For Groningen Seaports, we support the setup of a professional IT governance organization: implementing core processes (based on a roadmap) and the accompanying IT role framework, and guiding the TOPdesk implementation. We advise IT management, support the rollout of new workplaces and facilitate team sessions to strengthen collaboration and ownership. Under our motto show, do together, do yourself, we have built an IT organization that is future-proof and can continue to develop in the dynamic ports and energy world.
For the CIO office, we organized communication with the social service divisions as well as internal communication within the IT leadership team. Over two years, we facilitated four offsite sessions to shape new plans — with the transition to an agile way of working as the highlight. With the ABC of ICT simulation game, we also strengthened collaboration between IT and the business.
The SMILE project at equensWorldline focused on the rollout of ITSM processes and tools in the Netherlands, Germany and Italy. BePresent managed the project communication before, during and after the rollout. This included the development of communication materials in three languages and advising local implementation teams.
For test management company EntrD, we guided the development of commercial web content. Thanks to our expertise, the website could be launched in a short time.
For SNN, BePresent carried out an interim project management assignment around the launch of new subsidy schemes. With our motto — show, do together, do yourself — we worked with SNN colleagues on core principles of project management, from impact analysis to setting up a PMO. This gave the organization more control in the complex government landscape and better preparation for the eventual execution.
At AkzoNobel, we managed the adoption of a global IT Service Management implementation, including the rollout of ServiceNow and the underlying ITIL processes. We developed communication and training materials in eight languages and rolled these out together with a team of local champions. The implementation was completed on time and within budget.
We helped ING's Team Ultra promote their data masking solution to internal development teams. We started with a mission workshop to define the shared team goal. This was followed by the development of promotional materials, customer workshops and an intranet service for controlled data masking requests.
On behalf of IT leadership, BePresent developed a campaign to improve the relationship with the user organization within the hospital. We resolved several critical bottlenecks, primarily by improving communication and expectation management from the IT department.
For ITSM specialist Paphos Group — later Quint and now Eraneos — we successfully managed the Management of Change (MoC) for various IT Service Management implementations. With our proven MOC4IT approach, we took care of communication, user adoption and training — on time and within budget!
At ING, we played an active role in the Agile Scrum team that developed a new integrated test environment for bank-wide use. Our contribution consisted of a communication strategy, communication products, promotional activities and support for employees during the rollout. Together with the scrum team, we developed all communication in a fully agile way, with our sprint demos standing out for their compelling and engaging communication.
Menzis' IT organization implemented ITIL processes in ServiceNow, impacting around 400 users across three regions. These users needed preparation, training and aftercare. BePresent managed the project communication and the organizational embedding at multiple levels.
We advised Loyall ICT on drawing up their strategic growth plan, bringing our marketing expertise to bear within the ICT sector. Within a few weeks there was a convincing plan that was approved by the shareholders, and the first improvements were realized.
For ING's Service Delivery Program, BePresent managed the rollout of a universal CMDB for 2,000 employees across 8 divisions. This included the development and execution of the implementation plan, as well as communication and training to inform and educate users in a timely manner.
For the multi-year e-Customs change program, we handled the change communication. The main goal was to secure major changes in customs processes and information flows — both within the Customs administration and between carriers in the Netherlands. Our role was crucial in the (crisis) communication when schedules came under pressure.
