Stephan Dekker is passionate about uplifting people and organisation capabilities. He believes that improving 'How we work' will improve the quality of life for employees and also improve time to market and ultimately the bottom line. He has successfully demonstrated in large and small companies that top-down and bottom-up can meet in the middle as everyone wants the same thing!
He is an Agile Trainer and coach, Agile Certified Practitioner (PMI-ACP) Trainer, Scrum Master (CSM) Trainer and SEPG Lead. His experience as a developer, tester, technical project lead, project manager and program manager has shown him the importance of cross-competency collaboration and the lack thereof across the industry.
He has extensive experience in large organisations, including NAB, Logica, British Telecom (London), The Dutch Social Security Agency and Dutch Tax Office. His expertise and specialty are his strong Agile methodology background, commitment to quality, strong process improvement background (Scrum, CMMi, XP, ITIL, TOGAF), and the practical knowledge in implementing these improvements.
Delivery Manager for the Nintex Forms for Microsoft Office 365
CTO for a Med Tech startup managing a team of about 10 super stars in casual hours.
Hands-On managing a 13 person delivery team and several concurrent projects to deliver exceptional user experience across new and legacy systems.
Technologies and Techniques:
- Increased agility to respond to changes in business priority (aka Agile)
- Continuous Delivery & Deployment
- Cloud hosting / deployments
- Infrastructure as Code
Delivery@NAB is the Continuous Improvement program within National Australia Bank. I have successfully implemented a Process Improvement Infrastructure (PII) where a CONTINUOUS IMPROVEMENT CULTURE will flourish. I started 3 years ago by selecting approaches from existing frameworks like Kaizen, Six Sigma, Lean, Scrum and others and combined them into an approach that would is far more agile and lean then seen before in other organizations.
It has become huge success with a 20% participation rate and over a 100 improvements delivered.
Process Improvements (Theory):
The achievements include (but are not limited to):
Implemented on projects (Practice):
The improved practices are adopted by many teams which resulted in the achievements below (again, not limited to):
By implementing a peer training structure I have increased training hours while considerably reducing training costs. The reward and recognition strategy made sure full acknowledgement was given to the people doing the work and delivering the improvements.
Improvement initiatives often miss the mark because of the lack of adoption. We specialize in implementing an Improvement Infrastructure that provides a collaboration framework and a suite of software tools. The result is an engaged workforce that broadly support the improvements.
The Global IT Practices Community (Founded and led by IT Best Practices), converges many best practices from the industry, academic journals, conference presentations into a single, easy to use IT Practices Library. This library is freely available on-premise install.
We can help your improvement organisation to cherry-pick from the IT Practices Library and customise your on-premise instance to your specific organizational needs.
Just publishing improvements on the intranet is not going to change anyone’s behavior. However, it’s actually only then that the “Value Add” work begins.. Many books have been written about change management, but after ticking all the theoretical change management boxes, it still comes down to engaging your team, ensuring everyone understands and makes the relevant changes.
The Infrastructure that IT Best Practices has developed aligns 100% with this philosophy and contains streamlined approaches to minimise change management efforts.
Just too often external trainers are hired to teach what the organization already has knowledge of. By leveraging internal knowledge, the training budgets can take the organization much further. IT Best Practices can help you stop this waste of valuable resources.
The reporting solution that IT Best Practices has developed will deliver reporting across the IT organization in a language that makes sense and allows management to make informed decisions. It also highlights unambiguously to all competencies how their efforts contribute to the bigger picture, further increasing adoption rate of best practices.
As a sub division of NAB, Wholesale Banking provides solutions to large business partners. Stephan led a team of developers to build the “Pricing Centre” application, which delivers a pricing solution so bankers can quickly calculate the returns for a potential deal.
Stephan started in the project as one of three senior developers but soon became the tech-lead. The project currently used the latest Silverlight version, was the first Silverlight application in the world to go live (11 hours after Microsoft released the “Go live” license), uses the MVVM pattern across the board and all testing is done using Nunit and automated UI testing.
The project ran in a highly matured Agile process adopting all the agile practices like an estimated, prioritized product backlog, burn-up charts and showcases to financial project sponsors. This was assisted with XP Practices like a build server with build indicators, pair programming, TDD, etc. The project scored #1 in every SDLC maturity assessment.
The team managed to build a highly valued application that new groups of business users were keen to start using, which is the highest reward a development team can get. The project was delivered well within budget and according to schedule.
The quality of the application is not only recognized internally, but also by Microsoft as proven by the fact that a Case Study was conducted on the project. Also the fact that the resulting application is used as a demo for multiple training sessions and user meeting talks is a highly rewarding achievement.
At LogicaCMG I acted in many different roles. Not long after starting as an developer / tester. I created a Microsoft community within LogicaCMG which still exists today. Within 12 months I moved up in ranks into software architecture and delivering commercial proposals.
I was asked to fulfill the position of council member of the LogicaCMG software factory called “Result” where I was responsible for improving the processes in the Microsoft area.
The last 12 months of my career at LogicaCMG I was giving international presentations for major commercial proposals, about Result and other technical topics.
Migration to Australia meant the end of my employment with LogicaCMG.
After my graduation training period, the Free University offered me to stay on as a scientific programmer, which I happily accepted.
In this role I was responsible for technically supporting the scientist of the faculty of Psychology: