Home BiSL® Testimonials Ruud van Ravenswaaij, Fortis

BiSL Testimonials

Ruud van Ravenswaaij, Fortis

In order to gain greater insight into the available and required capacity, Ruud van Ravenswaaij used the BiSL® best practice“Planning & Control Process Description.”

foto_ruud_van_ravenswaaij_klein.jpgHarmonization between various business unit
Ruud van Ravenswaaij works as a team leader in the central business information management department at Fortis. This department manages corporate-wide applications such as office automation, and manages the service level agreements of the decentralized management departments (such as Claims, or Healthcare and Income) with the internal supplier (IST). Ruud: “We make the agreement with the IST, and the individual business units subsequently prepare their own “Agreements and Procedures File” within that framework. We also ensure harmonization between the different business units when they have similar requirements with respect to output, for instance. Using the best practice Planning & Control Process Description has enabled us to harmonize these changes more effectively. In the past we would start running if an assignment landed on our desk. We are now better equipped to make choices and identify the relationships between assignments in advance.”

Greater insight into scheduled activities
I now look into the future more actively and have a better grip on the work I am assigned with the capacity required for it. This enables me to deploy the resources available to me more effectively and efficiently. Planning enables me to make choices. Take the calculation of healthcare costs, for example. This always involves tight schedules. In November, the new premium structure must be determined for the following year, and offers must be made. If the organization misses this deadline, it will already have lost the insured to another party. On the other hand, being too early poses the risk of the premiums being too high or low. We therefore take this into account when planning the capacity. During this period of the year, there must always be room for change with respect to the new premium structure. We also take these seasonal events into account in the budget, as there must of course still be sufficient financial scope.”

Relationships to other BiSL processes
Before the start of a new calendar year, we make agreements with the IST regarding the amount of capacity and the timing. The requirements of the business form the basis of these agreements. Financial management determines whether our available budget is sufficient to do what we have to do. If this is the case, the plans can be achieved. This then becomes input for contract management, i.e. definition of our expectations of the IST for the year in question. This enables both us and the IST to gear the capacity plan to the needs of the business, to the greatest extent possible.”



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