ESG and Impact are central to FMO’s vision. The current application landscape is too fragmented, it is incomplete and it is too labour intensive, resulting in incomplete reporting, mediocre challenge evaluations, reputational damage, and decreased employee satisfaction. In 2018, FMO launched the impact domain project (IDP) in order to create an environment enabling its strategic goals to be met. In July 2019, the project was found to be making too little progress and to have become mired in different interests, differing visions and insufficient stakeholder management. There was an urgent need for the realization and delivery of impact reporting, system development, replacement of systems and processes, and construction of a data analysis environment, with the aim of a digital transformation of Impact and ESG measuring instruments and systems. The main deliverables were:

• POC iSystain: initially, the project focus was on the acquisition of a standard ESG and Impact application. Within the guidelines of the ICT, for two months and together with Australian company Systar we examined their solution iSystain on the basis of specific FMO requirements. In collaboration with the team and management the decision making process was prepared and supervised. Ultimately, the decision was made not to opt for a package solution, but rather to launch an internal development trajectory with Mendix.
• Development and roll-out of Sustainability Information System (SIS): in collaboration with Mendix and using an Agile/SCRUM approach a new application was built to replace existing applications. Following an extensive data migration the existing applications were closed down. Manuals, trainings and a Q&A were created, and FMO staff were trained in SIS. The application was transferred to the internal DevOps maintenance team.
• Designing an Azure data analysis environment: the application was connected to a target architecture in development with, among other things, integration enabling reporting. In order to give Impact and ESG staff the ability to work with models and data using Python, an MS Azure environment was designed containing a datalake construction, in which datafactory and databricks were used, among other things.
• Implementation Joint Impact Model (JIM): the JIM was developed by FMO in collaboration with other European investment agencies and Stuart Redqueen. The project performed testing for the new JIM and it has also realized the data input feed. The JIM was implemented on the Azure environment, rendering the results of the model suitable for use in reporting and data analysis.

 

Reporting took place to the IESG Director, Department Portfolio Management, and the CEO FMO (project sponsor in the management board). In a complex environment with a new IESG department and new ESG and Impact processes, in a joint effort with the team and FMO colleagues a complete and new application was successfully built under a changing target architecture and a transfer was realized to an ICT DevOps organization in development.

Project manager for developing a web shop and perform a conversion to the standard version of a back office application for travel and expat insurance. Management and alignment with external suppliers in the UK and Denmark. The project has been rescheduled and re-estimated. The application is planned to go live in April 2018 with a project end date of May 2018.

Four years were dedicated to a software package in the field of Travel and Expat Insurance with a supplier (Nordic Insurance Software) in Copenhagen. The most recent untested release resulted in many complaints and dissatisfied users. There was an extensive list of problems and the functional specifications were of insufficient quality. Communication between the different parties was extremely laborious and the user organization was barely involved. No project organization had been outfitted and much of the functionality and problems were pushed forward to the most recent release.

In a final release, the following results were delivered within budget, at good quality and within the period set.

• Documentation for decision-making Go/NoGo (viability) for the project;
• Solutions for the list of existing problems;
• Four software releases specified, developed and implemented;
• Established a good relationship with the software supplier in Denmark;

User organization enthusiastic and involved.

 

Towards the end of 2007, De Goudse Insurance began setting up programme management for the different business units and for De Goudse-wide projects. Within a short period of time, the interim programme manager was to be responsible for rounding off the projects still running in 2007 and for starting up projects scheduled for 2008. This has been executed in collaboration with the Manager of Actuarial Services in charge, the ICT department and the Corporate Programme Manager.

Modification of different systems and dividing the work into workpackages and handed them over to other project leaders. Managing project leaders and SCRUM teams and taking care of difficult local systems in the countries. Setup the different MiFID themes like reporting, transparency, suitability and appropriateness. Handed over the project to an internal project manager when requirements were clear and the project was on track.

MiFID II represents a major change to the EU framework that regulates the way banks trade financial instruments and sell investment products to clients. The aim of MiFID II is to reduce systematic risk, strengthen financial stability by ensuring maximum transparency and robust levels of investor protection, introduce a stricter framework for the commodity derivatives markets and refine supervisory powers of the European Securities and Market Authority (ESMA) and National Competent Authorities (NCA’s).

 

The MiFID II regulations are very complex. MiFID II is a bank wide programme with many interdependencies between the business lines and functions as well as tight deadlines. Each business line and function manages their own MiFID II project, in alignment with the overall Central MiFID II programme of the bank. In the role of programme manager I was responsible for the coordination and implementation of the MiFID II regulations within the PBI countries France, Germany, Luxembourg and Belgium.

Support the development and implementation of Quaestor, the new core banking system of Staalbankiers. Manage the team that cleaned approximately 25.000 items in several source applications in favour of the data migration to Quaestor. Prepare meetings of the usergroup and start the internal an external communication. Create a planning for the Quaestor training and the user acceptance tests. Take care of alignment with the supplier. All data was ready for migration to the new application.

ING Bank Wholesale Banking in the Netherlands maintains the channel IBP for more than 20 Countries. IBP is an Interactive Online WB channel and part of the InsideBusiness suite, for clients operating internationally to manage accounts held in any country at an ING or a third-party bank. As a product owner and agile coach inside a DevOps environment I worked on various commercial and agile tasks to further develop and maintain the channel Inside Business Portal. During this commission, as product owner I set the priorities and developed functionalities, and as agile coach I supervised two development squads in the agile process. The object was to establish more cooperation between the teams (of various nationalities) and transform them into more of a unit. I realized this goal using various methods, such as introducing feedback and reflecting with the team in a number of SCRUM sessions, as well as looking back on results achieved and delivered.

The IBP programme is responsible for the changes of Inside Business payments, one of ING’s corporate payment solutions that is based on the IFP framework of CoCoNet (Germany). With a change budget of >10 million euro, yearly 2 to 3 releases of IBP are developed and implemented. IBP offer clients the opportunity to a completely online service for sending payments and printing and receiving account information. As a senior project manager, I am copafithj responsible for the initiation and execution of new releases. These releases contain different functionality like SEPA leading IBAN, address book migration and unconnected reader but also performance improvements, Roll out in France and UK or new products like SEPA direct debit.

Besides creating the usual project activities (PID, PMP, planning etc.) and ING governance procedures (AMS, CMMi), the focus is to manage two external suppliers and a number of internal suppliers and stakeholders. Together with business stakeholders, IT and security infrastructure department new requirements and specifications for two applications (offshore development by Cognizant) need to be composed. The assignment characterizes itself with a strong stakeholder management component and high pressure on the deadlines / time to market.

The SEPA and other new functionalities were implemented and are now used by ING clients and is successfully rolled out in France.

The bulk payment application finstream has reached the end of its life cycle and is replaced by a secure FTP solution belonging to ING. As the project implementation manager, within the scope of this project I am responsible for the fast and accurate implementation of this solution with the end client on the basis of a so-called factory approach.

To this end, presentations have been given at client premises and power of persuasion has been required in order to motivate the client to implement the new solution before the set deadline. A feasible planning has been set up together with the client and the stages of the implementation process have been completed. In doing so, the client has opted for an external supplier and the contracts for the PTF product have been signed.

All the clients in the portfolio have migrated within the set term and to the satisfaction of both ING and the clients.

Part of the strategy for Payments and Cash Management is the development of an e-payment proposition which makes it possible to:

• Process transactions initiated by the major European payment methods;
• Be a Payment Service Provider for existing and new wholesale merchants;
• Fulfill an e-commerce acquirer role for iDEAL, Credit transfer, Direct debit, and Visa en Mastercard credit cards.

The mission was to create an approved PID for the realization phase; I managed and executed the framing of business requirements and the planning of process structuring within a new organization. I instructed the external software supplier and the outsourcing party for the processing in Germany. I started up consultations in order to obtain central acquiring licenses from VISA and Mastercard.

As the project manager E-PA, I was responsible for the first release; the focus was on shaping the bank's vision and strategy and translating them into business requirements. More specifically, the role entailed:

• Delivering an approved PID for the first part of the realization phase;
• Developing business requirements with all the stakeholders involved;
• Agreeing on the requirements with the supplier;
• Instructing and verifying with the supplier in the development of Usecase models and the construction of the first software release;
• Developing the layout for the process organization;
• Organizing central acquiring licenses with VISA and MC;
• Developing vision and strategy with regard to Fraud and Risk Management;
• Running the project group and joining the stakeholders in the project environment.

In a short space of time, processes were mapped on outlines, business requirements were drawn up and usecases were developed. Based on this, a first release was delivered and tested. In addition, projects were started up with VISA and MC in order to arrive at a central license and workshops were conducted with VISA, resulting in Fraud and Risk policy in the field of e-com and point of sale (POS) acquiring. Thus, a good foundation was laid for a continuation of the project (postponed due to cutbacks).

Since August 2010 the project ‘conversion DBD-DPV’ runs within the division Pensions.2000 policies were converted from two source systems (Ali and Life) within DBD to a new target system (Thispas) within the DPV. Over1300 policies were converted but estimated is that about 1000 policies were converted with several errors. Investigation how to solve these errors is started to solve them in the near future. Also 600 more unique policies need to be converted. The project team prepared the conversion for a long time. Motivation and sphere necessarily were not optimal. Time factor as a steering variable has been replaced by quality. Of course that was necessarily but it also created a situation in which there is no pressure of time leading to the risk of a never-ending project.

Finally 800 of the wrong converted policies were repaired an also a plan of approach for the conversion of 600 custom policies was delivered.

De Amersfoortse Insurance
The DTAP & Release Management project had three objectives: realizing a more efficient software development environment; gaining insight into sticking points between the departments of System Development, Exploitation & Infrastructure and Information Management; implementing release-based operations resulting in resources being more manageable.
I was responsible for performing the assignment in a politically complex environment and for generating support in various departments. I reported directly to the management of System Development of Fortis/ASW. The effort resulted in release management processes with which successful releases were executed. Agreements were also made concerning release dates in a release calendar, and the role of overall release manager was introduced and guaranteed in the line.

Rabofacet
The OLN project's objective was to dismantle and remove network equipment which had become redundant from local banking offices (1800 locations) in a controlled fashion, while guaranteeing the bank's continuity of service.
I was responsible for achieving the objective on budget and within deadline. In accordance with Prince2 a PID was drawn up and coordination took place with the project managers of two related projects in order to establish optimal synergy. Through Request for Proposal (RFP) Getronics was asked for the execution of the project. Redundant equipment was dismantled within the period set and within budget, and to the satisfaction of the bank offices.

Rabofacet
In order to provide a more centralized service and a greater flexibility in network topology Rabobank decided to start making use of epacity office, a new IP-VPN service by KPN. 'Realization RaboNet-2 WAN' was one of Rabofacet's most prestigious projects. As team leader for project 'Release RaboNet-2' I was responsible for the logistic release of the network at 1800 banks and their ATMs. To that end, a team of nine employees as well as the suppliers KPN and Getronics was headed up, and there was an intense collaboration with the local banks and the internal line. On 1 October 2003 the 1800 locations had been connected to RaboNet-2, one of the largest sized IP-VPNs in the world; the project scored an average customer satisfaction rating of 7.5.

Nationale Nederlanden
The PMC Employee Benefits' Euro Project was part of a complete project programme. With the introduction of the Euro, other aspects were also important in addition to ICT, such as printing, internal and external communication and internal information sources. I managed project leaders and project support staff
I drew up a plan of approach for the introduction of the Euro, created planning documents and drew up progress reports. I Coached project leaders and their teams in the drawing up of plans of operation and scripts.

TNT Global Collect
Worked as a project leader, as well as an intermediary between the IT-unit and the credit card task force. The purpose of the task force was to deliver an SLA and to ensure that Global Collect's systems would be able to handle the expected increase in volume. I matched proposals of change with conflicting interests playing a part. I structured conferences, reporting and planning for the risk management project, thus enabling tighter control and progress monitoring.

KLM ARBO Services
Compiling a package of requests and demands with which KLM ARBO Services could approach a standard software supplier. The desired functionality of the new system was outlined on the basis of an extensive analysis of the processes and their connection.

ING Bank Netherlands
Developing an internet site for investing, using the tool 'broadvision'. I performed analysis, developed functional design, organized workshops and prepared a usability test. Functional testing of an application in which types of savings deposits and interest calculations were incorporated.

Nationale Nederlanden
Technical design for the development of an interface between a data warehouse and a new M.I.S. I programmed in COBOL and DB2/SQL, made technical designs and performed functional tests. I supervised four beginning programmers.

Politie Zaanstreek -Waterland
Managing various systems/networks, as well as planning and settling in new personnel. I designed a new M.I.S. and participated in projects, such as the introduction of a new immigration application and connecting the police to the GBA.