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ASL Testimonials Gregor Bekker, Alliander
ASL Testimonials Gregor Bekker, Alliander
| Gregor Bekker, Alliander |
 Gregor Bekker has worked for more than five years at Alliander (former name 'Nuon'). He has assumed different functions and has been process manager with the IT Operations Office since two years. The IT Operations Office is a staff division for management preparation, which is involved with all generic Business Information Management and IT issues, such as information, security and process management. Besides, this office has five line divisions with each having its customer area. Among other things, Gregor ensures the implementation of the quality manual for the line division Net Management. Net Management supports, among others, one customer responsible for maintaining Alliander's electricity grid and meters with the customers internally. Modern meters are remotely read via software.Technical and application management: two completely different worlds? “What is the quality manual? Those IT processes and procedures used by the organization, on which quality standards and directives are imposed, are described in this, among other things. This document is set up by the IT Operations Office and conforms to ASL, ITIL, ISO9000 & Cobit. In 2006, the IT Operations Office got the order to set up a new Process Framework: how do the technical and application management processes operate and how is the co-ordination of these processes between the different divisions? Alliander organized technical and application management separately. In this respect, it needs to be ensured that processes are designed identically on both sides. Processes are elaborated and described up to the procedure level. Since activities are often too specific, it was decided to have underlying work instructions filled in at the team level. It is indeed important that a uniform procedural mode of working and communication be used in divisions and teams. Example: a Change is initiated, a registration is done, but in the meanwhile exchange of meter data with the supplier company proceeds normally. Then someone suddenly calls to say that no further meter data is coming in. Then they should immediately know who needs to be contacted in order to restore the service. In order to ensure clarity, there is thus a standardized process and the layout applies to all parties.” Added value of the quality manual While creating the quality manual, the ICT Operations Office used information from ASL and ITIL. For example, the role description of Change Co-ordinator offered too little detail to ITIL. ASL did offer that and appeared to be sufficiently generic in order to install it within the technical management divisions. This gave rise to greater detail within process roles. ”We gained clarity about what is expected of the roles within Change Management by creating a RACI (tasks, responsibilities and authorizations) document using the Best Practices indicated. Change Co-ordinators act and communicate with one another in the same manner. Everyone knows, for example, what is understood precisely by the impact of a Change and how to determine the same. One knows what one can and may expect from each other. If a request for Change is entered, then the Change Co-ordinator knows who he needs to contact for obtaining information and with whom the responsibilities lie during the execution of a Change. People communicate more easily since they perform their roles within the same reference frame. Lots of progress, in other words.”
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