| Period | 2006, July - 2008, April |  |
| Roles | Advisor/Project Expert, Senior Project Management Officer, Programme Coordinator |
Short description of the background and assignment
Fortis ASR decided the Quarterly Reporting had to be reduced from 24 to 10 working days. This meant reorchestrating 6 independent labels, several external bodies and many internal departments; a serious organizational as an IT challenge.
Responsibilites
- Ensure that Fortis ASR reports is Quarterly within 10 working days
- Keep everybody on board, e.g. ensure that the working relations are at least workable
- Everybody was lost in (conflicting) details
- The situation was tense, very personal and riddled with internal politics
- The number of departments, labels and external bodies involved
- As Advisor / Project Expert I modelled the target process to meet the 10 day duration time
- As senior PMO I was responsible to ensure the intended target process was realized, issues that aroze and timely reporting
- As Programme Coordinator I ensured the target process was realized
- Keep people focused on the results and reward people for their behavior in the reporting (who did a wonderful job, who was in need to change his/her behavior).
- A graphic representation of the target proces in sufficient detail works wonderful to mobilize people.
- Such a large programme has different phases that from a management point of view requires people with different skills and behavior; orchestratring this 'programme manager life cycle' is a serious plus.
- Mobilizing people, especially in an informal role, is something that I'm good at.