This curriculum vitae summarizes the professional experience of Denise van Rooyen as a business analyst and project manager with over 18 years of experience. She has led teams and managed projects for major companies across various industries. Her experience includes implementing logistical systems, mapping business processes, developing standards and procedures, and advising on optimization and improvement initiatives. She holds qualifications in computer science, clinical technology, and project management and has extensive training and skills in areas such as data analysis, project management, process mapping, and software applications.

1. Curriculum Vitae
Denise van Rooyen
I D : 6 5 0 3 1 7 0 0 2 2 0 8 8
27 MORGA N STREET
DA N PI EN A A R
BL OEM FON TEI N
CEL L +27 (0) 82 331 7710
E- MA IL DENI SE@QM A RK.BI Z

2. Denise van Rooyen
GENERAL
A highly experienced Business Analyst / Project Manager with 18 years of experience in
Business Process and System Management as well as Programme/Project Management; who
has demonstrated the ability to lead diverse teams of professionals to new levels of success.
This was achieved through being project manager on various large projects for major
companies such as Anglo American, Impala Platinum, Eskom, Accenture, National and
Provincial Treasury, Education, Public Works, etc.
I have the ability to lead diverse teams of professionals to success by focussing on each
member’s strength thus ensuring as a team we achieve our specified deliverables.
I have accumulated vast experience of the lifecycles of various companies.
CAREER HIGHLIGHTS
• Team Leader at Accenture to implement a logistical system at their provincial
departments – Education, Public Works, Social Works, etc. in the Freestate and Eastern
Cape regions
• Managed a team of 20 on the Project Tools Programme within the Back2Basics initiative
at Eskom – mapping project management processes within Eskom – Mega and Non-
Mega projects up to Solutions Architecture level. (Nominated as best performing
project)
• Facilitating Business Process Management initiative at Total Coal SA – aligning
operational processes to strategic objectives. Quality Assurance processes against pre-
defined organisational model.
• Responsible for developing of an Integrated Mine Planning Maturity Journey Roadmap
for Mineral Resource Management at Impala Platinum
• Facilitated and guided the design, implementation and evaluation of an integrated mine
planning process (IMPP) BHP Billiton’s : Coal Operations
• Advised and Assisted in Engineering Governance at Anglo American Platinum – aligning
mine specific standards to Anglo American global standards.
• Developed and reviewed Code of Practices for Engineering department at Anglo
American Platinum Union Mine.
• Facilitated Business Process Management for Impala Platinum’s Technical Services –
standardising the Mine Planning Procedures from Life of Mine to Short Term Planning
including Drill&Blast planning, Geology and Survey related procedures.
• Project Management for Metorex Planning Optimisation Project at Ruashi (Democratic
Republic of the Congo)
• Project Manager for SOP (Standard Operating Procedures) development for Xstrata Coal
mining planning division.
• Project Manager for SOP (Standard Operating Procedures) development for Optimum
Coal Technical Services Department: Drill & Blast- ; Dragline- ; Truck & Shovel
Planning, Geology, Survey and Rock Engineering.
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3. Denise van Rooyen
COMPETENCY PROFILE
• Excellent data analysis and interpretation skills - accumulation, assessing, sanitising
and enhancing data and ultimately advising and executing an appropriate discussed
solution.
• Excellent Project Management Skills – ensuring team members are allocated to best
suited area of expertise to ensure successful delivery of the project within allocated
time and budget.
• Has the necessary background and expertise to successfully facilitate the development
of best practice process flows.
• Has a systematic process flow mapping background with experience in the use of
mapping tools and application of mapping methodologies.
• Strong ability to conduct detailed business needs analysis to provide a business case to
the client with respect to the various business value chain processes.
• Has a programmer / database maintenance background to ensure that all areas of a
business / systems analysis are taken in consideration
• Able to conduct data integration analysis from an operational through to the ERP level
of the business.
• Team player who works well with people at all levels of the organisation with excellent
communications skills.
• Strongly motivated, able to think laterally and develop innovative solutions.
EDUCATION / SKILLS
• Bachelor of Science Computer Science (University of the Freestate)
• Clinical Technologist – Cardiology (Central University of Technology)
• Project Management Governance (Course : Accenture)
• Report Writing (Course : Accenture)
• Time Management (Course : Accenture)
• Process Analysis (Course : Accenture)
• Business Analysis (Course : Accenture)
• Business Process Mapping (Visio and Aris)
• ISO 9001:2008 (Intro Course JVos Lead Auditor)
• Time Management (Course : Accenture)
• Presentation Skills (Course : Accenture)
• MS Word (Course : Spoornet)
• MS Excel (Course : Spoornet)
• MS Project (Course : Spoornet)
• MS Powerpoint (Course : Spoornet)
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4. Denise van Rooyen
CAREER HISTORY - HIGHLIGHTS
IVANHOE (KAMOA DRC)
(May 2016 – Aug 2016): Advising and Assisting Ivanhoe Business Improvements Manager
with Kamoa’s operational readiness wrt people, processes, systems in all the functional areas
such as SHE-, Risk-, Quality-, HR Management, etc.
Assisting in the following areas:
• Data management and reporting in making use of a functional reference model (FRM)
approach to define data management through the Information management
Landscape.
• Mine operations technical analysis, through the examination and definition of critical
success factors, for the creation of value from the ore body as a result of mine plans,
designs, methods and processes.
• Identify the critical success factors
• An appropriate organisational design and implementation schedule.
• Maturity journey framework on improvement initiatives – Based on the analysis and
findings identified.
SKY-LAB TECHNOLOGIES
(Sept 2015 – April 2016): Advise and Assist management with their strategic decision to
improve overall efficiency and effectiveness, to ensure that there is greater oversight;
transparency and control over its capital spend.
Areas of focus to address the abovementioned improvement initiative were as follows:
• Develop a Quality Management System: To specify the requirements by which the
client shall manage, implement, maintain and continually improve a QMS based on
ISO 9001:2008. This will be applicable to all employees, entities, suppliers and
contractors involved in the day to day operations.
• Business Management Systems: By designing there processes around the ISO
9001:2008 standard, it ensured that their management systems not only comply with
the ISO standard but also lead to the development of an effective governance, risk
and compliance framework. This enabled leadership to govern what the organisation
is doing in order to minimise the risks that can result from non-conformances
• The new ISO 9001:2015 was taken into consideration (new ISO to be rolled out
September 2016)
ANGLO AMERICAN – UNION MINE - ENGINEERING
(March 2014 – Sept 2015): Advise and assist Anglo American’s Union Platinum Mine’s
Engineering Department with their procedures and standards and ensuring it aligns to Group
procedures and standards. Advise and assist Engineering’s Baseline Risk Assessment
Involved in the management and assistance in the following areas:
• Optimisation and Standardisation of Standards, Procedures and Code of Practices for
Engineering through facilitated work sessions as well as individual sessions.
• Providing guidance on possible workflow automation for approval of new/revised
documents.
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5. Denise van Rooyen
• Assess and advise safety department with the Engineering Baseline Risk Assessment
document;
• Setup and Implementation of EUREKA (Anglo’s intranet) at Union’s Engineering
Department – ensuring documentation, appointments, etc is loaded and linked on
EUREKA!
• Aligning Standards and Procedures to Anglo American’s Group Technical Specifications
ANGLO AMERICAN
LFI (Learning from Incidents) Division – Head Office
(Nov 2013 – March 2014): Advising and Assisting Learning from incidents team in improving
the integration of existing Information Management systems, possible expansion of existing
system functionality and possible implementation of new systems.
Provide a roadmap in order to achieve the following outcomes:
• Expedite implementation of the LFI process throughout the Anglo American Group.
• Effectively entrench the LFI processes throughout the Anglo American Group.
• Develop the ability to provide effective support to Anglo American sites in the use of
the LFI processes.
• Improve efficiency of the use of the LFI process.
• Improve the outputs from the LFI process for use on site, Business Unit and Group
level
ESKOM HOLDINGS
(May 2013 - Oct 2013): Project Manager on Contract Management Due Diligence initiative at
Eskom Holdings Refurbishment Projects
Was requested to assist in this first step in establishing a pro-active contract management
strategic model, team was tasked to assess the current business processes wrt Contract-,
Quality- and Risk Management and provide guidelines on the areas of quality and risk, for
inclusion into Eskom’s Contract Management Toolkit.
The observations and recommendations report provided opportunities for improvement on
process activities, process integration, clarification on roles and responsibilities, business rules
and supporting systems.
Involved in the management and assistance in the following areas:
• Quality Management Systems assessments and recommendations;
• Risk Management Systems assessments and recommendations
• Contract Management Systems assessments and recommendations
TOTAL COAL SOUTH AFRICA
(Oct 2012 - May 2013): Facilitating Business Process Management exercise at TOTAL COAL
SA – aligning operational processes to strategic objectives.
Involved in the facilitation of Process Engineering and Quality Assurance of the following areas:
• Operational Processes such as Drill & Blast, Conveying or Ore, etc.
• Technical Support Services such as Planning, Geology, Survey, Rock Engineering;
• Ore Processing – Plant processes;
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6. Denise van Rooyen
• Marketing & Logistics;
• Finance;
• Human Resource & Development
METOREX
(Aug 2012 – Oct 2012): Project Manager for the Mineral Resource Management optimisation
Project at Ruashi – DRC: to evaluate the implications of the Life of Mine (LoMP) Scenario 1B
optimisation, in terms of the practical implementation of the plan, and the translation of the
LoMP scenario into an operational plan for implementation on January 2013. It is also to
ensure that the necessary supportive systems, technologies and processes are in place to be
able to manage the implementation, and also to ensure that adequate infrastructural capacity
is available for waste dumping, stockpiling, reclamation and mining activities.
Project Manager for the Survey optimisation Project at Kinsenda – DRC To conduct a re-survey
of the Kinsenda underground workings inclusive of the following main work packages:
• Total-station peg re-survey of identified sections of the underground workings
• Establishing of Gyro bases on three main levels of the mine
• Draping of the digitised mine plans onto the re-survey base
• Quality Assurance / Quality Control by a qualified mine surveyor on the integrity and
accuracy of entire survey project
MAFUBE MINE (Anglo/Exxaro JV)
(May 2012 – Jun 2012): Project Manager for Survey People related procedures and
standards as well as supporting documentation, including compiling and conducting a skills
assessment.
Assisted the Survey Manager in compiling, standardising and implementing the following:
• Survey Manual / Procedures containing elements such as:
o Health and Safety Surveys
o Panel Risk Assessments
o Monitoring of Pillar over / undermining
o Slope Stability
o Monitoring of High Wall Surveying
• Job Profiles
• KPA’s and KPI’s development
• Performance Management Documents
• Personnel Files
• Planned task Observations
• Skills Assessments
• Succession Planning
• Supporting documentation to people related processes.
OPTIMUM COAL
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7. Denise van Rooyen
(Dec 2011 – May 2012): Project Manager for optimisation within the Technical Department
of Optimum Coal.
• This program aims to develop and implement a strategy to renew skills in the
Technical departments at Optimum Coal Holdings plus sustainable initiatives to
maintain the intellectual asset base.
• Design a technical department organisational structure that can serve the operation
effective and efficiently. Secondly, people need to be evaluated to see are they
qualified and has the experience for the position they are appointed in or if they need
to be re-skilled to meet the specific job profile.
• The mining value chain needs to be broken up into processes followed by developing
blue prints with relevant standards and procedures to help embed the fundamentals
• Develop a proper talent management program a sustainable talent pool will not be
created and the Technical department will keep on managing skills in a crisis mode.
• Draw up a plan with the input and buy-in from the relevant stakeholders which, if
implemented, addresses the identified people related issues that may otherwise
negatively impact the successful implementation of the Technical blueprints,
standards and procedures
• To implement well defined and designed solutions to immediately and independently
improve the Technical Department’s performance in preparation for the overall
Phambili implementation.
ESKOM HOLDINGS
(Feb 2011- Dec 2011): Project Manager for the Process Stream within the Project Tools
Programme., part of the Back to Basics Initiative within Eskom to ensure Simplified, Optimised
and Standardised Processes for:
- Portfolio Management
- Programme Management
- Project Management
- Planning and Scheduling Management
- Monitoring & Reporting
- Cost Management
- Project Sourcing & Contract Management
- Risk Management
- Quality Management
- Engineering and Design
- Health & Safety
- Commissioning
- Construction Management
- Configuration and Document Management
- Financial Management
- Resource Management
• Initiate, plan, implement and monitor the project as per the content of B2B
Programme Management Practices Guideline
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8. Denise van Rooyen
• Control the project budget, scope & schedule
• Compile the project estimate, budget & schedule
• Adhere to the programme change management process
• Ensure adherence to specific Eskom governance requirements
• Ensure accurate and timely project reports are generated and distributed in
accordance with laid down governance to relevant stakeholders
• Ensure that the project includes all the work required and only the work required to
successfully complete the project
• Ensure that the project risks are identified and managed
• Ensure the integration and coordination of all the components of the project
• Be the primary point of contact for the project
• Track overall project performance
• Ensure that team members know their responsibilities
• Track team member performance
• Ensure the most effective use of people involved in the project
• Ensure timely and appropriate project communication
• Report project status to the relevant stakeholders
• Ensure that deliverables are completed and signed off by the Business Sponsor or
his/her representative
• Maintain a project file containing all the required project documentation
ESKOM HOLDINGS
(Aug 2010- Feb 2011): Project Manager on the Mapex project - Redesign Project Management
and Contract Management Processes, Investigate Systems issues and Change Management facilitation
Was responsible for the following deliverables:
SAP FI Cleanup
• Identify stakeholders
• Arrange Intro meeting
• Have AS-IS work session to determine reasons for incorrect data
o Revisit User setup
o Check Financial Codes
o Assess user's SAP FI skills
o Identify possible additional processes to optimize invoice capturing
o Assess whether enough resources for capturing process
• Compile URS containing findings and recommendations.
• Oversee cleanup process
• Provide frequent feedback to Stakeholders
Assessing Primavera functionality and sustainability
• Identify stakeholders
• Arrange Intro session with stakeholders
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9. Denise van Rooyen
• Investigate current policy with regards to scheduling tools and process
• Assess status on project schedules – Programme Manager up to Project managers –
one to one
• Work session to determine AS-IS approach to schedule updates
• Identifying GAPs in AS-IS
• Determine TO-BE on project schedule updates
• Compile URS document and present
• Oversee recommendations as in URS document
Recommendations on improving the Plant Access and Permit System
• Identify list of issues as per Post Mortem document
• Work session with PASC user/administrator on current workflow (AS-IS)
o Identify GAPS / problems / bottlenecks
o Resource capacity
o Management Reports
o Possible update on platform
• Map TO-BE workflow
• Identify Training needs / System configuration needs
CED-Matla Systems landscape
• Identify divisions/businesses within CED-Matla and associate stakeholders
• Meeting with IT on implemented solutions
• Identify all applicable systems
• Agreed on format with IM
• Identify workflows
• Map Landscape
Populate procedures and standards (workgroups / mail / one-on-one's)
• Preparation for sessions
• Determine availability of Team members
• Invite and arrange
• Hold sessions
• Collate information
• Compile document
• Circulate the document
Verification of procedures and standards
• Preparation for session
• Determine availability of Team members
• Circulate the document
• Invite and arrange
• Hold session
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10. Denise van Rooyen
BHP Billiton Energy Coal SA
(Jun 2005 - Sept 2010): Invited by BHP Billiton Energy Coal SA’s CIO to conduct a business
needs analysis to assist them during the Mining Execution System (MES) and Fleet
Management System (FMS) solutions evaluation towards final selection of a fit-to-purpose
solution at the operational level of the business, given the specific business requirement at this
level of the organisation.
Determined the operational Key Performance Indicators (KPI’s) during the business needs
analysis at each of the BHP Billiton operations relevant to material flow (quality and quantity)
and fixed and mobile equipment (availability, utilisation, efficiencies and productivities) along
the mining value chain.
Facilitation and technical consultation on the designing of an integrated Life of Mine Plan
(LOMP) and short term planning (STP) process to standardise and formalise the planning
process at all of the BECSA operations
• Facilitated process analysis through workgroups
• Determining maturity evaluation methodology.
• Design blueprint/process map for planning processes
• Facilitating the compiling of procedures and standards linked to the blueprints
• Design data integration map
• Systems Identification Listing Matrix (Level I, II and III) along the mining value chain
• Compiling a Pivot Table containing the current KPI measured at an operational level
within client
• Information flow analysis at an operational level of the business for the strategic
alignment of systems relative to the BECSA IS reference model.
• Ensuring that the formalisation and standardisation of information at an operational
level of the business to support the business requirements with respect to the
reporting of validated business data into SAP.
• Performing a co-ordination role with respect to the request for information (RFI)
phase of projects as well as the evaluation against the business requirements, of the
response to request (RTR) feedback from the respective suppliers.
• As part of the business needs analysis the final Users Requirement Specification
(URS) had to include operational KPI’s with respect to high level opencast processes
• Investigate control & data flow between subsystems
• Take in consideration the following : Performance & availability dependencies
• Investigate consistency of internal interfaces
• Development of operational standards & protocols to be configured within MES/FMS
Accenture
Global management consulting and technology services company
(Jan 2000 – Jun 2005): Team Leader for Logistical System (LOGIS) implementations at Freestate and
Eastern Cape Regions for all government departments, ensuring Financial Management Systems (FMS)
and PERSAL systems are integrated with Logistical system.
• Advises, supports and guides LOGIS Roll-out team in Eastern Cape
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11. Denise van Rooyen
• Finalize detail preparation and implementation plans.
• Gathers and manages stakeholders expectations (Eastern cape Provincial Treasury)
• Supervises quality and efficiency of the LOGIS roll-out team outputs and provides
frequent and regular performance feedback to both the individual and management;
• Ensuring adherence to the LOGIS roll-out team standards and procedures at all times.
• Builds a cohesive LOGIS roll-out team that exchanges knowledge effectively;
• Effectively manages LOGIS roll-out team meetings re: knowledge transfer, continuous
improvement etc.;
• Ensure timely submissions of ACS’s (Annual Contribution Summaries) PDP’s
(Professional Development Plans), Time Reports, Expense Documents, Travel Plans
and Trip Authorizations);
• Builds good relationship with the users, LOGIS project teams and LOGIS roll-out team
personnel;
• Plan and facilitate all departmental roll-out meetings.
• Conduct Weekly status meeting with Provincial Treasury Implementation coordinator
Team Leader;
• Ensure project sign-off by client during post implementation phase;
• Provide a consolidated departmental progress report to steering committee; and
• Monitor the roll-out site’s progress and ensure that the projects milestones are
achieved.
SPOORNET
(Jun 1990 – Dec 1999): Involved on the solutions and IT Landscape of the South African Railway
environment (Spoornet) as analyst programmer being part of their Information Systems support teams.
• Systems Architecture, Design and Analysis.
• Network programming
• Database design and optimization
• Software configuration, installation and support
• Project management of small and large systems.
• Investigate Control & data flow between subsystems
• Ensuring Standards & protocols of Spoornet are accommodated within Systems
• Interfacing with the user(s) and sponsor(s) and all other stakeholders in order to
determine their (evolving) needs.
• Generating the highest level of system requirements, based on the user's needs and
other constraints such as cost and schedule.
MARKETS & MAJOR CLIENTS
• Ivanhoe
• Eskom Holdings
• Anglo American
• Total Coal SA
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12. Denise van Rooyen
• BHP Billiton
• Xstrata Coal South Africa
• Implats
• Metorex
• Anglo Coal/Exxaro - Mafube
• Government SA (all departments)
• Provincial and National Treasury
REFENCES
Hannes Struyweg : Anglo American – LFI : 071 187 7512
Helena Luwes-Hoberg : Ivanhoe : 082 774 9568
Marius Smit : South32 : 082 467 2130
Marius Smith : Glencore : 082 944 6574
George Smith : Eskom : 072 628 3103
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