Hans Van Rijsewijk

Experience

• 

  Ericsson Telecommunication

  Jan 1989 - Jan 1992

  I was responsible for changes and new development on the MMS Support and Operating Systems running on Intel Processors. The system (called HUGO) also provided a development environment for easy creation of applications. As MMS SW Developper i was responsible for developping Application on a PC based system that provided the customer with easy providioning and activiation services for the fixed telecom network. Most services where build for KPN Telecom in the Netherlands

  • MMS Systems Designer

    Jan 1991 - Jan 1992

  • MMS SW Developper

    Jan 1989 - Jan 1991
• 

  Comnet BV

  Jan 1992 - Jan 1993

  NMS GUI Developper

  My tasks where twofold in this company (sister organisation of Ericsson )1) Create and adapt features in the GUI of an Network Management System for Leased Lines. The GUI was 100% graphical and quite state of the art at that time.Development was done using C++ in an OS2/Warp environment.2) Set up and improve Configuration Management system.

• 

  Ericsson

  Jan 1993 - now

  As Transformation & Excellence Managers i support the companies Strategic Direction towards being more adaptive in this hectic and ever changing world.My main driver is to focus on adaptive change management approaches, Business Agility.Different challenges require different approached and in an unpredictable and volatile environment you require "tools" that keep you adaptive.I drive the Strategic Program in MELA Network Management and Service Delivery towards better and deeper adoption of this framework.Centered around the SAFe Scaled Agile Framework i help units in creating awareness, defining and implementing the relevant components to best suit their needs.Components in Focus would be; Design Thinking, Lean techniques (Portfolio Management, Startup, Waste Analysis etc...), Agile Product Delivery and DevOps.As secondary drive, i still utilize my IT/SW Development background in areas of automation, where i help customer units/project to determine the exact scope and characteristics of their automation challenge and help them to map those characteristics towards the best suited automation techniques...Techniques include: Scripting/Coding, Robotic Process Automation, LowCode and more... Show less Responsible for driving the Global Services Automation Strategic initiative within Region Central and Western Europe.Main goal is to implement and sthrengthen the use of centrally defined automation suites in the different service lines, enabling an increase in industrialization in all Service Lines. Coordinating a team of Automation Experts, driving innovation, capturing value and driving the KPI on our Balanced Score Card.Additionally i hold the Automation Expert Role for service line IT & Cloud Services, with as main challenge the implementation of a Collaborative Lifecycle Management System, standardizing and automating service delivery processes in development and operartions (DevOps) Show less Responsible for implementation of Strategical Change Projects in the area of Consultancy & Systems Integration in Region Western and Central Europe.Main Focus is on improving Process Methods and Tool in RWCE Region Across 13 Local Service Organisations. Intentio is to improve Delivery Effectiveness by implementing institutionalizing a Process Toolbox with focus on Industrialization and Automation in a very complex environment. This includes Sales, Delivery and Support process ranging the entire scope of the business.As PMT Champion i am also Single Point of Contact for all Tools initiative, both selection/introduction of new tools as well as consolidating the current scattered landscape. Show less Having a combined profile in Line/Project/Process and Improvement Management i focus on Improvement Projects within the (global) organisation.Current Improvement Projects include (on abstract)- Definition / Design and Implementation of a (virtual) training organisation focussed on delivery of high quality technical (product) training on a global scale. This includes finances, processes, competence, course development etc... the full cycle.- Implementation and improvement of an Application Lifecycle management system on a global scale to enable globally distributed management, development and support on an extensive application portfolio. (Processes, Methods and Tools). Colaboration with (external) Off Shoring partners is a major part of the challenge. Show less Responsible for the Operational Excellence "Engine" of the CSI department in the Netherlands:- Overall Process Responsible- Responsible for Process Management Process- Driving (process) improvement programs.I have adopted the Lean and Six Sigma improvement frameworks and am implementing this in our organisation.I am certified on Black Belt Level according ASQ criteria.Apart from my local responsiblity, most of my effort is in driving change/improvement programs on global scale.- Global Implementation of ALM (Application LifeCyle Management)- Operation Development Support to an Off Shoring Centre- Agile Development Framework development (early adopting phase)- SW Reuse improvements- Other innovations...Key words are: ALM (Application LifeCycle Management), Agile, SW Reuse, CMMi, Six Sigma, DMAIC. Show less As P&QM responsible for the Balanced Score Card of an 100 FTE Systems Integration unit. Responsible for managing of units KPI and connection towards Group and individual performance indicators.Responsible for measurement and reporting. Determine trends, advice responsible unit mangers. Define, initiate and manage improvement programs in the organisation.Responsible for the operational enginge of the unit and process inovation. Involved in (process) strategy development and deployment on a global scale.Responsible for the Delivery Maturity of the delivery Centre (approx 300 FTE ), based on a P-CMM related model. In this i am part of a global network, also assissing other organisations around the globe. Show less As Project Manager i was mainly responsibly for SW development projects in the Intelligent Networks area and Telecom Management Systems.Average team size was 4-5 people, size appox 3 kManhours per project.The projects where run in an R&D environment with high goals on PQT.As part of my role i was responsible for the setup of a complete new process with as main goal increase of efficiency, and reduction of cost. Implementation of SW CMM model was another target. Eventually we reached SW CMM Level 3. Show less

  • Transformation & Excellence Manager (Business Agility & Automation)

    Jan 2017 - now

  • RWCE Automation Driver

    Jan 2016 - Jan 2017

  • Process, Methods & Tools Champion

    Apr 2013 - Jan 2017

  • Improvement / Project Manager

    Jan 2011 - Mar 2013

  • Operational Excellence Management

    Jan 2008 - Jan 2011

  • Performance & Quality Manager

    Jan 2007 - Jan 2008

  • Team Manager

    Jan 2000 - Jan 2007

  • Operations Manager

    Jan 1998 - Jan 2000

  • Project Manager

    Jan 1995 - Jan 1998

  • SW Developer

    Jan 1993 - Jan 1995