This resume summarizes the professional experience of Norman Mulder, an experienced ICT project manager with over 15 years of experience managing IT projects in various industries including banking, insurance, pensions, and government. He has extensive experience planning and delivering projects using Prince2 and Agile methodologies. Recent projects include managing the migration of over 900 workstations to a new virtual desktop infrastructure and managing IT transitions at an agricultural company.

1. 1
Name : N.R. Mulder First name : Norman
City : Berkel en Rodenrijs Date of birth : 08-31-1967
Telephone : 06-41622577 Available : Yes
E-mail : norman.mulder@the-future-group.com Date resume : 11-16-2014
Positions : ICT projectmanager/programme manager
Interim manager
LinkedIn profile : Norman Mulder
Profile
I am an experienced certified Prince 2 ICT project manager with a good grounding in IT architecture. My primary focus
areas are IT implementations, migrations and software development-construction-test-implementation in accordance
with the Agile, Scrum method. I am service oriented and have good communication skills. I am also a team player who
knows how to engage tasks independently successfully. My enthusiasm and result driven attitude ensure that together
with my team I can finish projects within the defined limits.
I preferably act in a dynamic environment with good stakeholder management as the binding force between IT and
business. I am a mediator by nature and i bring structure and overview in complex situations. My realistic and
professional human attitude ensures that customers are satisfied with my approach.
I have a strong focus on the implementation and delivery of projects in the fields of Banking, Insurance, Pensions and
Government. I also have a good understanding of various architectures, organizations, business processes, project
management and IT delivery aspects. This makes me employable for various positions. Colleagues describe me as an
enthusiastic professional who creates a good atmosphere around him thanks to his positive and motivating attitude.
Features: enterprising, I deploy various initiatives such as MetaFactory; motivating, I get the best out of the team;
helicopter view, I quickly overlook the situation; sensitive, I am human-centered; flexible attitude, smooth shifting at all
levels of organizations.
References are available.
Career
After my bachelor degree I started my career in IT through a leasing company and the Social Fund Painters.
I furthermore developed myself through Inctas in the position of Service Desk employee 1st, 2nd and 3rd line. After 3
years I joined Capgemini. I started as a technical specialist and I have developed myself through positions as information
analyst, solution architect, project manager and interim manager to technical project manager / interim manager. I had
these positions at several financial, insurance and government institutions, mostly focused on implementation and
migration of Windows (server) or software development environments. For further broadening my field of expertise I
achieved my bachelor HBO minor IT architecture at the end of 2010.
After nearly 15 years of employment with Capgemini I started as an entrepreneur in May 2012. I joined the partnership
FACT of The Future Group.
Education
 MAVO(1985)-HAVO(1987)-VWO-MEAO(1990)
 HBO Propedeuse Informatica (1992)
 HBO minor bachelor IT architecture (2010)

2. 2
Certifications
 The Open Group certified IT specialist
 Capgemini certified infrastructure engineer
 Microsoft Certified Professional (MCP)
 PRINCE2 Foundation certified
 TOGAF 8.1 Practitioner certified
 Lean Six Sigma Orange belt
 Scrum Master I (planned Dec)
 Agile Projectmanagement (planned Jan)
Courses
 Prince2
 Projectmanagement 1
 Speed MBA
 MSP (Managing Successful Programmes)
 Architecture essentials
 IAF
 Archimate
 SOA awareness
 TOGAF 9 advanced
 PSA fundamentals
 DYnamic Architecture (DYA)
 Datacommunication and Networking
 REED (personal effectiveness)
 PLANT (Plannings,progress- registration techniques)
 Successfull writing
 Servicedesk acting customer friendly
 ITIL Essentials
 E-Business
 RUP
 Business Process Management
 Windows XP Professional
 Windows 2003 Server
 Change management
 Time management
 Senior consultancy skills
 Senior consultancy skills advanced
Market & industry experience
 Banking
 Insurance & Pensions
 Government
 Telecom
 Legislation and regulations
Knowledge & competences
 Projectmanagement, Prince2
 Agile
 Scrum
 Identity and access management, RBAC
 Architecture
 Project Start Architecture
 Planning & Organisation
 Leadership
 Interim management
 Change management
 Business continuity
 Software development (Design-Built-Test-Run)
 Service Oriented Architecture
 Deployment and implementation workplaces
 New Way of working advice & implementation
Technical skills
Operating Systems
Experience with Windows Vista, Windows7, Windows8,
Active Directory. Knowledge of Ubuntu
Software
Office2010: Word, Excel, PowerPoint, Outlook, Access
MSProject, Visio, Sharepoint
Tools
Clarity, Remedy, PPMC, Powerfuse, Wininstall,
Sysinternals, VDI, VMWare, Citrix
Networking
TCP/IP, LAN, WAN, Data centers, Client-server
Databases
Knowledge of: MS Access
Computer language
Communication: XML
Layout: HTML
Design
TOGAF, IAF, Archimate, DYA, SOA
Methods
Prince2, ITIL, MSP, Agile, Scrum, project start architecture
(PSA)

3. 3
Summary
Period Position Definition
2014 Programme manager
Tech Mahindra
T-Mobile
Next Generation Desktop Services (NGDS) programme. Migration of XP
desktop to a VDI Thin client solution WaaS (Worspace as a Service). Integration
Microsoft, Citrix (SaaS) and RES workspace manager. According to Agile
method monitor planning and progress. 900 workspaces, 100 Classic & Online
laptops, 420 virtualized apps, team of 44 FTE (India onsite and offshore).
Implement end-to-end Operations.
2013-2014 Senior ICT Transition &
Transformation
manager
Fujitsu
Responsible for VION DOMONE project. Migrate and phase out of all the old
NT4 (GER) and Novell (NL) environments resulting in lowering the risks and
costs. One standard, future proof environment. 21 branches in Germany, 1300
workstations / users and 11 in the Netherlands, 800 workstations / users.
Actively participating in BID projects.
2012-2013 Senior ICT
projectmanager
Achmea
Standard Infrastructure building blocks (Windows, AIX, SQL, etc) to design,
build, test and implement. In accordance with Prince 2 and Agile method
planning, budget and monitor progress in PPMC. Managing internal team and
external ESP. High profile project for Management. GTO review. Sharepoint
site setup.
2010-2012 Senior ICT
projectmanager/
architect
ASR
Coordinate complete conversion and construction of pension information
system, according to Prince 2 and Agile method planning, budget and monitor
progress. Managing the development teams on site and in India, coordinate
with various departments. Project Start Architecture completed.
2010 Senior ICT
projectmanager
LNV
Migration of two LNV services Ctgb (100 ER) and DICTU (500 ER). End users,
applications, data and hardware in accordance with Prince 2 and Agile method.
Migrate to the new platform based on SUN VDI technology. Outsourcing.
2009-2010 Senior ICT
projectmanager/
Information analyst
RBS
Physically separate systems. VMWare, Superdomes, Citrix and NT4 systems.
Within the end user computing stream (servers, applications, users and data)
responsible for four separation projects (4100 ER).
2007-2009 ICT projectmanager/
architect
Nat. Nederlanden
Implementation of role-based authorization (RBAC) in the context of identity
and access management (6500 ER). Roles Model Designing.
2006-2007 ICT projectmanager
Capgemini
Implementation of sales & delivery tool Panda. Organizing workshops and
presentations for management. Planning and monitor progress, perform
installations and provide aftercare.
2006 Solution architect
ICS
Research business, process or technical related issues. Gap analysis, advice and
reports on how to integrate the future solution (SOLL) in the current
architecture (IST). PSA preparation.
2005-2006 Interim teammanager
Engineering
SZW
Responsible for planning and resources of organization and project activities of
the technical team (20 FTE). HRM activities including reviews. Coordination
with various departments. Achieved better planning, coherence and balance
between project and organization activities and working conditions.
1994-2005 Several positions.
Technical specialist,
Project manager
A full resume is available on request

4. 4
Working experience
Period : January 2014 till now
Customer / Section : T-Mobile / Telecom
Position : Programme manager
Methods & techniques : Prince 2, Agile, MS Project, VDI, Remedy
As Program manager responsible for the NGDS project. The aim is to migrate from the old XP desktop environment to
the Tech Mahindra VDI Thin Client solution WaaS (Workspace as a Service) . This includes an integrated solution from
Microsoft Hyper -V , Citrix Xenapp (SaaS) and RES workspace manager , resulting in a central , virtualized environment
for the Enduser : working anytime, anyplace, anywhere , any device.
Planning and progress monitoring according to the Agile method. 900 workstations , 100 Classic & Online laptops, 420
virtualized applications . Reporting to the Steering committee. Managing the team(44 FTE , India onsite and offshore).
Implementing end -to-end Operations including Change- Incident and Problem Management .
Working experience
Period : Juli 2013 till January 2014
Customer / Section : Fujitsu IT Services / Agriculture
Position : Senior ICT Transition & Transformation manager
Methods & techniques : Prince 2, Agile, MS Project, Windows
Senior ICT Transition & Transformation Manager responsible for VION DOMONE project. Goal is to migrate and phase
out of all the old NT4 (GER) and Novell (NL) environments resulting in lowering the risks and costs. One standard, future
proof environment. 21 branches in Germany, 1300 workstations / users and 11 in the Netherlands, 800 workstations /
users. First migration of pilot sites. Progress and budget monitoring, migration team consisted of 2-12 FTE. After
migration follow-up for Managed Desktop Services. Actively participated in 3 BIDs.
Working experience
Period : July 2012 till April 2013
Customer / Section : Achmea Apeldoorn / Insurance
Position : Senior ICT projectmanager
Methods & techniques : Prince 2, Agile, PPMC, MS Project, Windows, Mainframe, SQL, Quality Gates
Started at Achmea after the launch as an independent entrepreneur. The SIAM program (Synergy Infrastructure and
Application Movement) has the overall objective to improve high availability of applications for critical business
processes and provide the continuity of IT services. The project HBI (Restore Availability Infrastructure) provides IaaS
(Infrastructure as a service) and PAAS (Platform as a service) services. It involves the design, construction and testing of
Windows, AIX, Linux,. NET, SQL, Oracle, DB/2, Sharepoint and WAS. These standard services are ordered by a menu
designed in Sharepoint. It is a high profile project on Management level. In this politically sensitive area being the bridge
between the ESP, ccTest Achmea and ITV. In accordance with Prince2 and Agile method writing the PID, going through all
Quality Gates, coordinating the entire process of design (GTO DTO security baseline), construction and testing. In MS
Project and PPMC monitor planning, budget and progress. Manage the development, construction and testing teams (44
FTE) within Achmea and ESP. Tuning with architects, engineers, testers, service delivery, product management, contract

5. 5
management and ICT organization (Build and Run). GTO's review. Sharepoint ordering site setup.
All of the pressure cooker planning deadlines were met including the SIAM knock-out criteria.
Total ICT project activities during 2012/2013: approximately € 1.2 million.
Period : August 2010 till February 2012
Customer / Section : Amersfoortse Stad Rotterdam Insurance / Pensions
Position : Senior ICT projectmanager/architect
Methods & techniques : Prince 2, Agile Scrum, Clarity, Java, Windows, Mainframe
ASR Insurance must meet the conditions of transparency in the framework of the laws and regulations: the visualization
of the cost of the products. Simultaneously two projects successfully acquired with minimum delay in time. Pensions
sees an excellent partner from ICT and has a 2nd project started, Cost Compensation. In this complex and politically
sensitive environment being the bridge between the business and IT. In accordance with Prince2 and Agile method
writing the PID, coordinating the complete conversion and construction, Clarity planning, budget and monitor progress.
Managing the development teams on site and in India, coordinate with the business, change management, IT architects
and organization. Projects Pensions:
- Cost and value overview Collective 2010 and 2011: Model III phase I and II must be in accordance with legal
requirement. Informing participants about policies with investment component. Through agile,scrum method a new
pension information system is built in Java: project start architecture-functional design-technical design-build-test
implementation. New technology developed entirely within ASR. Team 15 FTE.
Deadline shipping 2010 met and transfer to service management organization.
- Cost Compensation Collective. Apply standard on Compensation Costs ASR Pensions portfolios (IAP / BGS, AIA, COL /
ULA). Team 20 FTE. Project Start Architecture completed. Complete chain for complex calculations PX module
completed. Total ICT project activities during 2010/2011: approximately € 2 million
Actively participated in working groups focused on continuous improvement from OPEX. Projectmanagement is the 1st
department within ICT who achieved the status bronze in 2010. Member of the working group software configuration
management, process improvement and care of setting up a Sharepoint portal.
Period : January 2010 till August 2010
Customer / Section : Agriculture / Government
Position : Senior ICT projectmanager Outsourcing
Methods & techniques : Prince 2, Agile, Projectplace, MS Project, Sun VDI, Windows
Entire office automation outsourcing of Agriculture. The VKA program (Green Office) handles the entire migration to the
new infrastructure. Responsible for the migration of two LNV services Ctgb (100 ER) and DICTU (500 ER). End users,
applications, data migrate to the new hardware platform based on the SUN VDI technology. In this complex and
politically sensitive environment, the link between the business, IT LNV (DICTU) and Outsourcing. In accordance with
Prince2 and Agile method creating phase plans and schedule preparation. Coordinating the complete migration and
planning, monitoring progress. Coordination with technical migration team about application virtualization and access
legacy systems. The 1st project where the protocol of transfer is signed by the customer. This success was seen as a
milestone, both by Capgemini as the customer and provided a basis of trust. Partly because of this success the
outsourcing contract (approx. € 32 million) is signed by both parties.

6. 6
Period : March 2009 till January 2010
Customer / Section : Royal Bank of Scotland / Banking
Position : Senior ICT projectmanager / information analist
Methods & techniques : Prince 2, MS Project, Windows 2003, VMWare, Citrix
RBS and ABN AMRO physically separate systems. VMWare, Superdomes, Citrix and NT4 systems. Within the end user
computing stream (servers, applications, users and data) responsible for four separation projects. Link between the
business and the outsourcing party EDS. Perform data analysis, preparing migration plans eg for application
virtualization, monitoring progress and planning according to the Prince2 method. Managing Outsourcing partner, tune
the migration with the business. Deadlines of 3 migrations met without impact to the business.
Period : March 2007 till March 2009
Customer / Section : ING Divisie Intermediair(Nationale Nederlanden) / Insurance
Position : ICT projectmanager / architect
Methods & techniques : MS Project, Windows 2003, Windows XP, mainframe, compliancy
In the context of compliance, the ING project User Access DI started. Making transparent who has access to which
systems and at what level. Implementation of role-based authorization (RBAC) in the context of identity and access
management. Linking employees to a roll and permissions to the role. Responsible for the (re) design of the role model
together with the business. After a thorough analysis transfer this information into a role model design. After approval of
the model by the business responsible for the planning, implementation and communication. Managing the ESP. These
roles implemented for the Windows and mainframe platform. As planned, successfully implemented for 8 departments a
manageable role model and handed it over to the delivery organization.
Period : November 2006 till March 2007
Customer / Section : Capgemini / IT servicemanagement, consultancy
Position : ICT projectmanager
Methods & techniques : MS Project, Windows 2003, Windows XP, compliancy
Capgemini should provide under strict compliancy, management reporting. The Panda project aims to implement the
sales & delivery tool to support management. Responsible for the implementation of Panda. Organizing workshops and
presentations for management. Planning and monitor progress, perform installations and provide aftercare. As planned,
implemented entirely within Financial Services. This provides important management reports on time and meets
compliancy.

7. 7
Period : September 2006 till November 2006
Customer / Section : International Card Services / Banking
Position : Solution architect
Methods & techniques : AS/400, Windows2003, Novell, IAF, GAP
ICS has implemented strategic level enterprise architecture. Responsible for research & consultancy business, process or
technical related issues. In accordance with a Gap analysis advise and generate reports on how in the current
architecture (IST),to implement the future solution (SOLL). After approval of the report by the MT, performing and
recording advise in the project calendar. Drafting PSA. Also contribute to the implementation of IAF as standard.
Period : August 2005 till September 2006
Customer / Section : Ministry of Social Affairs and Employment / Government
Position : Interim teammanager Engineering
Methods & techniques : Windows 2000, Windows 2003, Windows XP, SAN, LAN
Replace the departing manager within the organization Social Affairs. Initially for 2 months for the Engineering
department (20 FTE) of ICT-D. After a period of 3 days responsible for planning and resources of both the organization
and the projects. All HRM activities of the engineering team including training and assessments. Link between business
and IT. Alignment with the business, development, management, change management and account management. In
close cooperation with other departments including management, development, facility management and Arbo a
number of structural improvements. Better planning, coherence and balance between project and organization activities
and working conditions. According to SZW a worthy successor. After the interim position was filled internally, writing the
project plan for transfer of knowledge and work between the management and development department.
Languages
Speak Read Write
Nederlands Native Native Native
Engels Excellent Excellent Excellent
Duits Good Good Average
Activities
Hockeycoach, music, cooking, singing, sports, reading and movies