This document provides details on Frank Noort's education, qualifications, languages, professional experience, key skills, career history, assignments, and projects. It outlines his experience as a senior project manager, Agile coach, and transition/transformation manager for various IT implementation projects over the past 12+ years. His background includes Prince 2, PMI, and Agile certifications and he has led complex projects for customers such as IBM, TATA, ABN AMRO, and Jumbo Supermarkets.

1. Date: 30-Aug-2016Page 1 of 10Resource Manager: Jacquelina Hartong
Frank Noort Netherlands
Education
Qualifications Prince 2 - Foundation in Prince 2 - Foundation
Global Knowledge, Netherlands
Thesis Title: Prince 2 Foundation, the basic exam to be able to understand the principles
and terminology of the Prince 2 method. , 2012
Prince 2 - Practitioner in Prince 2 - Practitioner
Global Knowledge, Netherlands
Thesis Title: Apply PRINCE2 to the running and managing of a non-complex project
within an environment supporting PRINCE2. , 2012
Project Manager Professional in Project Management
PMI.ORG, Netherlands
Thesis Title: Project Management, 2004
Agile SME in Agile practises and values
IBM Agile training syllabus, Netherlands
Languages
English Fluent
Dutch Fluent
Professional experience
Profile PMI Certified and Prince2 Qualified Senior Project Manager.
Agile Subject Matter Expert and Agile Coach within IBM GTS.
Currently employed as senior project manager, implementing complex IT solutions for
IBM customers.
Has more than ten years experience implementing complex IBM IT solutions for
customers and possesses specialist knowledge on the areas of End User Workplace
environment, helpdesks and networking. Next to that, has experience in leading a full
complex outsourcing project, from Transition (taking over services, leading people into
the IBM organization, day-one operations) to Transformation (Managing projects to
transform the customer IT organization to IBM standards).
More than twelve years experience leading project teams for IT implementations at
customers and the IBM internal IT organization.
Is known for an open and enthusiastic attitude needed to motivate team members and to
manage the project activities as well as managing relationships with customers.
• Is highly customer focused and pragmatic to find the right solutions
• Is a team player. Wants to be successful with a dedicated team preferably with
customer and own resources together.
• Is strongly motivated to make projects successful, committed to succeed.
• Has the ability to create a strong working relationship with the customer
Key Skills - Project Management
- Leadership, the quality to motivate and lead people

2. Date: 30-Aug-2016Page 2 of 10Resource Manager: Jacquelina Hartong
- Technical Background
Key Courses and
Training
1986, MEAO
1989 – Certified Novell Engineer
2003 – IBM Project Management Edurcation completed
2004 - Project Management Professional - PMI
2012 - Prince2 Foundation and Practisioner completed
Career History 01/2008 - To date
IBM, Netherlands
Advisory Project Manager
Started in 2008 as Advisory Project Manager, implementing complex, multinational IT
solutions for customers worldwide.
These IT projects comprise technical implementations, as well as service management
and support solutions.
Has a preference to work on international projects
01/2003 - 12/2007
IBM, Netherlands
Transition Manager
As from 2003 active as Transition and Transformation Manager for several outsourcing
customers.
As Transition and Transformation manager responsible to take over the current IT
environment and resources of the customer to transfer and transform to IBM standards.
01/1999 - 12/2002
IBM, Netherlands
Technical Tower Lead / Implementation Manager
Technical Tower Lead
Responsilble for the design of helpdesk, on site support and network solutions
for outsourcing proposals. Next to that responsible for implementing the specific
outsourcing solutions once the deal was signed.
01/1997 - 01/1999
IBM, Netherlands
Technical Project Leader
Working for the IBM Internal IT organisation and implemented various IT solutions.
Was responsible for the rollout of the standard Windows95 desktop client for all IBM NL
employees, 6000 in total.
Assignment History 01/2016 - To date
8 months
TSE
TATA Outsourcing project - Transition and Transformation
Project Description: In December2015, the TATA Outsourcing project was signed,
handing over the management of their IT to IBM . A Transition project was started to
enable to start service delivery as from May 1st. After May 1st, transformation project
were launched to improve service delivery.
Contribution: Lead and manage several transition projects

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- Successfully applied Agile techniques to ensure that Transition deliverables were
handed over in time.
- Conduct several analyses on the TATA environment in the UK and NL. Mainly focused
on workstation management.
- Setup a life cycle management program to refresh hard and software for the duration of
the outsourcing project.
- Organized a transformation workshop with several break-out sessions to help starting
the business transformation.
12/2015 - To date
9 months
IBM Global Technology Services
Agile Coach
Project Description: As Agile Coach helping to transform the, infrastructure oriented,
Global Technology Services (GTS) departments in the BeNeLux to an Agile way of
working. Support the Delivery executives, program and project managers but also the
people "on the ground" with a new way of thinking, more productive and effective using
Agile values and practices. Finding ways to apply Agile techniques, which are DevOps
oriented in the world of infrastructure projects
Next to that, align and help other GTS Subject Matter Experts in Europe, to achieve the
same results.
Contribution: - Organised, hosted and presented three large workshops with 100+
attendees each informing GTS employees on the next level in Agile
- Set up breakout sessions to work and learn with Agile practices and values.
- Successfully applied Agile techniques at the TATA Outsourcing transformation,
ensuring all deliverables handed over in time and being recognized as GTS European
team of the Month.
- Coaching ABN Amro Account Program managers to find Agile enhancements in their
daily practices
- Coaching fellow project managers (140FTE) to use Agile products in daily life.
04/2015 - 01/2016
10 months
TATA Steel Europe
TATA Workstation Refresh project (FUSE) - Infrastructure Lead
Project Description: The overall Future Workplace Project has an objective to migrate
TATA Steel Europe end-user Office desktop and laptop systems from Windows XP to
Windows 8.1 within 14 Months.
Scope is to refresh 23000 workstations in several offices in the TATA steel landscape in
various countries
Goal of this subproject is to build up the backend infrastructure to make the migration
possible. This comprises:
- Build a working solution for several types of workstation clients.
- Build a backend and high-performance Citrix infrastructure to host 10000+ clients.
- Rollout the backend supporting infrastructure in various officies in the UK and NL
- Create migration scripts, moving data from the old to the new environment
Contribution: As a project manager responsible to manage the project deliverables
mentioned at the assignment description. I have succeeded to manage those items
successfully.
01/2015 - 05/2015
5 months
ABN AMRO

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End User Optimization -
Project Description: As a project manager responsible for a number of optimization
project within the End User Services stream of the ABN Amro migration.
Responsible for 4 projects regarding end users, allowing the ABN Amro user population
to be more self serviced and flexible
Contribution: As a project manager, delivering the following projects
- Client software distribution. Updatingt he current infrastructure and developing a
solution for a new, pull based, method software installation
- Low Touch Provisioning implementation, delivering new or updated workstation in a
more flexible and user controlled way
- Implementation of Systrack, a management tool to control and analyse installed client
software on the 25000+ workstation with the customers network
- Update and enhance intake and packaging method and flow within the customer and
IBM workflow
08/2013 - 12/2014
17 months
Jumbo Supermarkten
e-Commerce implementation
Project Description: Jumbo Supermarkten has decided to join the competition in online
shopping and has asked several parties to build a solution. This comprised the creation
of a website (http://jumbo.com) , the build of back-end systems like a product catalog,
a warehouse management system, an order management system and a customer
administration system as well as a solution for customers to pick up the good they
ordered
When the solution has been implemented customers will be able to order their groceries
via the website or via a dedicated app. Home delivery is out of scope of this phase,
customer can pick up their goods at dedicated Pick-up Points.
Contribution: Act as a project manager to implement the infrastructure needed for this
solution. This contained the following aspects:
- Manage the creation an overall design which can be used by Jumbo to select the
parties where to host the infrastructure
- Design, deliver, install, and test the infrastructure needed for the back end systems,
which were provided by Simac in Tilburg
- Make sure systems are connected to the front-end systems, hosted by Schuberg Philis
in Schiphol-Rijk, deliver the network infrastructure to connect both environments in a
secure way.
- Design, select and deliver the IT Infrastructure for the E-commerce warehouse in Den
Bosch
- Design, select and deliver the IT Infrastructure needed for the 28 Pickup Points which
were rolled out in 2014.
The project started in August 2013 and was successfully completed in December 2014
04/2013 - 03/2014
12 months
Jumbo Supermarkten

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Wintel Migration project
Project Description: In 2012 Jumbo has taken over C1000 supermarkets and will grow
to become the number 2 supermarket chain in the Netherlands with 600 shops. Jumbo
has outsourced their IT to Simac and has asked Simac to build an ESX ans storage
environment which will be large enough to host the windows applications used by the
shops, distribution centers and the offices in Amesrfoort and Veghel.
The current environment is hosted at the Jumbo location in Veghel and has to move to
the new environment at the Simac datacenters. The scope of the project comprises a
large number of applications running on more than 200 virtual machines.
The project will be managed by both Simac, being the provider and Jumbo, bing the
customer. As Jumbo does not have project managers who are able to manage a project
this size, IBM was asked to deliver a project manager which will manage this on behalf
of Jumbo.
Contribution: My contribution is to work with Simac to make sure that all Wintel
applications currently hosted at the Jumbo location will be moved to the Simac
Distribution centers. Tasks
- Make an inventory of the applications, with its business owners, usage, interfaces and
dependencies.
- Work together with Jumbo IT, applications specialists and business owners to plan the
migration of the applications at the correct moment, within the timelines provided and
with minimal outage.
- Work together with Simac to make sure the solution is resilient and will be implemented
according to quality standards and design.
- Work together with Simac to match their migration planning with Jumbo.
- Lead the migration providing runbooks, resources, scripts, plans and communication.
The project took almost a year due to the complex migrations which were undertaken
during that time.
01/2013 - 05/2013
5 months
Air France / KLM
AFKL AIX environment refresh
Project Description: Project Descripotion
Air France/KLM (AFKL) and IBM have identified that a considerable amount of license
costs and operational costs can be saved by reducing the amount of older AIX/Power
5 and 6 systems, replacing them by powerful but efficient Power 7 systems. IBM can
accelerate the process for AFKL and can assist by delivering a tight realistic schedule
and detailed design. This is followed by a build and migration proof phase. After
delivering a successful proof of concept, this subproject will end and AFKL will execute
the migration of the remaining systems themselves.
Contribution: IBM will provide senior professionals that will work closely with AFKL to
design, build, and test the new Power7 environment. The role of the project manager is
to make sure that the following will be delivered in time and within budget
- Project plan and planning according to PRINCE2 principles
- Designs containg LPAR, Network, Storage mapping, SAN and virtualization design
- Migration procedures, to provide AFKL with migration scripts and procedures which
enables AFKL to perform the migration of the production platforms themselves
- Hardware environment. Setup, install and configure the new Power 7 systems
- Demonstrate and provide instructions on configuration, fail-over, and migrations.
- Work with AFKL to migrate the first Pilot systems
- Hand over the systems and close project.

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Project finished successfully, withing time and well within budget (only 60% of the budget
used). Customer satisfaction was rated with a 9.
12/2012 - 03/2013
4 months
TATA Steel
TATA Steel UK Knowledge Transfer
Project Description: TATA Steel is in the process of moving the IT management of their
mainframes from CAP Gemini to IBM. Stage 1 is the move of the systems, Stage 2 will
be the transfer of the Dutch systems. I was involved in Stage 1
Contribution: A vital project for this TATA program is the transfer of knowledge of the
specialists from CAP Gemini to IBM’s own. Sessions were organized and documentation
was transferred
I went to visit the CAP locations in the UK to make sure that team would be meeting,
documentation and procedures transferred and that IBM would be able to take over the
management of the mainframes as of contract start.
02/2012 - 11/2012
10 months
Nationale Nederlanden
Outsourcing Transition Project NNZIP
Project Description: Due to Dutch legislation, Nationale Nederlanden insurance is forced
to be split from their ING Bank mother company which means that the IT infrastructure
and services need to be disentangled and moved to the new company. NN has decided
to outsource the management of the System Z mainframes and System I and P medium
size servers to IBM
Contribution: Lead the following non-technical projects:
Service Management implementation
Implement service management solutions, procedures and standards. Making sure that
process interface manuals are created, departments are aligned and reporting will be
done.
Implement Tooling
Coordinate the implementation of service management and helpdesk tooling, building a
bridge between the helpdesk systems of the customer and IBM ,
Helpdesk
Implement Helpdesk services at IBM Poland. Make sure helpdesk is ready for call
handling, change requests and escalations
Knowledge Transfer
A vital project for this NN program is the transfer of knowledge of the specialists of the
customer to IBM’s own. Sessions were organized and documentation was transferred
Operations Management, Disaster Recovery, Software Purchasing
Several smaller projects to make sure that Operations System Monitoring will take place
from out of IBM India, Software is purchased and Disaster Recovery Plans are made.
08/2011 - 12/2011
5 months
Mitsubishi Motors Europe
Mitsubishi Midrange Renewal Transition Project

7. Date: 30-Aug-2016Page 7 of 10Resource Manager: Jacquelina Hartong
Project Description: In August 2011, Mitsubishi extended its outsourcing contract a
contract with IBM. As a part of this agreement a condition was taken up that IBM would
reduce its monthly charge and to enable IBM to do so, IBM would reduce the number of
physical machines needed to host the environment.
The project has now been delivered and was succesfully completed in time.
Contribution: Carry out the following project scope
- Lift and shift current Network, Storage and systems in scope from the one datacenter to
another
- Purchase and build a new server/storage and and network environment in the new
datacenter
- Migrate from the old environment to the new.
Total project is to consolidate from six 19" racks of equipment to a total of three. About
20 Unix servers and 4 Windows servers as well as a Storage Area network are involved
with connections to the customer's world wide network.
09/2009 - 09/2011
25 months
ACI
Amlin Corporate Insurance - disentanglement from Fortis Netherlands and
Belgium
Project Description: In 2009, it was decided that Fortis would break up in different
companies. The Fortis Corporate Insurance division, active in Belgium and
the Netherlands were sold to Amlin in the UK. IBM was asked to help with the
disentanglement of their IT from Fortis and bring it to new standards.
Contribution: I was asked to manage program of the several IT projects part of this
disentanglement. Up till now, some 40 different projects have been performed including:
- Build-up of a new IT infrastructure, servers, desktop, and storage based on VMWare
VMview solutions.
- Build-up of a new network and telephony infrastructure based on Cisco technologies,
including VOIP and QoS.
- IT move of the FCI/AG office in Brussels to a new location in the same city. Greenfield
operation in the new building, setting up the complete infrastructure.
- Rollout of the new Virtual (VM View Desktop) solution to the ACI offices in Brussels,
Amsterdam, Antwerp and Rotterdam.
- MS office mail disentanglement and migration from Fortis to ACI.
- Help to interlock and merge the new IT infrastructure into ACI’s mother company: Amlin
10/2007 - 12/2010
39 months
Various
Cisco Telepresence implementation manager.
Project Description: IBM's Integrated Communications department is focussing on its
role as major integrator of communications systems, including videoconferencing and
TelePresence systems. I have been assigned to be the primary project manager for
these implementations worldwide.
Cisco TelePresence is the latest high-tech solution when it comes to Video conferencing.
It is known for its immersive collaborative environment with an in person experience.

8. Date: 30-Aug-2016Page 8 of 10Resource Manager: Jacquelina Hartong
Rolling out TelePresence means focussing on quality. The video rooms, network and
units itself must be installed according to high quality standards. As project manager, my
role is to ensure that those quality standards are met, anywhere in the world.
Contribution: Since October 2007 I have managed multiple implementations of Cisco
TelePresence at various customers.
- Global rollout for Philips comprising 45 systems, with a possibility to expand to more
systems. This project was rewarded by Philips as the best project performed by a
supplier worldwide in 2009,
- Rollout of five Cisco TelePresence systems for usage within IBM Netherlands, IBM
Brussels and IBM Luxemburg.
- Rollout of one Cisco TelePresence unit at TSMC in Amsterdam
- Program manage and rollout of four Cisco TelePresence units at Medtronic in
Bratislava, Zagreb, Budapest and Moscow
10/2006 - 09/2007
12 months
Norfolkline
Norfokline Transition and Transformation
Project Description: As per 15/12/2006, IBM signed a full scope Outsourcing agreement
including datacenter migration, office automation migration and desktop rollout and
application / service management migration with Norfolkline. My role was to manage the
complete transition and transformation scope for this customer
Contribution: My contribution is to manage the transition and transformation projects for
this customer.
Transition:
- Manage the HR project, take over 17 FTE from NFL to IBM
- Take over the current services scope
- Manage the setup a transition project office
- Manage the setup of a contract business office
- Manage the communications project
- Make the plans for the transformation phase.
Transformation
Manage 16 subprojects comprising the following scope:
- Build a twin datacenter at IBM Nossegem and IBM Machelen DC's including
connectivity
- Build of new server farm including Storage (SAN), IBM P-series (AIX) and 70 IBM X
Series (Wintel)
- Rollout a new Wide Area Network for all 36 locations of the customer
- Upgrade the customer current installation of Sybase 12 to Sybase 15
- Migrate the customers application to run on the new infrastructure
- Create a server farm based on Microsoft / Citrix software, including MS File and Print,
MS Exchange and MS Live Communications
- Migrate the current Novell File and Print and Groupwise setup to the new Microsoft
setup
- Package the current applications to run Citrix Server Based computing
- Setup a service organistion within IBM includin a helpdesk at IBM South Africa,
Applications Management at IBM India, Storage Management at IBM Belgium, Service
and Server Management at IBM Netherlands and desktop and package management
with third party vendors
- Rollout new desktops in 36 locations, 13 countries in Europe
- Align the new organistion to reach tight SLA commitments

9. Date: 30-Aug-2016Page 9 of 10Resource Manager: Jacquelina Hartong
06/2006 - 11/2006
6 months
Essent
Essent ISDM Transformatie
Project Description: Finish outstanding transformation activities for Essent, one of the
three major electricity providers in the Netherlands.
Contribution: Mainly concentrated on projects regadring the Change/Incident toolding of
IBM NL, ISDM.
For this customer an interface between their HR system and IBM´s ISDM tool will be
designed and implemented. Next to that responsible for implementing new reporting
solutions
09/2004 - 05/2006
21 months
ABN AMRO Verzekeringen
ABN AMRO Verzekeringen Transition
Project Description: Transition en Transformatie manager for AAV Infrastructure
Contribution: Transition en Transformatie manager for AAV Infrastructure
Responsible for the total transition and transformation project for ABN AMRO
Verzekeringen in Zwolle
Transition. Taking over the IT services which were provided at that moment and transfer
them to the responsible departments within IBM. Next to that performing inventory
projects to gather data as input for transformation plans
Transformation. Manage the activities to transform the current IT services to IBM
standard. This comprises the following areas. Helpdesk move to IBM, implement
Service Management processes, Desktop rollout (1000 Clients) , Lotus Notes
transformation, and Data Center Consolidation (80 file and print servers)
06/2004 - 09/2004
4 months
Delta Lloyd
Delta Lloyd Transition
Project Description: Transition Contract Startup for large insurance company in the
Netherlands
Contribution: Transition manager for the Delta Lloyd infrastructure. Involved in contract
startup, takeing over services and performing inventories as input for transformation
plans. Leading a large international team to perform the activities above.
03/2003 - 05/2004
15 months
Fluor
Fluor Outsourcing Project
Project Description: Transition Manager
Contribution: International outsourcing deal for Fluor, one of the world's largest, publicly
owned engineering, procurement, construction, and maintenance services companies.
Responsible for the outsourcing transition and transformation activities in the
Netherlands. Scope was to take over the services, migrating the helpdesk to IBM
Canada, and implement IBM Service Management processes.

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Working extensively with other Transition Managers in Europe, USA and Canada to
implement worldwide solutions
Scope comprises three sites in the Netherlands (Haarlem, Bergen op Zoom and
Zoetermeer) employing about 1000 people.