After a the successful completion of a ‘Proof of value’, an international consultancy firm (supplier) started mid 2019 the implementation of a risk management application for a multinational company for medical devices (customer). During the preparation phase, Joost took over the project management role. The previous project manager had laid a good basis with a detailed project plan, stakeholder management and reporting. As the project teams of both the supplier and the customer were working well together in this project set-up, it was necessary to continue in the same way. Joost succeeded to take over the project management role in a very short handover period.
‘With his very structured project management and appreciation for the different cultures in the development teams, our implementation team and the customer, Joost kept the project on track with all stakeholders involved.’
In 2019 an international consultancy firm (supplier) started the transition to a new release of a risk management application for an energy multinational (customer). The objective of the transition was to move the customer to an improved architecture. Joost was assigned the project management role to ensure a structured transition with a clear ‘software as a service’ supplier-customer engagement model. The challenge was to introduce the improved architecture with new functionality while making sure the operational risk management processes supported by the application where not impacted. A transition guide was agreed with the customer project team covering specific steps to validate that functionality and supported processes matched. The steps included: a demo to agree the supported processes, definition of test cases of this support and finally the execution of these test cases. A successful validation was achieved by making sure both supplier and customer followed the agreed steps with the proper recording of the results. The result was that the customer approved the transition to the new release.
‘It was definitely a demanding customer and a high paced, multicultural environment. Given these conditions, Joost was able to effectively manage the transition by tapping on his solid organizational skills to ensure a structured and controlled approach. He was also able to effectively lead both the internal team and manage the customer under demanding timelines. Joost was always friendly, but firm with the delivery.I was able to count on Joost to live up to the expectations of our delivery for our customer.’
In the Summer of 2008 De Zijlen, an organization for the care of mentally disabled and people with multiple disabilities in the North of The Netherlands, choose to implement a new ECD system (ONS by Nedap). De Zijlen asked ProjectBlauw to manage the implementation. The first challenge was to replace the part for the patient administration before 1 January 2019. When this was achieved, the patient file part was migrated location after location, including giving access for patients to their own file. Due to the intensive guidance by ProjectBlauw, the objectives ‘standard’ and ‘within the set short timeframe’ were met. This was possible because the project focused on the essentials only; the other/additional requirements were collected, but only after thorough consideration, implemented in the phase 2 of the project. In addition to managing the project, ProjectBlauw also supported the handover to support.
‘ProjectBlauw has supported us with specialistic expertise and project management resulting in the successful implementation of a large and complex project. This can be considered quite unique in the world of ICT!’