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IT/IV consultancy & operations

IT/IV consultancy, functional management and service management

IT should support the work, not the other way round. I help organisations bring technology, information provision, processes and business goals back in line with each other. In doing so I move between different worlds: business processes, information, software, infrastructure and suppliers. I analyse what is going on, bring interests together and translate complex issues into concrete choices and actions.

In that role I am a quartermaster, a director and an adviser. The exact role differs per organisation and per question. Sometimes a team has to be set up again, sometimes information provision has to fit the organisation better, and sometimes what is needed most is direction. I take on the role that is needed at that moment to move forward together.

What I can help with

  • Direction and management: information management, service management and service delivery, roadmap and portfolio management
  • Operations: functional management, application management, ICT management and lifecycle management
  • Analysis and change: business analysis, testing and acceptance, migration and implementation projects
  • Suppliers and chains: holding suppliers and chain partners to clear agreements

The nine-square model: the position of functional management

Rijken's model connects the business, information and technology domains at strategic, tactical and operational level.

Business domainInformation domainTechnology domain
StrategicBusiness policyInformation policyICT policy
TacticalProcess managementInformation managementICT management
OperationalProcess operationsFunctional managementSystems management

From practice

Migration, everything on the table

The situation
A foundation wanted to move from remote desktop to an M365 workplace through a tender.
My approach
Not only migrating technically, but using the change together with management as a catalyst: addressing business processes and, with a group of pioneers, establishing a culture of collaboration and transparency. The project became a programme with long and short running projects, active stakeholder involvement and interim deliveries, within a well-considered technical framework (security first).
The result
The tender won, room for new wishes, and discharge within time and budget.

Coordinate the coordinator

The situation
A team with big challenges, and only 4 hours (0.1 FTE) available for the team.
My approach
Gave a team member coordinating tasks, with tools and coaching to grow into that role.
The result
The role was accepted, and order emerged from the chaos.

Relevant: BiSL · ITIL

Where is it getting stuck?

Is your team still firefighting?

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