Oranda

Project manager of SAP R/3 implementation at a large industrial system centre (hereafter system centre)

As a SAP project manager, responsible for the entire SAP R/3 project, including the implementation and change process.

The system centre made a transition from product supplier to supplier of complex integrated projects. To this end, a change process was initiated through the system centre with a new ERP environment as a foundation, based on SAP R/3 with the modules FI, CO, MM, SD, PS and HR, and taking into account CRM and a total of 220 users in SAP. Both projects are integrally tied to each other and I therefore geared the project organisation to this. Phase I went live last June with the SAP basis modules. Phase II, for which Oranda also was responsible, involved implementing the PS module, including time tracking and HR integration.

SAP project manager at a multinational corporation

Responsible for the blueprint and the launching of a complete process redesign and SAP implementation. This involved a team of 80 employees.

SAP project manager at nondepartmental public body

Responsible for the implementation of SAP at a nondepartmental public body (NDPB) with 2,500 employees and 1,000 SAP users. It is a complex project in which the NDPB has to undergo a conversion from an environment with various customised applications and a high level of inefficiency to a integrated SAP environment for the administrative, logistical and HR processes.

To facilitate this, the SAP project is part of an organisational change project.

We first made a Business Blueprint with a Plan of Action. This served as the basis of the bid. The plan was then carried out with the selected partner. The project went live at the beginning of 2007. We are currently involved in the further roll-out.

Interim manager at a government ministry

As an interim manager, I am responsible for carrying out SAP related projects – not just bidding projects, but also internally-oriented SAP projects.

The ministry recently completed a large migration project in which I had been responsible for the SAP migration, including BW and connections with other subsystems and outside services, such as the budget, coordinating between functional and technical departments, managing the project team and coordinating with the supplier.

The last project involved the technical side of the SAP upgrade to Enterprise, including BW.

SAP project manager at a retail organisation

This retailer and its SAP implementation partner were at odds over the results of the implementation. At that moment I was requested to be SAP project manager at the client end and, in that capacity, I rectified and stabilised the project and ultimately transferred the management to the implementation partner. We are currently preparing for the further roll-out.

Project manager for SAP Human Resources implementation

As SAP project manager in Human Resources, responsible for the entire SAP HR project, including implementation and the change process. The project involved the implementation of a new personnel system for the personnel registration (PA and OM), the salary administration (PY) and the time registration (TM) for 6,000 employees.

In connection with this, 70 SAP users and 300 department managers had to be trained using the “train the trainer” method.

Since the 18 locations in the Netherlands do not yet have the same AO, a comprehensive BPR was a necessary component of the project. An entire change project was set up for this.

Another part of the project was insourcing the salary processing, for which we assigned the responsibility to a separate team. Part of this team consisted of project employees, salary administration employees and management employees.

In Germany, the firm has its own management organisation for the SAP systems of the country organisations and part of the project was also devising and coordinating an SLA. The project went live on 1 January 2003, on time and within budget. Follow-up work will continue until 1 March this year. Phase 2 of the project has already been defined.

Business consultancy as part of the SAP release planning

Study of SAP CRM Service

Interim Delivery Manager for SAP Hardware Supplier

As delivery manager, I and my team of five technical consultants are responsible for the entire process from presales to the realisation of SAP hardware projects for external clients.

As project manager of SAP, Human Resources, CRM and Hosting projects, responsible for: presales and bid management; setting up project organisation; defining the scope, responsibilities and risks; project management from design to follow-up and handing over to management organisation; process management or creating and defining a project that does not yet exist.

As interim ICT manager, responsible for: internal project leaders or contractor role; advising role as an intermediary between user organisation, management and ICT departments; setting up a SAP management organisation; supervising SAP hosting projects; preparing an ICT SAP project.

Responsible for the mutual coordination of the various ERM projects, including ERP, CRM and Hosting. At the same time also responsible as a team leader of the SAP consultants (8 senior consultants) and as a delivery manager at the clients.

Responsible for organising SAP and the consultancy working group, coordinating and providing user training, coordinating and specifying ABAP customisation work. The result was an accepted logistical module with trained users.

Project manager of SAP R/3 implementation. The project involves a complete migration from SAP R/2 to SAP R/3 4.5B, including connections to subsystems and the archived history. SAP R/2 was built up and modified in over 20 years, and therefore contained more than 1,200 customised ABAPs. In addition, 10 years of historical data was archived. This system was hosted by an external party, including technical management.

Tasks: the project involves a SAP module: HR, FI, CO, TR, CO PA, MM and PM as well as connections to the invoicing and the logistical customisation system. Furthermore, part of the project involved setting up the management environment at the external party for SAP R/3 Hosting. HR, in particular, was critical about stopping the support for SAP R/2 in January 2001. The project therefore had to go into production by that month at the latest. In addition, an own CAO had to be set up again in connection with Payroll, Time, PA, PD and the necessary reports. It was proposed to implement the processes again such as in SAP R/2 with SAP R/3 and without customisation. Experienced consultants got the most out of the SAP R/3 functionality in this. Thanks in part to the support and determination of the company board, this was also achieved with the “Zero ABAP” target. The project achieved its defined objectives and was realised on time and within budget, with little customisation work.

The project involved a total of 65 team members and lasted 9 months. As project manager, we were responsible for managing the entire project, including budget, planning and resources, and we reported to the steering group.

Project manager of migration project from SAP Hosting to SAP R/3 system. Tasks (with a team of 12 internal and external employees): BPR study of whether or not to outsource. Responsible then as project manager for the coordination and delivery of a proposal in which departments of both the client and the supplier are involved. Responsible as project manager for the transition to the external party as well as organising the management.

Project manager of Human Resource at a hospital

Tasks: responsible for all project management positions, such as budget monitoring, progress monitoring, reporting, management. This involved a team of 10 individuals. After the blueprint phase during the implementation, it turned out that the CAO support for the health care by SAP Nederland would not be complete by the planned ‘live’ date. As project manager responsible for suspending the project until the support was in place. The project was ultimately called off, but the hospital was satisfied with the project approach. It limited the damage incurred by the hospital, which was able to go into production on time with its own alternative.

Project manager of release switch at a hospital

Tasks: responsible for the end result, the scheduling, the budget and the resources. Worked together on this with the hospital’s project manager. In concrete terms, the tasks involved managing the project managers of the release switch, the development and tests and acceptance. This involved a team of 25 individuals. The result was the accepted release switch, without failure of the hospital’s essential front and back office systems.

Project manager of the SAP R/E project at a hospital

Tasks: completing the delivery, follow-up work and additional work of the complete new SAP R/3 system for the entire hospital. In addition to the financial and logistical modules, this involved the Industry Solution Hospital (IS-H). Part of IS-H is the invoicing of activities to both insurers and private parties, with or without EDI. Part of the project also included connections with other lab, radiology and stockroom systems. Responsible for all project management positions such as budget monitoring, progress monitoring, reporting, managing subproject managers and the participation of the steering group and project group. This involved a team of 40 individuals. The result was the acceptance of all subprojects and the delivery of the complete project.

Project manager of completing invoicing at hospitals

Tasks: responsible for the managing of various subprojects in the hospitals related to invoicing using SAP Industry Solution Hospital, with the goal of bringing them to completion in the short term. To this end, responsible for all project management positions such as budget monitoring, progress monitoring, reporting and managing. This involved a team of eight individuals. The result was the acceptance of all subprojects.

Responsible at various hospitals per project for the project management of the implementation of the patient invoicing. This pertained not only to managing the functionality to be developed in concrete terms, but also to the supervision of customising, defining and coordinating customised work and coordinating developments with SAP Nederland.

Setting up the performance measurement analysis at an investment management company in The Hague.

Taking care of the performance measurement and analyses of the portfolios managed by Axa in the Benelux. Contact person with respect to performance measurement. GIPS compliance project. Maintaining and improving performance system. Monthly holding reporting.

Treasury advisory position at a multinational corporation headquarters in Hoofddorp. Settlements of FX/MM/Swap-deals. Cashflow statements. Confirmations. Settling payments, interest claims, the netting. Contacting external parties with respect to deals and payments (middle office). Implementing and maintaining treasury system. DNB reporting.

On an independent basis, providing management and advice with respect to capital of private clients in particular.

Investment analyst at a research department of a large bank in Amsterdam. Trading sector analyst. Preparing research reports, attending analyst meeting, maintaining contacts with listed companies, giving presentations.

Portfolio manager at a pension fund in Rijswijk. Interim position. Responsible for making investment recommendations and carrying out share transactions. Keeping up-to-date with international macro-economic developments regarding external management. Performance measurement. Cash management.

Investment analyst at stock trader. Preparing research reports of Dutch listed companies. Ad hoc assignments for clients.

Responsible for internal and external accounting as well as for the integration and coordination of internal reporting and ERP systems, including SAP R/2 and R/3. International computerisation project. Responsible for the project realisation of the preliminary study.