Manfred Van Veghel

As an Agile program manager, I managed over 15 project managers from the USA and the Netherlands on-site and online. The program was delivered from scratch, including the complete setup of the new organization. I also oversaw the first and third-line care projects and care paths to make the healthcare services more efficient,

I set up this Joint Commission International (JCI) Program with 13 working groups to prepare the new hospital in Curacao for the JCI international quality accreditation. The program was organized in such a manner so that a new quality, safety, and innovation manager could take over the work with the created working groups. I also organized the steering board with over 16 participants as a decision-making body for an individual or group of projects or programs.

This was one of the first and largest Agile HR implementations globally. I was the initial Agile coach of the business and IT department. The whole transition was implemented by a team of five internal and five external Agile coaches. I oversaw the Agile HR implementation of the ING career services with about 80 persons in 11 teams dealing with various HR disciplines.

During this DevOps implementation and transformation into Agile at ING IT Group Service, I oversaw all international Agile Scaling and managed the leadership program. There were about 600 employees involved.
This included coaching several product owners and teams on release management in London (HRIS) and Amsterdam (Service Now).

We implemented this program at all secondary schools in the Netherlands Antilles. The training program was divided into five sessions per day and lasted for two days. A thousand teachers from the islands of Curacao, Bonaire, Saba, St. Eustatius, and St. Maarten attended it. I worked as the quarterly newsletter editor in Dutch, English, and Papiamento. Also, I mentored between five and ten trainers from different disciplines.

As a COBOL engineer, I oversaw programming and unit testing of different euro conversion modules in a major euro conversion program for the ABN AMRO Bank. The modules had to do with insurance-related mainframe software.

The project included over 7,500 person-hours and involved over 70 project members with a budget of €800,000. I organized this major reorganization and handled its IT impact as a project manager. This also included a considerable reduction in paper-based reporting.

I implemented the DSDM for ABN AMRO Insurance. The DSDM is an agile project delivery framework focusing on the entire project lifecycle. As a process improvement expert, I oversaw the implementation of all the procedures that needed to be developed to carry out quality projects at CMM Level 2. Also, I was a member of the formal assessment team for accreditation.

As a test and quality manager, I managed the implementation of a new life insurance system at ABN AMRO Insurance. This package solution was to replace the form OS/400 software, but the project was canceled before delivery.

As a project manager, I oversaw several minor releases. We improved the release time to market by 300% by introducing a more effective process. Most releases were related to the introduction of new laws and regulations.

As an IT project manager, I led the implementation of a new car insurance application that included an external interface. This external interface calculated the insurance costs by recognizing car license plate information. The project involved 16,500 person-hours and was carried out on CMM Level 2. It was worth €1,7 million.

The team that worked on the Europay 1 project did not deliver all planned features. The ABN AMRO international payment system needed to be updated for tariffs on European payments. As a project manager, I finished all requirements that were not delivered during the development of the original project. The project was carried out at CMM Level 3.

As an IT project manager, I managed the infrastructure delivery for a new tariff system so that customers’ small transactions could be billed. I drove the purchase and installation of the hardware based on the specifications. The budget for this CMM Level 3 project was €5 million.

As a project manager, I oversaw the selection of debit management software that would fit into the infrastructure of ABN AMRO. We made the list of potential suppliers and negotiated the final contract.

As a new supplier was selected to handle all cash transport for ABN AMRO, we needed to rearrange all cash machines and transportation from banks to the main cash center and hand them over in the shortest possible time frame. I was the one who managed this project.

As an IT project manager, I oversaw several projects for ABN AMRO Insurance in its new environment as part of a joint venture with Delta Lloyd. Several initiatives, feasibility studies, and migrations were carried out, including the project migration, BeLIFE, the project to replace OfficeVision, and others.

Because of the joint venture between ABN AMRO and Delta Lloyd, the AS/400 infrastructure for the life insurance software needed to be moved to a new location and placed under the responsibility of IBM. I represented ABN AMRO as a project manager in this transition. Also, we had the mainframe software moved to a new mainframe in a different location.

As a portfolio manager within the program support office, I introduced one uniform approach to working and reporting on 18 projects using the PeopleSoft application. I also oversaw integral planning and communication regarding all 18 projects. This was the most extensive PeopleSoft implementation at the time. It included over 300 project members and had over a €70 million budget.

This project aimed to improve the employee engagement of ABN AMRO employees around the world and increase the bank’s social responsibility, especially in the 25 poorest countries in which ABN AMRO had its banks. We also wanted to help the large community group of people living below the poverty line. I oversaw setting up the portfolio, worked on the day-to-day program management, liquidated the foundation after three years, and handed over the project to local country representatives.

The project was set up to facilitate the Foundation’s liquidation. As a project manager working on the AAFFINA project, I managed the handover of 60 projects and related contacts from the ABN AMRO Foundation to its local partners.

As a project manager, coach, and assessor, I oversaw the implementation of CMMI Level 2 and 3 within the ING transformation program. This included introducing and enhancing best practices PRINCE2® for projects and MSP® for programs. This transformation program lasted from 2008 until 2011 and had a total budget of about €500 million. It consisted of ten programs, more than 100 projects, and over 600 project members. Our project was set to be an example for the rest of the ING’s 6,000 employees involved in enhancing project management’s maturity. Also, I led a team of five coaches, five process specialists, and two supporters, working on the CMMI Level 3 quality system and capability. I supported and advised on the most complex and challenging programs and the overall portfolio. Finally, I carried out several SCAMPI assessments.

This project was developed for the ING bank, and I worked as an interim manager. I advised the organization and its professionals on continuous improvement related to configuration management. Also, I trained an internal employee to take over the position.

As an infrastructure project manager, I managed the showcase of this project in order to demonstrate the requirements for a CMMI Level 2 implementation at ING Infra. It involved an upgrade of dimensions as the configuration management tool and changing the location of the servers from Belgium to the Netherlands. This project started four times before I took it over, and it was never successful. I realized the project with a team of five specialists and two external suppliers.

As a program manager, I worked on identifying processes and defining the following programs:

• End-user Computing (EUC).
• Unified Communication (UC).
• Back-end and Directory Services, including emergent projects like Kangaroo and outsourcing workplace services to Atos Origin.

I also managed about 20 related projects in this portfolio. My main task was recruiting suitable program and project managers and helping them carry out the program and projects at CMMI Level 2. Later, I took up a portfolio manager position, supporting the whole portfolio of these three programs. The total portfolio spent more than €30 million over three years, involving over 80 team members and 30 stakeholders.

I worked on the development and implementation of change management procedures. Also, I trained the employees of the ING Financial Services in New York on the project management approach. My approach was based on PRINCE2 and managing successful programs (MSP).

I developed a strategy and planned the growth of the CMMI Level 3 based on Scrum, PRINCE2, and MSP and supported their implementation into the IT development team. Later, these team members became the first Agile coaches at ING. Additionally, I developed, piloted, and implemented the Agile process for risk management and more traditional change approaches. Finally, I assessed a part of the organization on CMMI maturity and advised management on improvement initiatives and continuous improvement.

As a change consultant, I trained the entire IT staff of about 60 members of ING Financial Services in New York. I helped them create a minimum viable product (MVP) quality system for operating at CMMI Level 2. Also, as a global process authority, I set up the working standards for this role for the ING branches in the US, the UK, Singapore, and Eastern and Central Europe.

I coached four automotive IT software engineering teams in adopting the Scrum framework, trained five scrum masters and four product owners to carry out their roles, and advised the organization on becoming a sustainable Agile organization in the future.

As a change management consultant and scrum coach within ING Banking International and Direct Process Improvement, I managed the implementation of CMMI Level 2 processes and projects. This implementation included internal assessments.

As a change consultant, I coached the IT organization of about 40 IT professionals to reach CMMI Level 2. I collaborated with two implementation managers and four specialists to redesign the CMMI Level 2 using the Scrum framework. As an Agile coach, I trained, implemented, and assessed the designed approach.

As a project management trainer, I trained and coached local professionals on PRINCE2, the management of portfolios (MoP), and the project portfolio system (PPS) and helped them with the implementation. Also, I advised the policy department of the Ministry of Health, Nature, and Environment in Curacao on the next steps in organizational maturity.

As a P3M3 assessor, I carried out the annual maturity assessment of the Port of Rotterdam Authority. Also, I advised them on the continuous improvement of project and program management maturity based on PRINCE2 and managed service provider (MSP).

As a P3M3 consultant, I coached and trained a program manager and shaped the program and related projects. The program focused on the future of Aqualectra, including significant projects such as the installations of new power, solar, and reverse osmosis plants with three water tanks, the relocation of a gas turbine, and the dismantling of the old location of the power and water plant.

As a sustainable project manager, I was asked to lead the development of a procurement and green policy for a financial institution in Aruba, an island in the Caribbean that has embraced a sustainable future.

We created a new approach for a waste management organization in the Caribbean to fit the island’s future needs and make a responsive enterprise. The Rechter Commissaris at Aruba accepted this Agile organizational structure and implementation plan. I trained the management in AgileSHIFT to carry out the transition to an Agile organization.

The UNESCO’s Man and Biosphere Program (MAB) is an intergovernmental scientific program that aims to establish a scientific basis for enhancing the relationship between people and their environments. I assisted the Ministry of Health, Environment, and Nature with the application for Midden Curacao Biosphere Reserve for UNESCO. Also, I worked on the presentations about ecotourism.

I worked as an advisor to the Sint Maarten Medical Center concerning the transition to a new hospital building. I assisted them in implementing the JCI accreditation. Also, I led the workshop on delivering the target operating model.

As an applicant and lead author, I led a partnership of organizations from Germany, the Czech Republic, Italy, the Netherlands, and Curacao to submit an EU Erasmus+ proposal about a virtual exchange program related to eduScrum and climate change. The program aimed to create regenerative leaders.

Managed a team of 5 developers. During this period, I reduced the time to market from two months to 21 days. This was mainly done by smart process improvements and aligning people’s agenda’s.