Erik Esser CSPM

Experience

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  NOS

  Jan 1977 - Jan 1981

  Programmer / designer

  Designer at NOS. In this period I mainly worked as designer / project leader on the design and implementation of the account-system of the IT-department. This system was used to charge the costs for the IT-services to the several client-departments within the NOS. Systems-analyst / designer, charged with the design and implementation of the CLARIS system on the ICL-mainframe. (Claimregistratie en Informatie systeem). The broadcasting companies used this software package as independent arbiter to purchase foreign productions.Application programmer at NOS (Dutch broadcasting company). I participated in the development of the ROZA system. (Radio Omroep Zwevende zendtijd Administratie) This software package, running on an ICL-mainframe was used to divide broadcasting time under the several client-broadcasting companies. After that I was mainly involved in maintenance of several operational software-systems. Show less

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  NOB STUDIO

  Jan 1982 - Dec 1988

  Manager Development & Information Centre

  Interim IT manager at NOB, interim because of the outsourcing-process that the IT-department got involved with, due to the adaptation of the company’s business plan, which stated that ‘the company had to return to their core-business’.After a short selection-process of the external partner I actively merged the IT-department within the new organization. (RAET)As manager of the combined System Development / Information Centre at NOB I managed 26 employees of which 12 were involved with support in the Information Centre and 14 were working on developing and maintaining software. Manager Information Centre at NOB, I‘ve set up this center from scratch and staffed it with 12 employee’s from the development center. This department was responsible for the support of the office-automation processes.Systems programmer / Database administrator NOB at first on the ICL mainframe, later on an IBM 4381 mainframe with Cullinet software. In the ICL period I my main concern was the so-called Superstructure software (Scheduling mechanism, TP-monitor, Database management system, Data dictionary), later, in the IBM period I was responsible for the Cullinet-software (system generation en maintenance of the development and production environment) and data communication (SNA VTAM / .NCP). Show less

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  RAET

  Jan 1989 - Jan 1994

  Operationsmanager

  Operations manager / project manager at RAET Integration Services (Regio Midden Nederland), charged with project management for major customers within the mid-Holland region (GTI / SHV / Polygram) and as interim manager of the IT-department of a major customer in particular (GTI). This department consisted of 32 software developers who were involved with the maintenance and the implementation of a new release of specially developed software. Managed projects:• Conversion-project from Bull to IBM at Polygram• Creation of accounting software for Regionale Omroep Gelderland. This package was developed in Foxbase on a Novell-network.• Fixed-price project upgrade TIBIAS (Technisch Istallatie bedrijfs Installatie Administratie Systeem) software for GTI. This calculation- and project-management system was running on several sites on HP-1000 Minis in an ISDN-connected WAN. All the Minis were connected to the RAET IBM-mainframe, where purchase and stock was handled. • Creation of the Macro-Store system (SHV) this package was developed in Cobol for Nixdorf cash-register computers.• Adjusting the Macro Head-office and Store-software for Macro-plants abroad (Thailand / Taiwan / Portugal). The adjustment mainly concerned foreign language problems.As operations manager at RAET integration Services (Regio Midden Nederland) I was involved with the merging proces of the old IT-department of the NOB.Activities in this period:• Transferring the internal NOB billing-system to that used by RAET• Setting up the development plans and functional profiles for the staff• Creating a communication-structure with the Information Manager NOB• Training the RAET account manager and the new operations manager Show less

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  Thuiszorg Rotterdam

  Feb 1995 - Jan 1996

  Interim manager operations

  Through Dedicate Management Support B.V. contracted to Stichting Thuiszorg Rotterdam (STR) as interim-manager of the production department. The production activities on the old platform were outsourced temporarily, and it was my responsibility to coordinate these.Furthermore I participated as project leader in a multi-project to implement a completely new integrated information system to support their basic processes on a new hardware platform. As project leader I completed the network conversion of 11 Thuiszorg-plants in the area from Novell-3.12 to Novell 4.1.Through Coopers & Lybrand contracted at Stichting Thuiszorg Rotterdam as consultant to prepare the temporary outsourcing of their IT-production activities. Tasks realised:• Creation of their IT procedure handbook, which was needed for the outsourcings partner • In cooperation with the manager of IT prepared the selection of the external partner for the managing board and made the contracts for the selected partner. Show less

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  Rabobank Nederland

  Jan 1996 - Dec 1996

  Interim Shiftmanager

  Contracted via Rijnhaave to Rabofacet on the production department of Printing & Mailing Services as Interim shift manager. Target was to merge two sub-departments, Printing and Mail-preparing thus retaining optimal flexibility of staff and synergy of knowledge and experience.

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  Rabobank Nederland

  Feb 1997 - May 2002

  Manager of the Project sub-department of the Desktop automation department (DTB) at Rabofacet. The DTB was responsible for installation and maintenance of desktop hard- and software within Rabobank holding. My department was responsible for all projects aimed to control the product life-cycle of products / services in the desktop department. One of the most important products was the ‘standard workplace’, a model to install and maintain pc’s in a standardized way. My staff consisted of up to 20 project manager’s and 2 project-assistants. Main responsibilities: 1. department budgeting 2. Participating within the DTB Management Team in setting and obtaining long-term and mid-term goals3. Human resource management4. Coordination of project-budgets on a consolidated level with department budgets5. Escalation point to management team for project-exceptions.6. Quality manager for projects and project methods (Prince-II).7 Show less Project manager for the Multi-project SeMi W2K. Goal of this multi-project was to migrate all the servers from Windows NT-4 to Windows-2000. Project-budget € 1,8 million. Program-manager for the ’EWP@RNAB’ program. This program, consisting of 5 concurrent projects was aimed to standardize all PC’s (2400) of the Rabobank holding Eindhoven and Utrecht plants. Project-budget fl. 10,4 million (fixed-price).Program-manager for the Vinesless program. Main objective of this program was to migrate all the servers of Rabobank holding from Banyan vines to Microsoft NT. The server-park mainly consisted of some 20 infra-servers, about forty file- en print-servers, and about forty application-servers. Program-budget fl. 11,4 million.Project manager for the RYC project (Rabobank Y2k Compliancy). This project aimed to make all of the Rabobank holding PC’s Y2K compliant. Project-budget fl. 1,4 million.Project manager for the Notes Upgrade project. Project-objective was to migrate all Lotus Notes servers to a higher version of the notes-software and upgrade the client-software for some 1000 clients. Project-budget fl. 400.000Project manager for the NT@NeWS project. This project was used as a pilot to migrate the first department (NeWS) within The Rabobank organization from Banyan vines to Microsoft NT. Project-budget fl. 600.000.Contracted as project manager within the MaRIBU program. (Master plan Rabobank International Branch Utrecht). The main goal of the program was to implement desktop support on a service-level management basis.My role was to implement the back-office services (file-, print-, mail- and general information services) within the service-level agreement. Project-budget, fl. 600.000Through Brainnet contracted to Rabofacet on the Windows-95 conversion project as one of the project managers. Project objective was to convert all of Rabobank Holding’s desktops, supported by Rabofacet (about 3500 pc’s) from Dos (running windows-3) to Windows-95. Show less

  • Manager projects

    Jan 2001 - May 2002

  • Projectmanager

    Feb 1997 - Dec 2000
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  Dutch Ministry of Defense

  Jul 2002 - Sept 2008

  Manager of the Project sub-department of the Service Line End User Services. The Serviceline was responsible for installation and maintenance of desktop hard- and software within the Dutch Ministry of Defense. My department was responsible for all projects aimed to control the product life-cycle of products / services in the desktop department. My staff consisted of 2 Program managers, up to 10 project manager’s and 1 project-assistant.Main responsibilities: 1. department budgeting 2. Member of the management team, responsible for life-cycle management3. Human resource management4. Coordination of project-budgets on a consolidated level with department budgets5. Escalation point to management team for project-exceptions6. Quality manager for projects and project methods (Prince-II) Show less

  • Manager Projects

    Apr 2007 - Sept 2008

  • Senior Projectmanager CSPM

    Jan 2007 - Sept 2007

  • Senior Projectmanager CSPM

    Jan 2006 - Dec 2006

  • Senior Projectmanager / Migration Manager

    Jan 2005 - Dec 2005

  • Senior Projectmanager

    Jul 2004 - Dec 2004

  • Senior Projectmanager

    Jan 2004 - Jun 2004

  • Sr. Projectmanager

    Jul 2002 - Dec 2003
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  IVENT

  Jul 2009 - Jan 2012

  Responsible for lifecycle management of the Hosting Infrastructure product group. This group consisted of Mainframe-, Windows- and Unix/Linux-, VMS-, Server Based Computing-, Storage-, Backup and recovery-, Collaboration- and Workplace services. Project: Development and implementation of BIS4 (Bestuurlijk Informatie systeem)Objective: Responsible for the development of the next version of the Standard Workplace (BIS) on Hms. Fleet. This workplace was a small scalable full-redundant version of the MULAN Standard Workplace and was to be implemented on 26 ships. Due to budget-cuts, the implementation was stopped after 2 trial ships.Budget: € 2.6 mjo. (only manpower)

  • Programmanager

    Oct 2008 - Jan 2012

  • Programmanager

    Jul 2009 - Jan 2011
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  IBM

  Feb 2012 - Aug 2013

  Project: Implementation of Worksquare, the standard workplace for ABN/AMRO, within the central departments Group Functions (Finance, Legal, HRM, COO, Corporate affairs, etc. ~3500 employees) of ABN/AMRO.Worksquare consists of Windows7, Office 2010 and Lotus Notes 8.5. This project includes migrating managed (from SCCM to AppV) as well as unmanaged applications (from former Office versions to Office2010) This project is a subproject of the Launcher project, which is part of the Transformation and Transition Program (an AAB – IBM joint program). Show less

  • Programlead

    Apr 2013 - Aug 2013

  • Implementation Manager

    Feb 2013 - May 2013

  • Implementation Manager

    Feb 2012 - Mar 2013
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  ABN AMRO Bank N.V.

  Mar 2014 - Jan 2016

  Projectmanager for the migration of fileservices from the three domains currently in use to the new domain. Project: Migration of the remote legacy Windows environment of the ABN/AMRO International Offices to the new virtual Worksquare environment

  • Project Manager

    Jan 2015 - Jan 2016

  • Projectmanager

    Mar 2014 - Dec 2014
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  ABN AMRO Bank N.V.

  Jun 2016 - Nov 2016

  Projectmanager Usermigration.Coordination of Business preparation of the account migration of the AAB organisation. Migration execution is outsourced to Microsoft. Managing the accountmigration for the TOPS department from the Branches/Solon domains to the Launcher domain.

  • Projectmanager

    Sept 2016 - Nov 2016

  • Implementationmanager

    Jun 2016 - Nov 2016
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  Zelfstandige

  Nov 2016 - now

  Retired PM