Digital Risk Platform
In 2017 an international consultancy firm embarked on the co-development of the Digital Risk Platform with an energy multinational. The programme to realize this consisted of 6 projects developing solutions (modules) for different risk area’s and 3 project focused on: learning, communications & change, technical integration and operating model. On average there were around 80 people involved from the consultancy company and 15 from the energy multinational. Programme management was done by a director of the consultancy firm together with Joost: coordination of the 9 projects, aligning with senior management of the energy multinational and leading the programme management office. Joost joined as programme manager supporting the director late in 2017. That Joost is capable of managing a large international program is proven by the fact that he gradually became responsible for all the (day-to-day) programme management activities (taking over from the director) resulting in a successful completion of the program in December 2018.
Three project managers describe the added value as follows:
‘Joost is program manager that drives a program in a positive manner. He has an honest and transparent approach and delivers on the agreed actions. He clearly took away work from the me as a Project Manager in the area of PMO activities and advised in more difficult situations also on personal level, especially related to escalations within the customer environment.’
‘The arrival of Joost to the program brought structure, method and quiescence which was needed at that point in time. He is critical, inventive and approachable and knows how to make a program effective ensuring there is a basis for success.’
‘The structure which Joost is able to bring to a program in a short time frame does not only enable an organization to get and stay in control from a financial perspective, but also creates an environment of ‘peace and quiet’ as discussions can be conducted based on facts.’
References are available on request.
In 2016, Ipse de Bruggen (IdB), a care institution for the mentally disabled and people with multiple disabilities in the province of Zuid-Holland, faced the challenge to realize a new digital workplace for all its 5,500 employees in both operational teams and the supporting services. Besides the fact that the digital workplaces had to be connected with the working methods of the employees, strategy targets also required that the digital workplace should be compliant with Microsoft’s new licensing structure. All this had to be realized in a first version before the 1st of January 2017. The approach consisted of a programme of projects that ‘ran alongside each other in time’ and by aligning the intended results at a specific point in time were made into a common final result. This approach ensured that we delivered an integrated result on time. It turned out to be the right approach because it delivered the desired results soon after the programme started in March.
Hanno Brandsema, ICT Manager at Ipse de Bruggen
Ad Jacobs, Director of Operations at the Trans
(former director of Finance & ICT at Ipse de Bruggen)
‘Joost is a highly motivated project manager who opts for a personal approach. He has a very positive attitude which is contagious. Joost quickly grasps the problem and converts it into a solid plan. He provides speedy clarity and he remains actively involved in the final result.’