Sustain IT is a consulting service organisation active in interim management. Weare pleased to present a sample of project references we succeeded in: about CMMi implementations, COBIT assessments, Portfolio Management, ICT executive positions, process Improvement, Quality assurance, programme/project management, security management, compliancy... Visit also www.sustain-IT.be for further information. Or visit the updated version of my resume @ http://www.doyoubuzz.com/janssens-laurent Please provide us your feedback

1. Sustain-IT
Sample of project references
Version: 10/08/2017 © Sustain-IT 2017

2. CIO a.i. (Crisis Manager)
Context & Objectives
Approach & Solution Results & Added Value
To fintrusd back trust and serenity into an IT department after a crisis situation
 Functional Environment:
 Methodologies:
 Technical Environment:
Belgian Red Cross (Fr) – Rescue/NGO
 The IT department was in a crisis situation as their responsible left the company
 There was a lack of confidence in IT after serious outages and not well-prepared DC migration
 If not drastically back to acceptable confidence level, IT team members should have left the
organization
 IT department back with an acceptable level of credibility and as
strategic partner supporting the strategic objectives of CRB
 Successful release of sprints as committed on
 Infrastructure roadmap established, agreed-upon and started
 New CIO engaged following plans
 Portfolio management initiated
 Security Management System as prerequisite of GDPR initiated
 Assessing the situation by meeting team members and engaging with
stakeholders, with frame in mind
 Having a positive and active listening attitude
 Facilitating team to propose quick wins to improve the situation
 Sharing findings on a transparent way with Executive management
and Board of Directors
 Stay focus on priorities
 Collect feedbacks loops with stakeholders
 Ensure commitments are narrowly followed
 Re-define with team and stakeholders the vision and mission of the IT
department
Lab management; Rescue management; Learning Institute; International support; Immigration subsistence; assistance
Lean; Project Management; BPPPT; COBIT; SCRUM; ITIL; active listening; empathy; Coaching; ISO 27xxx
Excel, Powerpoint, WINTEL, Oracle; eProgeza;
Sustain-IT - Belgium
2017

3. Programme Manager
Context & Objectives
Approach & Solution Results & Added Value
To implement an insurance package in the healthcare sector
 Functional Environment:
 Methodologies:
 Technical Environment:
M-Team/MLOZ– Healthcare Sector
 M-team was implementing the IDIT package behalf of 6 healthcare insurance providers (for
SMA) since 2 years
 Programme team was busy preparing the roll-out plans for the largest company (circa 2 billions
affiliates) but was facing some major issues
 When I started as programme manager, there was a lack of trust and a huge backlog to manage
 Strong reduction of the issue backlog
 Aligned teams (including partner) on objectives and priorities
 Reduced data migration duration in acceptable levels
 Post-mortem analysis (incl. cultural and governance insights)
 Re-align plan and priorities with core package and satellite
components (BI, scanning, outputs) and monitor it;
 Track weekly progress of programme requirements with infrastructure
and release management team;
 Close focus with teams on delivery first time right
 Issuing weekly reporting on Steering Committee
 Set-up problem solving session to reduce drastically the data
migration duration
Healthcare Insurance; Regulatory insurances; Complementary insurance, Policies, claims
Risk Management, Project Management, CMMi,; Testing; ADKAR; Release Management; Governance
Excel, Powerpoint; IDIT; COGNOS; IRIS Scanning; migration
Sustain-IT - Belgium
2016

4. Transformation Manager
Context & Objectives
Approach & Solution Results & Added Value
To revamp a Customer Service from the 90’s to one ready for the digital transformation
 Functional Environment:
 Methodologies:
 Technical Environment:
WordLine– Financial Sector
 The Merchant Customer Service was a department with lack of investment and attention as from
the 90’s
 The Butterfly programme aimed to transform it, by gaining employee pride, up/cross selling,
increasing customer satisfaction and reducing its OPEX
 Moreover, Worldline had to be compliant with MIF regulation and expected to offer a new
portfolio of packaged products to its merchants
 Customer Services was considered as a trusted partner
 11 customer blockers were removed and Customer Satisfaction was
back on the increase path
 Projects in warehouse management were started, in line with
governance process
 MIF regulations was apply, in line with a cashless vision
 Contact platform was migrated
 Process maturity was gained
 Establishment of a roadmap of projects by collecting needs within all
CS teams
 Get understanding of governance of IT projects to ensure our
requirements had the right priority
 Align with major stakeholders on the need of being involved of
Customer Service in any new product launch or project
 Apply portfolio management practices for managing this roadmap;
 Instill Operational Readiness practices within major milestones
 Apply lean practices to remove customer frustrations
@payment; Cashless payments; Contact Center; Supply Chain; Warehouse; Go To Market; Sales Admin
Lean; Risk Management, Programme Management; Interim Management; ADKAR; Change Management; Operational Readiness; Surveys
Excel, Powerpoint, Word, Ms Project, Clarity ; Odoo; Oracle App; Jira;
Sustain-IT - Belgium
2016

5. Risk Manager
Context & Objectives
Approach & Solution Results & Added Value
In order to be compliant with regulatory body, facilitator for the reporting on risk and control environment
 Functional Environment:
 Methodologies:
 Technical Environment:
Delta Lloyd Bank – Financial Sector
 The Regulatory body has to receive a yearly report on the Internal Control System of Financial
Institutions (CBFA Art 20)
 The process of collecting the self assessments of each direction was already used for 5 years
 Due to other legal requirements, risk management team had lack of resources, with risk to not
respect the time constraints
 Management Summary to Audit Committee at time
 Narrow analysis on the risk profile
 Presentation to senior management
 Improvement recommendations on the whole process
 Get insight on the previous report and process
 Review the self-assessments of each direction and challenge them
 Perform analysis on the risk universe
 Present main results to Senior management
 Prepare the executive summary
Retail Bank, Asset Management, Private banking, ALM, Accounting, Portfolio management, Cash Management,
Risk Management, Project Management, Audit, Presentation, Review Management, Reporting, KPI, Interim Management
Excel, Powerpoint, Word,
Sustain-IT - Belgium
2013

6. Process Manager
Context & Objectives
Approach & Solution Results & Added Value
Setting-up a roadmap of processes and deploying them into the whole organisation
 Functional Environment:
 Methodologies:
 Technical Environment:
Ogone – Financial service Sector
 Aim to standardise end-to-end processes to manage processes of Incident, problems, changes
and service requests;
 Be compliant with requirements of major stakeholders;
 Gain in efficiency to resolve incidents across the whole organisation;
 Link management of problems with crisis management;
 Validated process description documents
 Validated end-to-end flows
 Measurement plan for KPI
 Requirements for tools to support the processes
 Trained organisation on Incident Management
 Perform an As-Is analysis
 Present a roadmap of processes to Senior Management
 Based on facilitation, define the process To-Be of Incident, Problem,
Change & Service Request Management;
 Facilitate review of process To-Be;
 Facilitate collection of processes Performance Indicators based on
GQM approach;
 Document requirements to support the process To-Be;
 Prepare the training package by process;
 Provide training for Incident Management Process;
Ecommerce, electronic payments, Customer Care,
Process Management, ITIL, Measurement Plan, Goal-Question-Matrics, Project Management, Change Managerment (ADKAR), trainer, 5Why's,
Ms Project, Powerpoint, Visio, Word, Sharepoint
Sustain-IT - Belgium
2013

7. Portfolio Manager a.i.
Context & Objectives
Approach & Solution Results & Added Value
In the context of a Merger & Acquisition, act ad interim as portfolio manager
 Functional Environment:
 Methodologies:
 Technical Environment:
Delta Lloyd Life – Insurance Sector
 Consolidation reporting of project status and presentation in front of Corporate steering
 Review of new projects plans/Business cases
 Project Methodology owner
 Participation in IT integration after acquisition
 Alignment of methodologies
 Alignment of IT processes
 Application selection
 Improved Business Case process
 Improved governance
 Management aware of portfolio management added value
 Improved predictability
 Create awareness of Project Management to executives
 Project Manager coaching
 Providing trainings on estimation techniques
 Process description
 Assessment of PM methodologies, based on Prince 2 Healthcheck
 Set-up of SEPA strategy (workgroups, Kick off, risks, assessment of
current application portfolio)
Life Insurance, SEPA
Portfolio Management, P3M3 model, VAL IT, Prince 2, Change/Transiiton Managerment, trainer, coaching, Interim Management
Ms Project, powerpoint
Sustain-IT - Belgium
2008

8. Process Management @ finance (project controlling)
Context & Objectives
Approach & Solution Results & Added Value
Establishment and implementation of a roadmap of initiatives to increase presence, influence and oversight of a
Financial department (project controlling)
 Functional Environment:
 Methodologies:
 Technical Environment:
Euroclear – Financial Services
 Provide to major stakeholders financial reporting information on the projects and portfolios,
through a new reporting tool, based on TM1
 Define the To-Be End-to-End processes for outsourcing
 Manage the improvements to better position of financial project reporting team
 Projects financial figures accurate, reliable and complete, due to
improved control environment relationship between IT and Financial
 New reporting solution, in line with project managers and IT
representatives expectations
 Improved process insight by senior management on outsourcing
 Improved process of Business Case review
 Establish a roadmap of initiatives on 3 streams: project control
environment, project monitoring and reporting, portfolio oversight
 Sell this plan to senior management of Financial department and
Internal Audit
 Set-up the different initiatives following plan
 Leverage some initiatives, through seeking partnership from other
involved teams
 Track on a regular basis the progress of the different initiatives
 Monitor risks, solve issues
Financial services, settlement, custody
Process management,portfolio management, Goals-Question-Metrics, Lean, Project Management, Requirement Management, Change Management, Negociation
Ms Project, Business Intelligence, Powerpoint
© Sustain-IT 2012 - Belgium
2010

9. Client Readiness – Business Project Manager
Context & Objectives
Approach & Solution Results & Added Value
Coordination of activities to ensure smooth client readiness in the context of large transformation programme
 Functional Environment:
 Methodologies:
 Technical Environment:
Euroclear – Financial Institution
 Client was busy deploying a service to premium clients (top 1500 financial Institutions WW)
 Coordinate the client readiness activities between the different internal teams (commercial,
Product Management, ICT)
 Track the progress on these client readiness activities and solve issue till closure with different
stakeholders
 Provide input to senior management, in order to take appropriate decisions and insight of
residual risks
• Phases closed successfully with clear lessons learned implemented
• Remediation actions, till closure
• Improved practices in governance
•1500 World Wide clients (financial Institutions) ready to use a new
communication channel (first stepstone in the deployment of a single
platform transition programme)
• Establish plan of activities
• Define SMART criteria to assess progress on a regular basis with
internal stakeholders (product management, ICT, commercial)
• Track of these criteria with internal stakeholders
• Problem solving workshops with impacted internal stakeholders
• Reporting to upper management on progress, through clear
programme status reports
• Close out of intermediate milestones
Financial services, Settlement, Custody,
Prince 2, gate reviews, Problem Solving Sessions, BPM, CMMI, Root causis analysis, ITIL, programme Management, transformation/change management
Secured Network services, Mainframe, Distributed environment,
Sustain-IT - Belgium
2008

10. Governance Expert/Advisor
Context & Objectives
Approach & Solution Results & Added Value
Due to a strategic assessment, a need to implement a governance track and project management track
 Functional Environment:
 Methodologies:
 Technical Environment:
VPK Packaging - Manufacturing
Ensure IT organization is enable to support the strategic intents of the whole organization, through
appropriate IT structure and IT governance mechanisms
 Coached IT manager
 Defined IT mission statement
 Defined and implemented governance bodies
 Defined roles of IT stakeholders
 ICT organisation set-up
 As-is analysis, based on COBIT Quickstart
 Workshops with IT executives on definition of roles (RACI) and types
of organisation for IC department
 Definition of IT governance mechanisms, processes
 Advises to IT Management
SAP organisation, manufacturing
COBIT V4.1, Peter Weil archetypes frame, RACI matrix, workshop facilitation, organisation designs
SAP, International infrastructure shared services
Sustain-IT - Belgium
2008

11. Mistral 25.2
Context & Objectives
Approach & Solution Results & Added Value
Establish a Process Improvement programme for an ICT development department based on CMMi, in order to obtain
the CMMI level 2 but also to gain in productivity
 Functional Environment:
 Methodologies:
AXA – Insurance/Banking
 In order to implement “Product & Process Quality Assurance” (PPQA) process,
 Provide coaching to 8 junior quality assurance engineers
 Perform quality audits of IT projects/applications, against defined processes
 Ad interim Quality Manager for architecture team
 « Process and Product Quality Assurance » (PPQA) process was
successfully implemented
 Client obtained CMMI level 2
 Level 2 processes were institutionalised
 Initiation of certain Level 3 processes
 Insight of processes used in Architecture department
 Pragmatic deployment of CMMi in an Architecture department
 Alignment of processes between engineering and architecture teams
 Gather information on project/application
 Organize Kick off with project/application manager
 Interview team members
 Analyse information
 Make recommendations to project/applications or at level of
organisation
 Close quality assessments
 Follow-up quality non conformities
Insurance (IARD, corporate, Life), Bank, electronic banking,
CMMI, Audit techniques, Quality Assurance, Coaching, Architecture processes, Togaff, PMBOK, Change Management, Interview techniques
Sustain-IT - Belgium
2005

12. Sarbanes-Oxley coordination
Context & Objectives
Approach & Solution Results & Added Value
As client is quoted on the NYSE, its ICT department has to be compliant with Sarbanes Oxley (SOX) Section 404
 Functional Environment:
 Methodologies:
 Technical Environment:
AXA – Banking/Insurance Sector
Ensure that the tests of the IT General Controls (ITGC) are 98% operating efficiently
 T department is SOX compliant
 Complete IT department (about 500 individuals) is aware on the SOX
controls and became more control-minded
 Paper published into IT Cutter journal and ISACA journal
 Ensure ITGC and IT Entity level controls are documented and
maintained
 Ensure the controls are integrated into the management processes
 Ensure training for SOX Testers
 Plan and monitor the SOX tests
 Detect the gaps, report major ones to senior management and follow-
up the corrective actions
 Point of contact with external auditors
 Maintain the whole organization aware (animate IT forums « which
SOX will I wear ? »)
Insurance (IARD, corporate, Life), Bank, electronic banking
Sarbanes Oxley, COBIT, CMMI, Test of controls, change management, animation, process compliancy metrics, Software development life cycle, gates reviews
Livelink, Ms Excel, Ms Powerpoint,
Sustain-IT - Belgium
2006

13. CoBIT Expert
Context & Objectives
Approach & Solution Results & Added Value
Assessment of current practices against COBIT control objectives and practices to prepare for compliancy against
Belgian Banking Law (Art 20)
 Functional Environment:
 Methodologies:
 Technical Environment:
Euroclear - Financial Sector
• In order to be compliant with the Belgian Banking Law (CBFA article 20),
• Assess the current practices against Cobit V4.1
• Make some recommandations to senior Management
• Define a three-layer control together with riks management department and internal Audit
 Identified gaps against CoBIT framework
 AS-IS maturity levels for assessed processes
 CoBIT site on the intranet
 Establish a project plan
 Establish a control process
 Set-up CoBIT steering Committee
 Collect existing practices (As-IS) for 9 selected key COBIT processes
 Define current process maturity
 Define control gaps and maturity gaps and their remediation plans
Financial services, Settlement, Custody,
Process maps, COBIT V4.1 Control Objectives, Practices, IT governance implementation guide, Training, Sharepoint site, Compliance, Risk Management
Sharepoint, powerpoint, Ms Excel, Ms Project
Sustain-IT - Belgium
2008

14. ICT Group Director
Context & Objectives
Approach & Solution Results & Added Value
Set-up a complete federal IT organisation and IT governance (vs local subsidiaries) from skratch
 Functional Environment:
 Methodologies:
 Technical Environment:
SOFICOM – Building
 Define IT group strategy/Policies;
 Operations follow-up and escalations
 Stabilization of the accounting system
 IT integration of new companies (M&A)
 Project management of specific in-house developments, package implementation and
infrastructure projects, following PMI Best Practices
• Start up of a central IT vision (vs local IT visions)
• Standardisation of IT products across 12 local entities (SME)
• Central buying of IT components
• Interconnection of subsidiaries
• Implementation of a package for warehouse management
• Implementation and deployment of home-made applications (follow-up
and calculation modules)
• Organisaiton aware of IT added value
 Obtain understanding of the business, stakeholders, culture and IT
maturity/appetite
 Define with executive management the IT objectives
 Propose, prioritize and monitor the IT actions
 Report and escaladate, if needed progress of these IT actions
Real estate, building,
COBIT, Project Management (PMBOK), people management, Service management, COBIT, IT governance models, IT strategy, change management, awareness,
SQL server, .Net, CODA Financial system,
Sustain-IT - Belgium
2001-04

15. Security Policy Program Manager
Context & Objectives
Approach & Solution Results & Added Value
As part of the change programme of image and values, Security has to be part of the « ADN » of the organisation
 Functional Environment:
 Methodologies:
 Technical Environment:
Banksys – Electronic Fund Transfert
 Improve the level of security in the whole organisation
 Institutionalise security processes in any organisation activites
 Corporate processes integrating security requirements
 Process improvement, including security aspects
 Visibility of security department improved
 Make a high level risk assessment to inventory the AS-IS and
prioritize the needed Security Policies
 Develop a Master Project Plan
 Define the Security Policies Life Cycle and encapsulate it in a
Security Charter assigning the roles and responsibilities of every
“Company Citizen”
 Define a methodology (process of the process)
 Develop Security Policies and the underlying Procedures and Forms
 Deploy them (awareness, Lead of Change requests to the IT
systems)
 Modify the PM methodology to encapsulate security requirements in
the PM Life cycle
 Develop Security KPI
Banking, Electronic fund transfert, mobile payment
Programme Management, Security Management, Change Management,ISO 17799, COBIT, risk Management, ISF, negociation
Condidential
Sustain-IT - Belgium
2001-04

16. For a detailed version of my
resume :
http://www.doyoubuzz.com/janssens-laurent