Eddy - Chef de projet C
Ref : 050518W001-
1750 LENNIK (Belgique)
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Chef de projet, Consultant, Directeur de projet (58 ans)
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Freelance
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Function: Project Manager
UgentecJan 2020 - aujourd'huiResponsible for the roll-out for FastFinder. Purpose is to rollout this tool in 20+ laboratories in France. The tool is a software platform that uses artificial intelligence to automate the analysis and interpretation of qPCR data. This rollout is done in the French labs in order to speedup COVID-19 testing and get quicker test results and analyses.
My role is to coordinate the rollout in each lab and be a bridge between business and IT. This is a time limited project. -
Function: Manager IT Demand and project management
Thalys InternationalJan 2019 - Jan 2020Responsible for the management of all IT demands.
Methodology: Agile / Scrum
Budget management, team management
Member of the Thalys Management team.
Team Manager of all business analysts and project managers.
Interim project management for the eTicket project (due to sickness of the initial PM) -
Function: CIO a.i.
Vlaams Energiebedrijf – VEBJan 2019 - Jan 2019Brought some structure in the way they handled their agile programs/projects.
Methodology: Agile / Scrum Development was ongoing on different site: Paris, Malaga, Amerzoden, Enschede, …
The RES program had already a delay of 3 years. My approach led them to have a release of a first project in the 3rd week of May.
The way I did this is simply by bringing people closer together and ask the right questions to the right stakeholder and by creating a realistic program planning. -
Function: Resource Manager for ProvenTech Developers Team (+/-40 FTE’s) & Portfolio Manager for BDP (Client DB Dev) Team (10 FTE’s); Portfolio Manager for BICC (SAS BI Competence Center) Team (9 FTE’s
P&V InsuranceJan 2017 - Jan 2018Resource & people management, portfolio management in an agile environment.
Methodology: Agile / Scrum
As portfolio manager for the BI CC and BDP, I was following up all the projects with the different business stakeholders, this includes discussing new and coming projects, planning, change management, resources management, this as well for Life, non-Life as employer benefits (EB) projects.
As resource manager I was responsible to evaluate (mid-year and end year) the internal and external resources considering the SMART defined objectives from the beginning of the year. Suggest training sessions and help them to deploy themselves.
Creation of a skill matrix for each team member.
Managing the capacity of the team taking into account business demand and quality of the team.
Approving timesheets of external resources.
Contact with external suppliers.
The BI CC team uses mainly SAS tools for reporting.
The BDP team develops applications on mainframe and uses a DB2 db.
Both the BI CC and the BDP team are transversal – agile - teams which makes that we had to align ourselves with all the other teams and ongoing projects/programs.
For both teams I followed up the incidents and change management procedures and produced KPI’s using ITSM principles (incident management, problem management, change management and knowledge management).
As both teams worked agile we organised daily’s, planning sessions, retrospectives, lessons learned sessions, best practice sessions…
Coach and motivate the teams in order to work better together.
Member of the IT management team.
Reporting to the Head of software Development.
Organised several team events. -
Function: Business Development & Portfolio Manager within the Agile Software Factory
Cegeka fromJan 2017 - Jan 2017Identify new clients for Cegeka and work on these accounts.
Methodology: Agile / Scrum
Portfolio Manager for Public sector clients.
As portfolio manager I lead the board meetings where a follow up of all the ongoing projects was brought to them for each of my clients.
Creation of a skill matrix for each team member.
Managing the capacity of the team taking into account business demand and quality of the team.I was in charge of programs running at several clients at the same times. These included programs at VLAIO (drupal program to update change their website completely), FAGG (Agile environment, DWH project, program to consisting of several projects including MPM (Medical Product Management), DTS (Dossier Tracking System, Mesea (2000md), Leaflets app, GDPR, Cesp, SPOR) , Fod Mob (building the MobiVis and mobile carpass application), Astrid (development of the 112 mobile app), VLM (update of their website), VDAB (As portfolio manager I had a team of 30FTE working onsite at VDAB working at front end and back end applications including search engines for job opportunities, building of a new VDAB website, building of a mobile app…).
For FAGG and VDAB, which where clients with which we are working for several years we setup changed management procedures, escalation processes, KPI’s etc… cfr ITSM principles. -
Function: Head of IT Devops
UCB PharmaJan 2016 - Jan 2017Starting up Devops at UCB Pharma. Devops is constituted of 9 teams with approximately 250 FTE’s located in several countries Belgium, US, UK, Italy Tsjech Republic, Romania, Japan, Germany. Working as well with near/offshore.
As the team was a completely new team, there was a lot of change management involved.
Responsible for the budget of the team (Opex/Capex).
Creation of a roadmap for all the teams.
Coach the teams so that the work better together.
Stakeholder management, contacts with business representatives from all areas.
Dealing with external providers (IBM, Cognizant, Accenture, SAS, Microsoft…) and following up their proposals.
Agile management of the teams and budget. Preparation of Capex/Opex 2017. People management…
Patient solutions team:
Looking on how we could improve the life of our patients with the solutions we designed.
The solutions included as well mobile apps, scanner solutions, websites, etc…
Mobile development team:
creation of applications for patients’ solutions including apps that allow patients to enter their data in a specific app on a stripped iPhone provided to the patient by UCB.
Creation of a Dashboard Concept application that had as goal to increase the usage of all the available mobile applications at UCB. The app was build using the concept of a wheel where you select the apps you want to use and deselect the apps that are no interesting for you.
Diary App, MobilITy App, MyMaterial App (incl links with SAP…), Catavolt Apps (cfr medical insights, e-detail…)
Digital team
Building of an AMS (application management system)
DAM (Digital Asset Management Solution project)
TAAS (Translation As a Service project)
Web CMS
EAI team
Usage of Tibco’s ESB in order to avoid point to point solutions.
Including projects such as: CLO (Contract Labo Organization), CMO (contract manufacturing outsourcing).
BI COE team
The BI COE is responsible to put BI platforms available for the different departments of UCB. These include SAS, Qlik, SAP Hana, Cognos controller, Reporting Workbench, Tidal (scheduling tool), Netezza, Oracle, IBM PureData, R Studio, Shiny.
The challenge of the team was to enable better business decisions by increasing agility, innovation, enabling self-service, grow with advanced analytics and increase platform stability in a cost-efficient way ensuring global coverage.
AMS Team (Application Management Services)
Nearshore teams located in Bucharest, Brasov, Bratislava, Iasi, …
Nearshore teams are in charge of all the development in different technologies: Java, .Net, Qlik dev, Cognos…. This includes new dev as well as maintenance.
IBM was our main supplier of development resources. I followed up the performance of all ongoing developments in different board meetings.
EPPM Team (Enterprise Portfolio Program Management)
Team is in charge of the evolution of the EPPM tool Planisware
This tool is used to follow up he big projects in pharma. Most of these projects have a duration of 10y+ which makes them tricky to follow up.
Vendor Management team
This team deals with all the contracts of all the vendors that do business with Devops. Including suppliers such as SAS, SAP, IBM, Oracle, Cronos, Keyrus, …
Each of the above teams was lead by a Director that provided me KPI’s of the performance of their team, Skill matrices of the teams etc…
In each team we had installed several ITSM processes in order to follow up recurring projects, change, problem and knowledge management.
Reporting directly to the CIO. -
Function: Application lead / Team Lead
BpostJan 2014 - Jan 2016Team lead of the Parcels team (13 FTE) that develops applications for tracking parcels and mail (web & mobile) using Java as dev language.
Methodology: Agile / Scrum
Mobile apps included the Track & Trace app that needed to be integrate in the platforms of all the bpost clients.
As team lead, I was in charge of contacts with business in order to discuss, plan, organize and develop new projects for the team. I introduced the agile way of working for this team. This meant a big change as they were used to work waterfall. In the agile way of working the worked closer together with business and worked in sprints of 2 weeks. Business stakeholders where regularly present and working from our location at their projects ensuring a better understanding for analysts, developers and testers.
Other tasks: Member of the IT Management team. Contacts with external suppliers. Key player in a lean management project. Coach the team so that the work better together. People management (O2O’s, Lessons learned, best practices, code reviews…)., Capacity management, budget management. -
Function: Program Manager
ArgentaJan 2014 - Jan 2014Prepare the program of the migration/upgrade of the Sopra Core banking system (Thaler).
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Function: Project Manager
EuroClearJan 2013 - Jan 2014Project manager for Parallel Run project and for T2S for EW.
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Function: Program Manager
Atos Worldline (now Worldline)Jan 2012 - Jan 2013Project manager for the Plum Processing 1.0 project.
Methodology: Agile / Scrum & Waterfall
Program realized for BNPParibas & BNPParibas Fortis. The goal of the project is to shift the authorization of debit and credit card transactions and debit and credit card creation from AWL (WL) to BNPParibas. Mixed agile and waterfall teams.
I have been implicated in the project with BNP in the phase of the redaction of the contract. As BNP was very strict in this and came up with hard deadlines, Atos needed to be sure that what was written in the contract was achievable for them and without as less risk as possible.
I had 5 teams working at this program: a back-office team, a front-office team, a mobile team, a webservices team and a test team.
Most development was done in Java, web services, Ibm Mainframe, DB2
The goal of the project for BNP was to do as much of the card handling services (debit and credit) in France instead of in Belgium.
As an example, one of the mobile apps we created was the BNP webservice app that was integrated in the BNP Homebanking app that updated the balance of your credit card usage straight away after you used it at a shop.
Credit/debit card Home delivery was another of our pojects.
Responsible for the contacts with external parties envolved in the project.
Coach the teams so that the work better together.
Responsible for reporting at the monthly board meetings with BNP.
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During July, Augustus and September ‘95 extensive use of Powerbuilder Powerbuilder -Advanced Datawindows
1996 -
ORACLE SQLReports, SQLForms,
1996 -
C++: object oriented programming
1994 -
computer networks : understanding LAN’s and WAN’s
1993
-Microsoft Direct Access Meeting (1999)
-Coldfusion Web Development seminar (1999)
-Microsoft Direct Access Briefing Update & TechNet Briefings / MSDN Chapters (2000)
-Oracle seminary (2002); 3Com University (Frankfurt 2002)
-E-Government congress (2003)
-SAP Tax & Revenue Management - PS-CD Collection and disbursement - IPS510 (2004).
-SAP Financial Accounting and Reporting – AC010 (2004).
-SAP mySAP CRM Solution Overview 4.0 – SAPCRM (2004).
-HR Workshop/course on personal function descriptions for the public sector.
-Government congress 4Instance (2004).
-VB.Net, ASP.Net, ADO, Web Services, Com Integration & XML (20 day course – may 04)
-Infra Enterprise (juli 2004)
-MS2559 - Introduction to Visual Basic .NET Programming with Microsoft .NET (from 28/2 until 4/03).
-MCSD1 - MCAD and MCSD.NET Core Exam 1 and 2 Training (day 1 to 5) (from 14/03 until 18/03) (2005).
-MCSD2 MCAD and MCSD.NET Core Exam 1 and 2 Training (day 6 to 8) (from 25/04 until 27/04).
Planned course for 2005:
-MCSD3 MCAD and MCSD.NET Core Exam 3 Training (van 06/06 t.e.m. 10/06).
Still to plan courses for 2005:
-MCSD4 MCSD.NET Core Exam 4 Training:.NET Solution Architectures.
-(MCSD5 MCSD Elective Exam Training: Programming a MS SQL Server 2000).
-MS2840 Implementing Security for Applications.
-MS2350 Developing and Deploying Secure Microsoft .NET Framework Applications.
-MS2300 Developing Secure Web Applications.
Education and training
Eddy studied Mathematics with option Information Technology at the Free University of Brussels (VUB) and the Open University of Heerlen (NL).
Additionally, some of the training courses he followed.
Prince2 Foundation (May ‘08) & Prince2 Practitioner (Jun ‘08) - Betalingsverkeer en Cash Management (Feb ‘14) Europees/SEPA-betalingsverkeer Mondiaal betalingsverkeer en SWIFT - Principes van beheer van werkkapitaal en Cash Management - Penta Management training (Dec ‘14) - Lean Management training (Dec ‘15) - How to bring bad news to your team (SBS Skills Builder - Jun ‘15) - Cloud Computing (Mar ‘16) - People management (‘15, ‘16, ‘17) – Cert. Scrum Master (Jul ‘20) – Digital Transformation (Jul ‘20) – CISSP (Certified Information Systems Security Professional Security & Risk Management (Aug ‘20) - Artificial Intelligence Foundations: Machine Learning (Aug ‘20) - Learning Digital Business Analysis (Aug ‘20) - RPA, AI, and Cognitive Tech for Leaders (Aug ‘20) – Blockchain Basics (‘Aug ’20) - The Data Science of Retail, Sales, and Commerce (Aug ’20) - Machine Learning for Marketing: Essential Training (Aug ’20) - IoT Foundations: Fundamentals (Aug ’20) – Salesforce Cert Prep: The Basics (Sep ‘20) - Azure: Understanding the big picture (Sep ’20)
Technical knowledge.
Methodologies/Operating systems/Platforms /Programming Languages/Environments/Software packages and DB’s: Prince 2, Harmony, Agile (Scrum), All windows versions up to W10, OS/2, DOS, Unix, Linux, AS400, Datapoint RMS, HP9000, Bull DPX, PC , MS WFW, QuickBasic, C-language, Pascal, Modula-2, Clipper, TOPBANK, Visual Basic v3.0… v6.0, VBScript, VBA, COM, SQL, PL/SQL, Toad, SQL Analyzer, (C++), SDK, Powerbuilder, Pro-C, VB.Net, (Web Services & XML following update course), ADO.Net, SAP user (FI/CO/AA) Norkom 5.6, MS Office, MS Office (as of the first version until Office 365), MS ADT, Norton, Ventura Publisher, Crosstalk, Pc-Talk, MS Lan Man, NFS (PC+UNIX), StaffWare, MS Project, MKS - Toolkit, HelpMate, Rumba for Windows, Sales Manager (CRM), MS Dynamics (CRM), PVCS Version Manager, PC Lint, Time Line, Xdb, MS Config, McAfee, Robocopy, Offline Explorer, On-Schedule, Crystal Reports, InfraEnterprise, LANDesk, QlikView, ValueMation, Salesforce, Timekeeper, Epicor (E4SE), Migration tracker, Google Talk, MS Messenger, Gmail, Microsoft Webmail, Microsoft Outlook, Microsoft Exchange, HP Quality Center, Jira, Perigrine, Skype For Business, Confluence, SAP Ariba, SAP CRM, Oracle, Informix, BTrieve, Access, Dbase, DB2, SQL Server…
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