Over ProjectRESET

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Wie zit er achter ProjectRESET.EU?

ProjectRESET werd opgericht door Edwin Oosterheert, een zeer ervaren IT Programma-/ Project Manager. Hij werkte meer dan 30 jaar bij grote bedrijven en multinationals. Hier vervulde hij verschillende rollen, maar meestal in project- or programma delivery rollen. Zijn kracht ligt met name in het brengen van structuur, transparantie in complexe projecten en het verbinden van technologie, processen en met name mensen. Automatisering gaat niet alleen maar over technologie, maar juist ook over het bij elkaar brengen van mensen en het zoeken naar en tot stand brengen van verbinding met mensen. Edwin heeft veel ervaring met het vlot trekken van vastgelopen projecten en ze alsnog over de eindstreep te trekken. In zijn vrije tijd is Edwin acteur en drummer.

Three diverse office workers collaborating on a tech project using laptops.

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Wat is ProjectRESET.EU?

ProjectRESET.EU is een kleine, zelfstandige onderneming die diensten aanbiedt op het gebied van project- en programmamanagement. In de afgelopen 30 jaar heeft Edwin een groot netwerk weten op te bouwen van ICT-professionals op allerlei deelgebieden binnen de automatisering. Hierdoor kan ProjectRESET.EU de hulp inroepen van specialisten op het gebied van IT-architecture, Cloud Computing & Hosting, Informatie & Data Management, applicatie ontwikkeling en Agentic AI-platforms en oplossingen. Dit houdt ProjectRESET.EU klein, maar wel veelzijdig…

Op het gebied van IT Programma/Project Management heeft ProjectRESET een methode ontwikkeld voor het doel van Project Health Checks en Risk Assessments om snel en efficiënt de pijnpunten binnen projecten te kunnen blootleggen.

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Wat is de ProjectRESET-methode?

Een gestandaardiseerde methode voor Project Health Checks
Gebaseerd op een uitgebreide set vragen en checks
Gebaseerd op een kwalitatief Maturity Model
Maakt gebruik van AI-tooling voor data analyse
Controleert tegen marktstandaards en/of bedrijfsstandaarden
Modulair opgebouwd en aanpasbaar op basis van klantwensen

Group of developers working together on a computer programming project indoors.

Ervaring

The MRTA Program was aimed at the implementation of solutions to support the maintenance portfolio of chemicals plants across the globe. Key solutions included Oracle Primavera (P6), Roser (Prometheus), iPlan STO, MCi Track and an in-house built maintenance planning solution based on Power Platform technology. The $20-25M program also included complex hosting migration challenges and integration into SAP R/3 and SAP S/4 Hana solutions.

Key activities:
Delivery responsible for key projects
Active risk management & mitigation
Project Interventions & execute Return-to-Green plans
Manage stakeholders and escalations
Manage dependencies and ensure alignment with peer-programs/projects
Portfolio budget planning & monitoring
Leads multiple project delivery teams
Embed Change & Release processes
Embed Agile ways-of-working
Executes Assurance Reviews
Ensures project compliance

This global implementation project introduced SpheraCloud as the solution for HSSE event- and incident management. Key elements for this project were to introduce a new, consistent data hierarchy that could be used in all office and operational locations across the world and to ensure that legacy HSSE data could be retained for historical trend analysis.

Key activities:
Project roll-out planning & tracking
Stakeholder engagement & alignment
Data integrity checks & due diligence
Change management & communications
Ensure training compliance & customer readiness

The NOV IRM Program covered multiple remediation activities to ensure safe, secure and compliant IT services for and with non-operated ventures across the globe. This included the implementation of smart firewall solutions, perform Information Security Risk Assessments (ISRA) and cleanup of user accounts used by NOV’s or third parties. Also, specific security measures were taken to control secure access for specific users that are seconded to non-operated ventures.

Key activities:
Delivery responsible for key projects
Active senior stakeholder management
Navigate through complex governance processes
Active remediation of communications breakdown
Active risk management & mitigation
Manage compliance breaches and audit findings
Embed Change & Release processes

This financial planning role was part of the CIO-office and interfaced with all the IT-managers and global IT-delivery leads to ensure annual budget planning and quarterly budgets up to $2B. IT cost benchmarking was also part of this role, measuring IT spend and competitiveness against other Oil & Gas majors.

Key activities:
Active senior stakeholder management
Navigate through complex governance processes
Responsible for annual budget planning process
Responsible for quarterly Latest Estimates (LE) change process
Responsible for yearly IT full spend benchmark (external)
Close interface to corporate finance
Complex financial data structures

This involved a major enterprise implementation program for SharePoint as a replacement for
Livelink and other collaboration tools. The enterprise scale brought significant challenges around data migration for unstructured data, integration into enterprise search engines and global records management solution.

Key activities:
Delivery responsible for key delivery projects
Project roll-out planning & tracking
Stakeholder engagement & alignment
Data integrity checks & due diligence
Change management & communications
Ensure training compliance & customer readiness
Ensure project compliance.

The Documents & Records Management portfolio consisted of a suite of application services, like OpenText Livelink, SharePoint, HP TRIM, Q&E, Business Objects and SiteScape. Following offshoring activities of support services to India, the main objective was to stabilize operational support and to ensure high quality application support for end users.

Key activities:
Operational responsibility for application services
Ensure smooth support & operations
Adherence Service Level Agreements (SLA’s)
Stakeholder & customer engagement & alignment
Interface to development teams or vendor for product developmentQs).

The Global Roll Out Application Support Program facilitated the transition from local support teams to global support teams in Bangalore, India. The key activities centered around knowledge transfer from local specialists to offshore analysts with selected IT partners in India. Knowledge transfer, documentation, training and building of new support teams were the main activities of the GRASP project manager.

Key activities:
Delivery responsible for transition projects
Project roll-out planning & tracking
Stakeholder engagement & alignment
Oversee knowledge transfer and documentation
Change management & communications
Ensure creation of training materials
Ensure project compliance

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