Michael de Graaf

• Successfully managed multiple projects simultaneously by prioritizing tasks according to urgency, resource availability, and alignment with organizational goals.

Project 1: Replacement Metis by PMT

• Responsible for the implementation of PMT to replace the outdated personnel management system Metis at the supermarket chains Dirk van den Broek and DekaMarkt
• Restructuring the project after the transfer of responsibilities from another project manager to me, with a focus on clear project organization and stakeholder communication
• Streamlined internal workflows, increasing team productivity and establishing best practices for process excellence
• The project was divided into three sub-projects to enable efficient implementation across different areas:
• Stores (supermarkets) – Completed : This part of the project involved the direct implementation in the retail locations, ensuring that everything was set up effectively for the employees working at the supermarkets
• Logistics (distribution centers and transport) – Transferred: The logistics component, which includes distribution centers and transport management, is scheduled to be completed in February 2025. No new project management was required, as all work had already been developed, tested, and passed through the OTAP (Development, Testing, Acceptance) cycle. The production (P) phase is set for February 2025.
• Production Companies (butchery, flower central, kitchen) – Transferred: The implementation in production facilities such as the butchery, flower central, and hot kitchen was in progress, with the responsibility handed over for continued execution (P set for April 2025).
• Improvement of the planning for work schedules, shifts, and time tracking for the automation of the payroll process

Result: A successful transition to PMT in the stores, including training and user support.

Transferred 2 sub-projects back to the business for continued execution.

Project 2: Upgrade SCS

• Took over from a departing project manager and revived the project from triage mode.
• Led the upgrade of the SCS ordering system in collaboration with the supplier, from version 4.6 to 5.0, skipping version 4.7.
• Managed the technical upgrade and implementation of SCS, taking into account additional dependencies and required steps in the project plan.
• Developed and adapted the Statement of Work (SOW) to address new challenges and requirements.
• Managed execution of key initiatives, tracking deliverables and KPI’s to ensure the objectives were met.
• Collaborated with cross-functional teams, including technical business and external suppliers fostering alignment and stakeholder communication.
• Integrated Okta SSO and user provisioning with SCS, introducing a new approach within the organization.
• Successfully completed after extensive collaboration with various stakeholders and going through numerous test scenarios.
• Delivered a final project report to the client, summarizing the results and lessons learned.
• Started the initial phase for the next upgrade (5.1) which included the event module and had informative conversations about version 5.2 as a pilot within the organization.

Result: Upgraded SCS from version 4.6 to version 5.0 incl SSO and User provisioning.

Project 3: Decommissioning Bakery Velsen

• Led the decommissioning of the ICT infrastructure at the bakery in Velsen after the decision to close the bakery and sell it due to the supermarket chains' split.
• Created a Statement of Work (SOW) and a detailed action plan for the decommissioning activities.
• Coordinated and managed the decommissioning
• Delivered a final project report to the client summarizing results and lessons learned.
• Transferred report with dependencies like electrical systems and security back to the business.

Result: The bakery was decommissioned, with all ICT components removed from the building. The site was then handed back to the business for further decision-making regarding its future use.

Project 4: Cash Register Systems and Safepay Dirck3

• Took over from a departing project manager to replace the Eijsink cash register systems with the InPosition POS system for Dirck3.
• Created a Statement of Work (SOW) and a detailed action plan for the rollout of the new cash register system.
• Managed the full project, including running pilots for new payment terminals (CCV replacing Yomani) and implementing the Safepay systems.
• Managed execution of key initiatives, tracking deliverables and KPI’s to ensure the objectives were met.
• Collaborated with cross-functional teams, including technical business and external suppliers fostering alignment and stakeholder communication.
• Rewrote the SOW twice to incorporate changes and extensions in the project plan.
• Successfully completed the project with a smooth transition to the new systems.
• Delivered a final project report to the client summarizing results and lessons learned.

Result: Dirck3 Cash register system was completely replaced by InPosition POS

Project 5: Replacement HBIS by SCS for Dirck3

• Initiated a project to migrate Dirck3 from the outdated HBIS ordering system to the SCS system, promoting synergies between supermarket and liquor store ordering processes
• Analyzed and reported on the risks of the EOL status of HBIS, leading to the decision to switch to SCS
• After a successful kickoff and the creation of a Statement of Work (SOW) and action plan, the project was put on hold due to a lack of operational capacity

In consultation with SRV, terminated the contract as an external project manager to reduce the number of ongoing projects

Used tools and techniques: Jira, Topdesk, M365 (OneDrive, Teams, Outlook, Office, SharePoint, Project, Forms), Zoom, Citrix Workspace.

For this international project, I am at the helm of overseeing its execution. My responsibilities include writing the Project Initiation Document (PID), managing the development direction in collaboration with Latin American developers who are responsible for creating this hardware product. Due to NDA agreements, I am unable to share specific details regarding the functionality of this network-oriented product, but here is a brief summary of my responsibilities:

• Created the Project Initiation Document (PID): Defined the project scope, objectives, and timeline
• Selected the appropriate engineers and stakeholders
• Managed the project budget: Ensured the budget remained within limits, covering costs for development, materials, and marketing
• Managed expectations: Identified milestones and scaled resources up or down to meet project requirements
• Led development teams: Coordinated Latin American development teams to ensure optimal performance and achievement of project goals
• Organized weekly Scrum sessions: Led weekly meetings to monitor progress and directly address challenges
• Reported to client management: Provided bi-weekly updates to the client on progress, performance, and any emerging issues
• Engaged with stakeholders: Maintained regular communication with clients, development teams, and marketing teams
• Guided the project to successful delivery: Oversaw the completion of the project, including testing, quality assurance, and final adjustments

Due to NDA agreements, I am unable to provide further details regarding the network-oriented hardware product.

During this period, I was asked to leverage my connections in Latin America to gain insights into the market and explore opportunities there. This market research on ICT personnel in Latin America was crucial for understanding the availability, skills, trends, and challenges in the information technology sector in the region. XC wanted to make informed decisions about attracting ICT talent from the area. Below are the key steps I took:

• Project initiation: Developed a project brief outlining goals, such as identifying available skills, salary trends, and technological preferences.
• Target group research: Identified relevant ICT professionals (such as software developers, network administrators, and data analysts) and investigated popular technologies, programming languages, and skills such as Cloud, AI, and cybersecurity.
• Strategy development: Created strategies for gathering market data through surveys, interviews, and online resource analysis.
• Investigated local trends in online networks, key competitors, and the working conditions and lifestyle of professionals in the region.
• Understanding ICT professionals' needs: Analyzed what Latin American ICT professionals value, such as career opportunities, flexibility, and training needs.
• Creating a detailed report: Compiled a report with findings and recommendations for the recruitment process, such as adjusting working conditions and offering specific training (e.g., language courses).
• Team leadership: Coordinated and led a team of three professionals (Marketer, Sourcer, Account Manager) to achieve the research objectives.

Result: Through this project, XC gathered valuable insights about ICT personnel in Latin America, enabling the company to better address the needs and challenges of these professionals and ensure that the right talent can join the organization.

Tools and techniques used: M365 (OneDrive, Teams, Outlook, Office, SharePoint, Project, Forms), Zoom.

I led the development and implementation of M2M TV, an innovative global television platform. The platform allowed users to purchase individual television channels or small bundles from around the world, supporting advanced technologies such as 4K/UHD, VR, and 360-degree television. Below is an overview of my responsibilities.

• Created the Project Initiation Document (PID): Detailed the project scope, objectives, expectations, responsibilities, and required resources.
• Developed the business plan: Created a business plan for investors outlining the feasibility and growth potential of the platform.
• Project planning and scheduling: Developed and managed a detailed project plan, including milestones and deadlines, for the successful completion of the project.
• Team management: Led multidisciplinary teams (developers, testers, designers) and strategically deployed resources to support project goals.
• Budget management: Responsible for managing the initial capital of €250,000 and the total project budget of €2 million.
• Led the implementation of structured project management methodologies (Agile/Scrum, PRINCE2) to improve project efficiency, delivering multiple successful projects on time and within budget.
• Technical management and coordination: Managed IT infrastructure, including Linux and cloud servers, a Kubernetes cluster, and a global Level 3 Content Delivery Network (CDN) for distributing M2M content.
• Risk management: Identified and mitigated project risks while ensuring quality through checks and process monitoring.
• Scope management: Adapted to changing circumstances and deviations within the project, proactively adjusting the scope to keep the project on track.
• Post-delivery and handover: Ensured the quality delivery of all agreed-upon deliverables and coordinated the post-delivery phase.

Despite the cutting-edge technologies and the team's drive, the original goals of M2M TV were not fully realized, which led to the decision to terminate the project.

Tools and techniques used: M365 (OneDrive, Teams, Outlook, Office, SharePoint, Project, Forms), Zoom, Photoshop

In my role as Project coordinator for outsourced mobile development, I was responsible for end-to-end coordination and execution of various projects. My focus was on ensuring timely and within-budget delivery, while bridging collaboration between various stakeholders, including clients, users, management, and other involved parties. My tasks and responsibilities included:

• I led the process of identifying the requirements for mobile applications based on the specific needs and demands of the client. This included various platforms such as iPhone/iPad, Windows Phone, Android (phone/tablet), Bada, and backend (PHP, MySQL, .NET, Java).
• I played a crucial role in establishing effective project management processes, utilizing Agile/SCRUM methodologies. I managed development teams consisting of testers, designers, and developers. The team sizes varied between 3 and 16 members, and project timelines ranged from 2 to 16 months, with budgets varying from a few thousand to over €100,000.
• I took full responsibility for the project from the initial phases through to delivery. This included managing multiple testing cycles of the final product and leading acceptance testing with clients. After project completion, I carried out closure activities or maintained projects via maintenance contracts.
• Since key clients were located worldwide, including in Japan, Germany, the UK, the Netherlands, the US, Australia, and Canada, I facilitated effective communication in English. This included clients such as Cartoon Network, Lexus, GlaxoSmithKline, and many others.
• I provided clients with weekly progress reports and delivered builds. I was also responsible for scheduling and managing project changes.
• As many projects were fixed-price, effective budget and schedule management were crucial to ensure the projects stayed within set limits.
• I tracked outstanding bugs and features to be implemented using tools such as Jira and Redmine.
• Managed the execution and tracking of KPIs for multiple cross-functional projects, ensuring all deliverables were met as per client specifications and timelines.

Result: During my time as Project coordinator, I successfully completed over 30 projects. These achievements contributed to the growth and reputation of the company in the mobile development sector.

I enthusiastically served as Project lead within Ziggo's Swap-Out Program. The primary goal of this program was to replace the outdated Motorola CMTS servers to meet the increasing demands for internet growth and to deliver various services to our valued customers. My responsibilities included:

• Created the Project Initiation Document (PID) and project brief, outlining the scope of the project, including expectations, objectives, resource allocation, budget management, and more.
• Developed a detailed plan for testing and certifying the new Arris CMTS servers.
• Developed a rollout plan to replace the existing 175 old CMTS servers with 65 new CMTS servers.
• Selected and effectively managed a team of 20 engineers involved in the project.
• Led the actual swap-out process of the CMTS servers to ensure a smooth and uninterrupted transition.
• Actively participated in program meetings where the progress of the Swap-Out Program was discussed with other project managers and the program manager.

The overall budget for this ambitious project was €25 million, and the project timeline spanned one and a half years. During this period, I led a team of 20 dedicated resources spread across the country.

This project was crucial for modernizing and improving Ziggo's network infrastructure to better serve our customers in an era of growing internet demand and evolving service delivery. My role as Project leader was to bring this complex project to a successful conclusion through thorough planning, execution, and close collaboration with all involved stakeholders.

Within the organization I had multiple roles and some overlapped others. Here are some of the tasks and responsibilities I had as account manager, service manager, field manager and recruiter.

Recruiter:

• Responsible for managing IT resources, maintaining client relationships, and ensuring service quality within ICT projects.

Field manager:

• Managing deployed resources at client sites and ensuring employee satisfaction.

Account-/Service manager:

As account-/service manager, my primary focus is on managing IT services and ensuring the quality, efficiency, and effectiveness of the various services. I also maintain frequent contact with key stakeholders within the organizations.

• Evaluating supplier performance based on predefined performance indicators (KPIs) and service level objectives.
• Analyzing performance data and preparing reports to share findings with stakeholders, identifying strengths, weaknesses, and potential improvements in supplier performance.
• Providing communication and feedback to maintain contact with suppliers, discussing expectations, providing feedback, and addressing any bottlenecks.
• Monitoring compliance with contractual agreements and conditions by suppliers. This includes overseeing contractual deadlines, tracking changes, and managing any contractual disputes or issues.
• Building and maintaining positive relationships with suppliers based on trust and open communication.
• Identifying and selecting new suppliers based on their capabilities, experience, financial stability, and possibly prior performance.
• Identifying opportunities for improvement in the supplier management process.
• Supporting European tenders.
• Developing the NEN 4400-1 quality manual.
• Developing the ISO 9001 manual.

During this year, the focus was on two key areas:

• Acquiring new staffing assignments: Actively involved in expanding the network and acquiring new staffing assignments. This meant constantly identifying new business opportunities, maintaining contact with clients, and convincing them of the value of our professionals for their projects.
• Managing freelancers and third-party employees: Responsible for managing and ensuring the satisfaction of the professionals working in the field, primarily freelancers and third-party employees. Since they worked for external parties, the focus was less on direct leadership and more on ensuring their satisfaction and motivation during their assignments. Maintaining a good relationship, ensuring regular communication, and resolving any issues played a crucial role.
• As an unforeseen initiative at the start of my contract, I proposed the implementation of a professional CMS software to track and manage the details surrounding assignments, professionals, leads, and more. I organized three demos with various suppliers, and in collaboration with management, we selected Carerix as the preferred CMS. I then led the system implementation with the supplier, customizing the configuration to meet KRM's specific needs and expectations.

Although the team was not directly under my leadership, it was essential to create an environment where these professionals could perform optimally while also ensuring their loyalty to the company.

As teamleader for the External Leverage team within Getronics Consulting (later KPN Consulting), I led a service department responsible for managing all staffing agreements. Our primary goal was to support Getronics account managers by sourcing, finding, and providing qualified IT professionals. These activities were closely aligned with pre-selected suppliers, ensuring a streamlined operational workflow. In this multifaceted role, I carried out various tasks:

• I managed the department's logistical planning and oversaw the daily activities of four resource managers to ensure the effective deployment of available resources.
• I monitored supplier relationships and ensured compliance with contractual agreements, as outlined in SLAs and KPIs.
• Developed and refined processes to ensure smooth and efficient onboarding of resources for staffing.
• Coordinated the "Monthly Closure" process, including managing time tracking and invoicing.
• Prepared reports on achieved results.
• Continuously worked on improving procedures and user manuals to increase efficiency.
• Provided valuable insights and advice to management regarding the activities of External Leverage.
• Played an active role in enhancing and maintaining client satisfaction by delivering high-quality services.
• Directed marketing activities to effectively promote External Leverage's expertise and services.
• Evaluated RFPs to determine their alignment with the department’s capabilities and also managed the submission of new proposals to a selection of suppliers.
• Maintained oversight of all existing, expiring, and new contracts to ensure compliance with contractual agreements.
• Acted as the primary contact for all escalations related to the processes of External Leverage.
• Prepared detailed reports using Excel to provide management with insights for decision-making.
• Actively participated in various improvement projects, including user testing, creating manuals, and training.
• Mentored new employees to ensure their successful integration into the team.

In summary, as teamlead, I was responsible for successfully coordinating various aspects of the External Leverage team. My role encompassed not only managing operational processes but also providing strategic insights and ensuring high-quality service delivery to clients and internal stakeholders.

From this role, I transitioned to the responsibilities described above and led the restructuring of the previous external staffing department into BUXL.

Did several projects for Call2.

• ABN Amro (Amsterdam) - Service manager (07-2007 - 02-2008)
• Getronics (Zoetermeer) - Recruiter (03-2007 - 07-2007)
• DNB (Amsterdam) - 1st & 2nd line support (10-2006 - 02-2007)
• Heineken (Zoeterwoude) - Servicedesk/Quality control (04-2005 - 08-2006)