotus Domino ++
DB2 ++
Development Visual Basic ++
TDS ++

SQL ++
Powerbuilder +
C +
Cobol ++
Fortan ++
Credit +++
Assembler +
Basic +++
Mail Lotus Notes +++
CC Mail +++
Outlook +++
Operation Systemen Windows 95/98/2000 +++
Windows NT +++
CICS ++
ERP Systemen SAP FICO ++
SAP Logistic ++
SAP HRM ++
SAP SALES ++
PeopleSoft VANTIVE ++
BAAN ++
Project Mngt Methods MITP +++
SDM +++
PRINCE +++
INTERWOVEN ++
PMBOK +++
AQM +++
SPM ++
QPMS +++
JSPM ++
SAFE Methodology (IA, AD, PM, QA,RM) +++

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