Business Analyst / Scrummaster

4/2018 – 7/2019

Bei DUO (Teil des Ministeriums für Bildung, Kultur und Wissenschaft, Niederlande) war ich als Business Analyst / Scrummaster im Scrumteam für "Status Finanzierung Sekundarschulen" tätig. Das Projekt hat komplexe Strukturen mit einem Kunden in Den Haag, dem Scrumteam in Groningen und den Kunden in anderen Teilen des Landes (den Sekundarschulen und Anbie-tern von Verwaltungssystemen für Schüle). Das zu entwickelnde System hat viele Verbindun-gen mit sowohl internen als auch externen Systemen, wie beispielsweise BRP (Melderegister), Studentenverwaltungssystemen und verschiedenen Bildungsregistern.

Als Analyst bin ich unter anderem dafür verantwortlich, User Stories mit den Stakeholders ab zu stimmen und zu verfeinern, erstellen von Use Cases, WSDL, XSD und die ausgewählte Lö-sungen innerhalb des Teams und der Kunden im Land zu propagieren. Problem bei der Umset-zung sind oft bemerkenswerte und unlogische Gesetze und Vorschriften und Expertenentschei-dungen, oft zur Lösung historischer (nicht mehr existierender) Probleme.

Als Scrummaster arbeite ich mit dem Team zusammen und stelle sicher, dass die Agile Denk-weise umgesetzt wird und die Scrum Events (Daily, Refinement, Planing, etc.) durchgeführt werden. Wo Hindernisse auftreten, suche und finde ich Lösungen. Daneben bin die Verbindung zum Produkt- und Managementteam in Den Haag und unterstütze den Product Owner.

Agile Methodologie, DevOps (allg.), Jira, Projektleitung / Teamleitung (IT), Requirement Analyse, Scrum, Software Design, System Design

8/2016 – 3/2018

At Ergo/DKV, one of the largest insurers in Germany, I acted as a business analyst to support the 'Easy' project in the area Healthcare Insurances. 'Easy' is the Ergo system for intermediaries which help them to provide clients with a better advice.

I described multiple changes for new innovative functionalities, and managed their implementation. At lot of changes in the business database was still done by hand, making errors quite common. I described the change processes and automated them where possible. As a result I became I got the responsibility for the business database. Furthermore I trained and coached the ERGO employees in the use of Agile/Scrum.

Versicherungen (allg.), Agile Methodologie, Scrum, Softwareanforderungsanalyse, Software Design, Business Analysis

3/2015 – 12/2015

At MultiTankcard I acted as a manager, business consultant and information analyst to support their IT department (10 oracle developers). MultiTankcard is the market leader in fuel - and mobility card company in the Netherlands. They issue cards (often combined) for i.e. fuel, electric charge, parking, taxi, public transport, car wash and car breakdown services.

I (re)designed the process of issuing cards for the freelancers and SMEs (up to 50 cards), distributing PIN-codes and interfaces to public transport, taxi and parking. The following projects to adapt the systems, I managed. For parking I designed an app for iOS, Android and web, wrote a RFP, conducted interviews with possible suppliers, selected a supplier and managed the implementation and rollout of the parking app.

Besides the operational work, I have implemented a professionalization with change, requirement and project/program management for the IT department. I coached the team and made sure there was more cohesion between the employees.

Projektmanagement (IT), Scrum, Software Design, Softwareanforderungsanalyse, Technische Projektleitung / Teamleitung, PRINCE2, Business Analysis

3/2012 – 12/2014

At BMW I acted as a business consultant / analyst to support the IVS-R Ordering System. IVS-R is used in most countries as ordering system for new BMW's. Yearly more than one and a half million BMW's, MINI's and BMW-I's are order over IVSR-R.

For the online ordering system IVS-R from BMW I identified and analysed problems, drafted requirements, specified small and large changes, managed a third party (in the US and India) that implemented of these changes, supported the business with complex business analyses and took part in and coordinated several projects. As the business analyst I took part in the scrum meetings of IVS-R. In these meetings I took care of the analyses of new defects and technical and functional problems of the developers. Projects were I had a role include, "BMW i (ordering)"​, "European Central Stock 2"​, "New distribution priorities"​, "Migration Quality Center to a new instance"​, "Migration US Bikes"​ and "China Bikes".

The other main business I was involved with was the introduction of IVS-R in the markets Canada, Korea and Brazil. BMW has several ordering systems, including the internal BMW Canada AS/400 system and the BMW internal WIT system for Korea and Brazil. The board decided that all ordering should be done in IVS-R. Therefore these markets had to be migrated to the IVS-R ordering system.

I analysed the old order data, the order data needed by IVS-R and how the order data could be migrated. I planned (including a day to day and hour to hour schedule) and coordinated, including the efficient use of resources for the data migration. Through a FIT-GAP analysis it was clear some extra functions where needed in IVS-R. I also took part in designing and testing these new functionalities.

Brazil went successfully life with IVS-R in September 2012, followed by South Korea in March 2014 and Canada in November 2014.

Scrum, Agile Methodologie, Software Design, Softwareanforderungsanalyse, Systemmigration, Requirement Analyse, PRINCE2, Business Analysis

2/2011 – 7/2012

At BMW I acted as a business consultant / analyst for the introduction of automated standard sales figures in the BMW G6 and B6 Markets, Australia (AU), China (CN), Germany (DE), Spain (ES), France (FR), Italy (IT), Japan (JP), Korea (KR), Russia (RU), United Kingdom (UK), United States (US) and South Africa (ZA), plus the pilot markets The Netherlands (NL) and Belgium (BE). BMW wanted a standard and automated way to count the Wholesales, Retails, Incoming Orders, Build to Order and Build to Stock for these markets.

The automated system (written in SAP) calculates the figures according to the standard definition for calculating the sales figures as set by the board. I analysed with the markets the differences between the current reported figures and the automated figures. I reported my findings to BMW AG and the local BMW Market. There where necessary I changed the process of the reported figures or the automated figures through new requirements and new designs. My reports were used in the target discussions with the markets.

In June 2012 the last market was successfully taken in production and reporting was transferred to controlling. They use the Standard Sales Figures in their meetings with the markets and for setting the targets for the next periods.

Scrum, Agile Methodologie, Software Design, Softwareanforderungsanalyse, PRINCE2, Business Analysis

8/2010 – 12/2010

At Facilicom I acted as project manager for the creation of an employee portal for Axxicom Thuishulp. In this portal, employees should have standard CMS functionality (news, blogs, forums, manuals view / download) and they should be able to ask questions to Axxicom and their managers (through application forms). In addition they must be able to view and download the pay slips, the annual statements and the hour specifications and use RostarCAS (planning tool) through an imbedded link.

A major challenge was to meet the deadline of December 1st for a working employee portal. In a relatively short period I have been responsible for writing a RFP, conducting interviews with suppliers, advising the management to choose the preferred supplier and conducting the final negotiations with the supplier.

Projektmanagement (IT), Technische Projektleitung / Teamleitung, PRINCE2

7/2007 – 7/2010

I acted as a team leader at vts Politie Nederland (vtsPN/Dutch IT organisation of the Dutch police) for the migration of a several applications, including intranets, Corsa and Planon. A migration started with the setup of a knowledge team (10 to 16 people) with representatives of each police department and vtsPN. I was chairman of the meetings organised for these teams. For each migration I wrote a consolidation plan and managed the migration team, 3 to 9 employees depending on the complexity of migration. Besides the migrations I successfully phased out twenty applications.

The department’s intranets contain many links to various applications and there is a wide variety of tools and content management systems. I have ensured that the applications, where possible, were consolidated, both functionally and technically. The intranet project consists of four different content management systems and about fifty other intranet (related) applications, spread across ten locations. The intranets and the intranet applications have all been migrated successfully.

A major challenge for the migrations was to get all the departments and vtsPN aligned. Furthermore VtsPN was limited in people capacity, both quantitatively and qualitatively. By coaching, listening, providing feedback and when necessary escalate, my teams and I successfully managed the migrating projects.

Projektleitung / Teamleitung (IT), Test Management, Systemmigration, PRINCE2

8/2006 – 6/2007

Achmea is one of the largest insurers in the Netherlands. Achmea Zorg (healthcare) uses IKAZ for the administration of the policies and the handling of the declarations. The Dutch government decided on compulsory use of the social security number (BSN) in public healthcare with a deadline of January 1st 2008. To incorporate these requirements the systems of Achmea had to be adjusted. The introduction of the burgerservicenummer also meant that all electronic declaration standards where to be renewed.

I have worked in the declaration part of IKAZ. The first phase, modifying the systems so that BSN could be used was completed to the satisfaction of the client. When implementing the new declaration standards, the second phase, a seemingly small addition had a major impact on the IKAZ system. I have developed a temporary (fast) and a final solution, so that the production date of September 1, 2007 could be met. I have also been involved in the functionality for journaling of policy claims, which had to be adjusted because of the introduction of service providers and the changes in the healthcare claim coding.

In addition, I was the deputy project manager. In the absence of the project manager, I managed the GITS (Achmea IT) project team. This team consisted of 3 designers, 4 to 5 developers and 3 to 4 testers. Besides the GITS project there was an Achmea project team that was responsible for the acceptance, implementation and impact management within Achmea. I fulfilled the role of contact between these two project organizations.

Projektleitung / Teamleitung (IT), Software Design, Softwareanforderungsanalyse, PRINCE2, Versicherungen (allg.)

6/2006 – 8/2006

The "college voor zorgverzekeringen (CVZ)" is an independent governmental organization within the healthcare sector with the purpose to carry out, to coordinate and to fund the AWBZ (Exceptional Medical Expenses (EMEA)). For process-based work within the AWBZ, the AZR model was created with two main goals. The first goal was to generate information about client waiting lists in the AWBZ. The second goal was to help in the management of the AWBZ support.

I looked into the current technical infrastructure of the communications. I indicated where problems could arise, which security had to be met, which develop environments had to be set up and what the minimal Service Level Agreements (SLA) had to be. Furthermore I gave insight into the (technical) status of the new AZR standards (version2.1). Finally I performed a test analysis and developed a large number of test cases for the new AZR standards.

Test Management, Softwareanforderungsanalyse, Service-Level-Management (SLA), Versicherungen (allg.)

7/2004 – 5/2006

PinkRoccade HR Services provides HR services including pay rolling. The company developed a new payroll application for smarter and cheaper pay rolling. A project, named Connector, was defined to connect HR systems to the new payroll system. Within the project Connector a design for a connector and HR-adapters was worked out. Different adapters were to be used to connect the HR systems, including SAP, Oracle, PeopleSoft and PerCC, to the new payroll system.

I was a systems analyst and designer in the project Connector. I was responsible for making the analysis, Use Cases, all functional designs and the requirements management. I justified my decisions by performing several Proof of Concepts, and was the test coordinator for the project Connector. I was also the deputy project manager during the start of the project. The last six months I was the project manager and successfully completed the project to the satisfaction of Pink Roccade HR Services.

The project team consisted of two testers, one analyst / functional designer, a technical designer, three programmers and a HR implementation specialist. The project methodology that was used was Prince 2 with RUP. For the design, UML and Use Cases were used. The implementation was done in a .Net environment with BizTalk.

Agile Methodologie, Software Design, UML, Softwareanforderungsanalyse, PRINCE2

12/2003 – 12/2004

Avéro | Achmea is part of Achmea, one of the largest insurers in the Netherlands. In 2003 Achmea decided to integrate their agricultural insurer Topland | Achmea in Avéro | Achmea.

Topland | Achmea sold all agricultural insurances on one policy. Therefore is each policy unique for the company it is made for. To realize this a large, complex, client/server application has been made. This application had to be connected to the systems of Avéro | Achmea, including the financial systems and claims processing systems.

I was as a Project Manager / System Annalist responsible for the analyses, designs, the communication between the applications, the data modelling, the development of new functionality, the risk analyses and the risk management.

Together with a number of IT employees of Avéro | Achmea, I managed to integrate the systems within time and budget.

Projektmanagement (IT), Agile Methodologie, Prolog, PRINCE2, Versicherungen (allg.)

4/2003 – 12/2003

Ventus-e was part of the Ventus Group and developed in house web applications en websites. I was responsible for the client projects. For these projects I did the functional design, analyzed the issues and developed solutions. In the projects I managed the developers. I worked for several companies, including NoordNed (railway), Credion (financial services), a real estate broker and shipyard.

Projektmanagement (IT), Software Design, Softwareanforderungsanalyse

4/2003 – offen

At Ventus I started as a Project Manager / e-Consultant for Ventus-e. Later I worked as Manager / Business Consultant / Analyst for Ventus Information Management. I worked for several company's including NoordNed (railway), KPN (telecom), Credion (financial services), Essent, Achmea (insurance), vtsPN (Police), PinkRoccade, Facilicom, CVZ, BMW AG in Munich, MultiTankcard and ERGO AG (insurance).

Projektmanagement (IT), Software Design

9/2001 – 12/2002

At CMG I worked as a project manager / test analyst. I worked for several companies, including Topland | Achmea (insurances) and Aegon (insurances).

Projektmanagement (IT), Test Management, Software Design, Softwareanforderungsanalyse

12/1996 – 8/2001

At Topland | Achmea (insurances) I was the IT team leader and managed the IT team (4 employees). I was a member of the management team of Topland | Achmea.

Projektmanagement (IT), Projektleitung / Teamleitung (IT), Software Design, Softwareanforderungsanalyse, Versicherungen (allg.)

6/1995 – 12/1996

I made a inventory of the information streams on the IC (Intensive Care). I analyzed this and made a recommendation for automating some activities on the IC. Furthermore I made an application for diagnoses and treatment registration.

Software Design, Softwareanforderungsanalyse