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Corporate Project Manager

Corporate Project Manager

Work Experience

April 2001 until now:
Corporate project manager (member of the executive staff) for the implementation of business driven IT-projects; member of the company’s core team for elaboration of corporate project management rules & guidelines.
Project overview:
· 2004: definition & implementation of a ‘Master Plan’ & ‘Risk Management Plan’ for the Customer Relations division (about 450 employees). Main target is to integrate operational & project events/impacts in order to anticipate on possible issues &/or identify opportunities. This is to be considered as ‘the missing link’ between operational excellence & an effective project portfolio management.
· 2003: corporate project manager for the rollout of an updated functionality on an existing park of 11.603 terminals. This project had a regulatory nature. Complex internal (development, networking, customer services & support, etc.) & external (pharmacists, software houses, etc.) coordination. Project budget: € 3.75 million.
· 2003: passive participation in a corporate program for implementation of an ERP/CRM-package (‘Oracle 11i’). Passive participation meaning the coaching of actively participating project managers regarding methodology & selected approaches (e.g. change management).
· 2002: project manager for enhancement projects on the earlier (2001) implemented telephony infrastructure in alignment with organisational change projects (e.g. successful synergetic merge of 2 Communication Centres). Project budget: € 1.1 million.
· 2001: project manager for the pre-‘Euro’ implementation project of a ‘Genesys’ ACD/CTI-platform & ‘IntervoiceBrite’ IVR-platform on top of the already existing ‘Ericsson’ MD 110 PABX. Coordination of several internal parties (e.g.: system engineering, networking, customer services & support, etc.) & external suppliers (‘Genesys’, ‘IntervoiceBrite’, ‘Ericsson’, ‘Nextira One’, ‘Voice Data Systems’, ‘Damovo’ & ‘Arthur Andersen’). Project budget: € 1.5 million.

August 1995 until March 2001:
Project manager setting up Customer Services departments in UK, Germany, France, & Belgium. All project stages have been elaborately managed: initiation, planning, development, implementation & closeout. An end-to-end accountability was displayed for the managed projects and reporting to management was performed on national and on pan European level.
Project overview:
· Implementation of a ‘Lucent’ PABX for the Customer Services departments in the above stated countries.
· Implementation of ‘Vantive’ as CRM-application for the European branches stated above. The ‘Vantive’ CRM-application (customised in collaboration with ‘PricewaterhouseCoopers’) was the Customer Services department’s interface for all customer related actions (network activation, billing queries, order tracking, etc).
· ‘End-to-end’ implementation of the Belgian customer services department (people, tools & procedures).

Education

· Classical Latin-Mathematics education.
· Project management:
- Enhanced business courses followed on academic level as executive trainee (see above);
- ‘Project Management Professional’ (PMP, n° 67024) certification from the ‘Project Management Institute’ (PMI). The ‘PMP’ credential is the most globally recognized and respected certification credential for project managers;
- ‘Prince2’ certification planned for Q4 2004. ‘Prince2’ is a particular project management method used within ‘ITIL’. It is owned by the OGC (Office of Government Commerce, which is also the owner of ‘ITIL’) and widely adopted throughout UK Government bodies, the Public and Private sectors and internationally.
- Currently enrolling for the Advanced Master’s Certificate (hosted by ESI), accredited by the George Washington University.
- Project related trainings on ‘soft skills’: winning the project through effective communication management, how to optimise your benefits from result oriented workshops, emotional intelligence, etc.
- Many workshops and seminars on Communication/Interaction Centre related business & products (new channels, ROI in the new economy, ‘Genesys’, ‘Cisco’, ‘Siebel’, ‘Peoplesoft’, invited as guest speaker for ‘Banksys’ on ‘Gforce 2002’, etc.).

September 1993 until July 1995:
Early international experience acquired as an executive trainee for ‘Telesystem International Wireless’ in Canada & throughout Europe, following enhanced ‘PMI’-based Project Management courses (Risk Assessments, Change Management, Project Communication, ROI-analysis, etc.) in parallel with an intensified ‘on-the-job’-training. The main focus was set on following & documenting ongoing projects, managed by a senior project manager. This trainee program was an intensified preparation for the actual methodological management of organisational as well as technological projects for the European branches of the holding.





Skills

- Accountability.
- ‘Work hard, play hard’-mentality.
- High-level business view of operational (meta-)models & infrastructure needs of yesterday’s ‘Call Centres’, today’s ‘Communication Centres’ & tomorrow’s ‘Interaction Centres’.
- Ability to close the gap between ‘business’ & ‘IT’ (personal belief in business-driven IT-projects & according approach regarding project management) through enhanced personal business training, ‘hands-on’ experience & understanding. Ability to act as project manager/business partner.
- Vast experience & explicit desire to function in an international environment. Travelling and/or reallocation no problem whatsoever.
- Expert knowledge in project management, both theoretical & practical.

Languages

- Dutch (mother tongue)
- English (excellent)
- French (very good)
- German (scholastic)


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