Peter Snoeckx has been working for almost 30 years on the border between improving business processes and implementing these processes in IT systems. As a management consultant, he has gained experience in various sectors, ranging from government institutions to utilities to companies in production and logistics. This broad experience is an advantage as many ideas are widely applicable across different sectors. For the past five years, he has been working as a program manager for a European media group. He has a degree in computer engineering followed by an MBA. CPIM, Certified Scrum Product Owner, ITIL and Prince 2 are the professional certificates he holds.His services can be provided in Dutch, English, and French.Additionally, Peter speaks some German and Italian.
At every transformation, it is primarily important to inspire the various stakeholders. In a concise presentation of up to one hour, an introduction is given to the various aspects that are relevant to your audience. For this purpose, we will agree on the content of such a presentation in advance. Of course, these presentations can also be given for all kinds of events. When you then decide to start a project, the internal project group must gain a deep knowledge of the subject. This is best done through a series of interactive workshops with your employees. Depending on the project and your environment, these workshops can stand alone or be integrated into your project
Once your employees, and yourself, are inspired, we will examine what this can mean for your organization. What is the vision for your company within five years? A vision without a concrete plan is nothing more than a dream. Therefore, we will work together to develop a high-level plan of action on which domains should be addressed with what priority.
Once the direction of your organization is determined, it can be made concrete. For this, we first examine the processes that need to be automated together. Perhaps there are optimizations possible in these processes, or some steps may not need to be done at all. It may also be that certain functionalities for your organization are very obvious, while software has difficulty with them. The next step is to translate the processes into functional specifications that the software must meet. In addition to the requested capabilities, there are also non-functional requirements that a supplier must provide. Think of the language of the package, the required training, the SLA, etc. All of this is put into a specification document that is sent to a number of suppliers. Based on the answers, and possibly one or more rounds of demos, a finalist is selected with whom the negotiation is started.
After determining the strategy and selecting the right tools, you must also realize them. This is not only on a technical level. Installing the right software without the necessary changes in the organization and motivating the involved employees will result in a guaranteed failure. It is important that in every software implementation, there is a project leader on board who represents the interests of the organization, to counterbalance the claims of the suppliers, and to look beyond just the current project
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