cv lukas 20161216

Curriculum Vitae – Lukas van den Heever

PERSONAL DETAILS

Surname : Van den Heever

First Names : Lukas Johannes

Nationality : South African

Area of Residence : Pretoria

Language : Afrikaans, English

ID Number : 7106305158089

Telephone : +27 (0) 82 388 6588 (Mobile)

E-Mail : [email protected]


CAREER OVERVIEW

Lukas is a Certified Project Manager with 26 years working experience. During the last 18 years he has specialised in Project Management and Technical Deployment Architecture. His diversity afforded him projects related to ICT, Refurbishment, Facilities, Transformation, Infrastructure, Systems development and applications implementation, Financial and Business Processes. His working career began as a member of the South African Police Services where he was employed in the Financial Services Department. While at this department, Lukas secured a position within the SAPS’ Information Systems Department where he was involved with the implementation of an ICT Infrastructure at SAPS Police Stations and Branch Offices across South Africa. He was also involved with the delivery of an ICT Infrastructure for Radio Control Rooms, Special Task Force, Criminal Record Centre and the Forensic Science Laboratory. During this time Lukas was head hunted to explore an opportunity as a Project Manager within the Strategy Modernisation and Technology Division of the South African Revenue Services. Here Lukas was responsible for the delivery of ICT, Refurbishment, Facilities, Server Rooms, Business Transformation Solutions and Financial Projects. Lukas was later head hunted to the Technology Innovation Division as a Technical Deployment Architect where he was responsible to investigate and deploy technologies that would enhance efficiencies within the organisation. This included technologies for the disabled. Returning to Project Management, Lukas joined the Enterprise Programme Management office at SARS where he specialised as a Project Manager. Lukas was responsible for projects across board ranging from ICT, Business Transformation, Refurbishment and Relocations as well as Business Processes. As a result of his successes Lukas was offered a 5 year contract. At SARS Lukas was involved with creating and documenting numerous standards and technical specifications, which included achievements such as Server Room Standards in compliance with the Kyoto Convention, becoming the first government department to obtain SABS Certification for the installation of a Server Room and fire system, as well as installing the first optical laser communication technology in SARS. Lukas was also moved out of the traditional infrastructure role to head a financial project to reconcile all Tax systems within SARS to align to Auditor General’s findings. Lukas was offered an opportunity at Business Connexion where he has been employed since July 2007. Lukas started as a PM on the Anglo Platinum account and within 6 months worked himself into a position where he was responsible for all projects that involved all mines and related sites within Limpopo and Mpumalanga. At the end of 2008 Lukas was asked to become the Programme Manager on the BHP Billiton account. In addition to the role of Programme Manager he was afforded the role of Senior Manager for the Mining cluster with a staff compliment of 9 Project Managers as direct reports. During his tenure at BHP Billiton Lukas was promoted to Senior Project Manager. As Project Manager Lukas has gained extensive experience in project management skills implementing projects through standard project management principles and technologies, i.e. PMBOK, Prince II as well as Agile, as he is a hands-on project manager. As Programme Manager he was responsible for the coordination of various Enterprise Services projects on the BHP Billiton account. These included: o Bridge (X-Layer Integration) between Remedy (BCX) and Maximo (IBM) service management

systems (completed) o Transition of the following Enterprise Services to IBM

(completed): Active Directory Messaging

o Exchange & o Mobility(Blackberry)

Security and Authentication o PMI Password Resets o SiteMinder


o MIIS

o WLAN o Certificate Management o Token Authentication Service o Global Antivirus

o 1-Desktop(completed) – standardised OS, Office Apps and Production Applications o Service Management Framework + SMFII(completed) –ITIL3 o Documentum(completed) o Mining Server Room Move(completed) o Global Service Management Centre Additional Services(completed) o Exchange Decommissioning(completed) o GSAP(completed) o eRooms(completed) o Juniper Connect(completed) o Software Packaging(completed) o Local Service Desk Support(completed) o Group Information Management Operating Model(completed) o VersaRecman Infrastructure Support(completed) o Accounting Matters for Consideration (AMFC) Application(completed) o IE Favourite Change(completed) o SAP GUI Rollout(completed) o SAP R3 Cransoft BOA Tool(completed) o GLD (Group Level Documents) Glossary Transition(completed) o AccAD(completed) o IBM AD server upgrade in SA(completed) o SAN & VMWare Upgrade(completed) o Standard Bank Link(completed) o JHB Hosted Service Migration(completed) o AD GPO update and 1SAP rollout Phase III(completed) o Reporting on End User Experience(completed) o 1SAP R2a, R3, R4, R4 Front End Components(completed) o User Group Mapping for support resources o Service Readiness Testing (Service Desk and BAU support process testing) o Process Training (Local Service Desks and BAU support) o Processes (Work Instructions, etc.) o RACI Metrics

Lukas performed the role of Transition Manager on the BHP Billiton account with a couple of direct reports (Line Management function as well). Lukas has assisted the client with building and implementing a governance framework (PMO Office) for Projects aligned to best practises such as Prince II and PMBOK but customised to suit the client needs. Lukas was also key in assisting the client to develop on boarding requirements for any vendor resource requiring to perform work at the various mining operations, e.g. HSEC Requirements Inductions Medicals, etc.

Curriculum Vitae – Lukas van den Heever During his involvement on the BHP Billiton account Lukas has become a specialist in planning and executing projects/programmes involving Service Introduction. Typically Service Introduction covers the following areas: o Enterprise and Local Services

User Group Mapping - To ensure that the level of access required to operate Enterprise Services has been identified and signed off.

Commercials - Ensure that all necessary changes to existing LSP support contracts for Enterprise Services support have been reviewed and signed-off

Training - Identify and execute the training requirements for the Local Service Desk and Local Service Providers for support organisations

Service Agreements - All metrics identified in the support contracts need to be measured and reported. Verify that the LSP tracks and reports its service metrics as per the Support contract it has with the client.

Service Provider Readiness - Confirm that the service provider is ready to support the environment as per implemented processes. Ensure that training is complete, training materials and triage scripts and all relevant process documents have been updated.

Support - Ensure that the LSPs have defined their Mobilization/Demobilization requirements to align with client frameworks. This also includes a Commissioning/Decommissioning Plan

Support - LSP to conduct an Impact Assessment to identify the required changes and provide an assessment of impact to their respective organizations. i.e. Resourcing, skill, knowledge transfer etc.

Service Readiness Testing – Executing test cases based on real-life cases to ensure; a) implemented ITIL processes and standards are functioning, and b) ensure that all resolver groups’ knowledge is tested through the entire lifecycle of the Service Management System. (end-to-end)

Procedure Changes - Ensure LSP operational procedures have been updated to align with the updated blueprints and ITIL Processes

Access Provisioning - To ensure that access required to support services has been provisioned and tested as per the confirmed user group mappings, etc.

Lukas has performed multiple roles due to his ability to build relationships in his current capacity such as: o Representing the Engagement Sector (Account Management) for all new Enterprise Services with

numerous visits to Australia and Singapore to represent BCX in planning workshops. o Writing Proposals aligned to client requirements (Pre-Sales). o Identifying gaps and making recommendations to Operations for client take-on (BAU). o Transitioning of services to BAU o Management of the AGA Transitioning team and client relationship whilst internal restructuring was

taking place

On the BHP Billiton account Lukas has successfully completed 35+ initiatives of various sizes with 70% of these initiatives being complex (CAT 3). Lukas has also written the client proposals for 80% of these responses and played a key role in ensuring client acceptance. In his role as Engagement representative he has taken it upon himself to compile proposals, obtain client approvals and implement ES’ projects to the value of + R20, 000,000.00 Lukas was recommended to spearhead a high visibility restructuring to create internal efficiencies. During the Business Case phase Lukas was selected to serve on the panel of people to be interviewed to identify inefficiencies within the company. At the same time BCX ventured into the Industrial Space at BHP Billiton. Lukas was moved to this initiative due to its strategic nature, criticality and high visibility. Streams Include: o Plant Application Remediation (directly accountable)

- Build a PCN SOE (standard operating environment) 32 bit + 64 bit - Remediate XP devices to become Windows compliant - Rationalise business applications for implementation, packaging and deployment - Align to group level standards

o Service Introduction – Implement SI (as previously indicated) for the Industrial Network and build new support structures (systems, processes and people) to support the environment according to negotiated


SLAs. (programme manage to align interdependencies between projects and ensure all bases are covered)

o PCN LAN Segregation – Split the Industrial Network from the Office Network (programme manage to align interdependencies between projects)

During his tenure at BCX Lukas was offered an opportunity Standard Bank, PBB IT, Virtual Channels. He has been employed at Standard Bank SA since 31 July 2014 to December 2015. Lukas was assigned two in-flight projects that are experiencing problems with the intent to regain momentum and ensure delivery: o SA Messaging (top 29 projects): – Moving CIB (Corporate Investment Banking) off the current

platform TransactAlert and moving it to a new platform at PBB (Personal and Business Banking), MCA (Multi Channel Access). This includes incorporating the current CIB requirements into the PBB environment: A messaging rules engine Multiple message delivery channels A Bank administration function for take-on and maintenance of customer messaging profiles A Client self-service option for self-service take-on and maintenance of messaging rules Multiple event sources for both value and non-value messages

These span across the following areas: Mainframe Development Java development MCA (Multi Channel Access) development ESB (Enterprise Services Bus) development Billing Risk Management Change Management Production Support SLA management Infrastructure Component Integration Testing Systems Integration Testing UA, etc The Messaging Solution approaches messaging from a holistic point of view, addressing requirements of Corporate, Business Banking and SME clients from the South African market that require notification of transaction activity and event notification on their account and subscribed channels. At a high level the following the Messaging Solution encompasses:

Notifications from multiple source systems: o Value Activities o Non Value Activities

Rules Engine for flexible alert types

Provision of management reporting for client and bank

Multiple message delivery channels

Includes domestic and cross border inwards and outwards payments made to or from accounts held in South Africa.

During November 2014 (after 4 months of employment) Lukas raised a query regarding the validity of the project business case which resulted in the de-scoping of a portion of the project ensuring that existing platforms are leveraged and fruitless expenditure is reduced. This resulted in a saving of >R4mil

o USSD Migration: - Moving USSD functionality off a GI platform to the MCA platform and catering for the following functionality:

Balance Enquiry

Mini Statement

Prepaid Airtime (All the mobile networks in SA)

Data Bundles ( MTN & Vodacom only)

Prepaid Electricity ( Eskom and selected municipalities)

Pay beneficiaries

Instant Money Voucher

Inter Account Transfers

P2P (Standard Bank customers only)

One Time Payments

Multi Bill Payments

Change CSP

Indicators, Calculators, Locators and Contact Us Due to his effort and achievements on the projects he was assigned Lukas already received a Service Excellence award in December 2014, 5 months after he started employment at Standard Bank Lukas moved to the EIM (Enterprise Information Management) Programme which required to regain momentum and speed up delivery. This programme involved: To create the ability to exploit and utilise information to deliver customer value, whilst

enabling the organisation to achieve its defined competitive edge and economic profitability

To govern the acquiring, usage, storage, valuing and deleting of information that is accurate, timely and concise which contribute to an engineered customer experience, through business insights, that deliver significant business and customer value

To improve the organisations information maturity by building an integrated approach for the data and information initiatives across PBB SA whilst delivering the key programme objectives for the greater Standard Bank Group

This Programme envolves metadata, CDM’s (Conceptual Data Models), Physical Data Models, Logical Data Models as well as Policies, Procedures etc. to entrench EIM within the organisation

Lukas has also been assigned to the AML (Anti Money Laundering) Programme and managed the data

cleanup of customer data in SAP CRM to ensure compliance to SARB and other statutory FICA requirements. This initiative was to ensure the duplication of information across Partner Systems are

eliminated, customer records were revisited to ensure KYC status changes to compliant and provide

output records for other partner systems to perform their clean-ups. The Data Clean-up Lab also assisted other projects and business areas to clean up their customer data. The process entails data

extracts from various sources, profiling of data against business rules and mandatory fields and then ensuring that records are remediate systematically, manually or through direct customer engagement

Current:

At the beginning of 2016 Lukas was afforded an opportunity at SBV where he currently works as a

Senior Project Manager responsible for various initiatives in the Cash Processing space.

Forecasting and Planning (Integrated Currency Manager and Network Optimiser): Planning for ATMs and Wholesale cash to manage:

o Very poor forecast accuracy o Out of cash o Expensive emergency services o Too much / too little cash o Peak demand periods (pay days, first of month, holidays, events)

Query Resolution Management: Implementation of a QRM system

Auto Recons: Implementation of automated reconciliations against the bank GL for the 4 major banks

ABC model: Implementation of an optimized hosting model at Cash Centres

Workforce Planning: Implementation of a solution that will improve efficiencies in the Cash Processing space across 32 Cash Centres

Incentive schemes: Implementation of a revised Incentive Scheme solution


QUALIFICATIONS

QUALIFICATION INSTITUTION YEAR STATUS Matric Afrikaanse Hoer Seunskool 1989 Complete

Subjects:

Afrikaans

English

Northern Sotho

Mathematics

Biology

Science

Advanced Certificate in Project University of Pretoria 1998 Complete Management (PMBOK)

COURSES

COURSE INSTITUTION YEAR Marketing Management (entire Institute for Administration and Commerce 1992 course not completed, only subjects

listed)

Management I

Business Communication

Marketing Management I

Network Controllers Course Central Computer Services 1995 Analogue Networks

WAN Fundamentals

Protocol 90

Modem and Interface Testing

Introduction to Novell 4.1 Q-Data 1996

Xyplex Product Training Whitaker Xyplex 1996

Netware 4.1 Overview Dynamics Education 1996

Scudnet NIC – Configuration for Liberty 1996 network installation

Microsoft Education Certificate - MS EUC Academy 1996 Project 4

Whittaker Xyplex Certified Engineer Whitaker Xyplex 1997 Media and Access Servers

Bridging and Routing

Applying Risk Management to a L J Rider Management Services 1997 Project

Documentation and Configuration L J Rider Management Services 1998 Management

MS Project 2000 Damelin 2002

RUP (Rational Unified Process) Software Futures 2002

Outcomm Facilitator Skills BizComm Group 2006 Programme

Fundamentals of Project SARS 2006 Management

Prince II Foundation APM Group 2007 ITIL 3 Foundation BCX 2008

Scaled Agile Framework (SAFe) DVT 2014 Agile 101 Standard Bank 2015


CAREER SUMMARY

POSITION COMPANY DATE Senior Project Manager SBV – contracted through PLC Jan 2016 - current

Senior Project Manager Standard Bank SA – contracted through DVT 31 July 2014 -

December 2015

Senior Project Business Connexion, BHP Billiton 01 January 2009 - Manager/Programme 30 July 2014 Manager/Line

Manager/Transition Manager

Project Manager Business Connexion, Anglo Platinum 02 July 2007 – 31 December 2008 Project Manager Enterprise Programme Management December 2004 – 30

Office, South African Revenue Service June 2007 (SARS)

Technical Deployment Technology Innovation Division, Design July 2002 – November Architect Centre, South African Revenue Service 2004

(SARS)

Project Manager Technology Services, South African June 1998 – July 2002 Revenue Service (SARS)

Team Leader – Project Information Systems, South African Police October 1994 – May Manager Services (SAPS) 1998 Constable - Sergeant Financial Services, South African Police July 1990 – September

Services (SAPS) 1994

PROJECTS OF NOTE Siyakha Transformation Programme (2007):

Transformation of 10 remote SARS Branch Offices that included: Appointment of staff into new positions Relocation of staff where required Consultation with Unions Restructuring layouts of offices (complete refurbishment) and alignment to business processes

to enhance service offering to the taxpayers.

Business process analysis and deployment IT Infrastructure, Server Rooms, etc. Business Systems

This Programme was a high visibility initiative requiring direct reporting to the SARS Executive.

Total cost: R45, 000,000.00

Design Centre: Refurbishment (fit-out) of a facility to accommodate an environment that was to act as a laboratory for SARS. The fit-out incorporated the following: New office layout moving away from the conventional SARS office layout, New interior finishes in line with current trends, New facilities, Wireless environment, High-tech security systems, Installation of an IT infrastructure (data & voice) and provision of a test lab, Construction of a server room, Construction of a “Demo Theatre” by providing for video, audio and network integrated conferencing

capabilities. The refurbishment of the Design Centre was completed successfully and is a strategic and beneficial addition to SARS Business by assisting with technological as well as business process planning and development.

Siyakha Western Cape (Compliance Centre) (2002): Audit, Collections and Special Investigations previously functioned as three independent divisions. By creating a Compliance Centre, these divisions would fulfil the enforcement role within the broader SARS Compliance by developing a common understanding of the market as well as a single strategy to ensure enforcement. It was required that a functional IT infrastructure be delivered under extreme and trying conditions in order to support the business strategy. As a whole, the improved processes and service delivery will improve SARS’ image with the general public and encourage cooperation. Besides delivering the IT infrastructure, other areas that were included are: Cabling access routes, Office layout and space planning, Security system layout and design, Installation of 2 x 5KVA UPS’ for server room equipment, software, etc.

The construction of the server room was conducted according to ISO standards. Fire system design and room integrity testing were done by ISO certified companies and ISO certification was obtained. This was the first ISO certified Server Room within SARS and the fifth ISO certified server room within South Africa. In addition, the fire suppression solution has been changed from FM200, which is being phased out worldwide as a result of its toxicity, to Pyroshield (Argonite). This not only resulted in the utilisation of a more environmentally friendly solution, but also proved to be more cost effective, as it is locally available and supports local business. This is as a result of my determination to improve on existing processes as well as reducing implementation costs. Research showed that countries worldwide were phasing out FM200 and replacing it with Pyroshield, as indicated in the Kyoto Protocol, of which the South African Government is a signatory. SARS supports the South African Government in its support for worldwide environmentally friendly environments, and therefore my proposal to replace FM200 with Pyroshield in order to align SARS with international standards. Total cost: R19, 000,000.00

Siyakha KZN (See “Awards Received”) (2001): This entailed the restructuring and downsizing of SARS Offices countrywide as well as the transformation of the network infrastructure from Windows NT 4 to Windows 2000, the relocation to new offices and the establishment of an IT infrastructure at these offices. In addition, the relocation of existing network and related network infrastructure equipment and the installation thereof. Assist with office layouts in order to determine best solutions to accommodate all functional entities / vendors involved to satisfy business requirements. The SARS Offices were restructured as follows: Processing Centres Compliance Centres Taxpayer Service Centres The first implementation was completed by 1 0ctober 2001. This date was indicated in Parliament for the Siyakha rollout of the pilot site in Kwazulu Natal. This entailed the completion of the Processing Centre, Complaince Centre, Tax Payer Service Centre and Call Centre in Durban. Although this project was subject to an extreme amount of scope creep which resulted in additional requirements to the project not indicated in the scope of the project, the committed date was still reached and savings of R500, 000.00 was obtained. Total Cost: R10, 000,000.00

Curriculum Vitae – Lukas van den Heever Project 3 Billion (See “Awards Received”) (2001): The objective of this project was to build capacity and infrastructure to collect additional R3 billion in revenue. Audit, Special Investigations, Collections and Customs established a formalised framework and strategy for the implementation of optimal collection. Audit, Special Investigations, Collections and Customs are all sub-projects under Project 3 billion. All these departments required an IT infrastructure at various SARS offices countrywide. Two buildings were identified in Woodmead to accommodate the staff of an “Audit Nerve Centre”, which consisted of auditors, lawyers, etc. The 1st premises were a current SARS building to be re-occupied and the 2nd building an additional building opposite a public road from the 1st building. Various options were consider linking the two buildings in order to ensure that they operate as one LAN, not only to reduce overall installation costs but to negotiate the limited timeframes within which this sub-project had to be completed. This posed to be a challenge as the various options entailed the introduction of new technology and the installation thereof for the first time in SARS. Balancing Project (2000): Initiated by SARS to identify unbalanced financial transactions between the SARS Core Systems and the Revenue Accounting figures for the period April 1999 to March 2000 and April 2000 to October 2000. Furthermore, to identify corrective actions at all levels to ensure correct financial accounting principles. The main purpose of this project was to: Identify current balancing methods, Identify problem areas in the balancing process, Identify corrective actions, Identify historical balancing figure differences per tax type, Identify current financial year balancing figure differences per tax type up to October 2000, Implementation of controls and balancing methods to avoid recurrence of unbalanced transactions, Issue balancing procedures for the reconciliation and balancing processes.

Historically, there were seven tax systems, also known as the Core Systems, within the South African Revenue Services for which monthly taxpayer payments were received: Provisional Tax Assessed Tax Value Added Tax (VAT) Employee Tax (PAYE) Secondary Tax on Companies (STC) Tax on Retirement Funds (RFT) Skills Development Levy (SDL) The critical balancing actions performed were as follows: Balance Revenue 6 statement figures with data processed on the Core Systems Balance payments made at Financial Institutions with the data processed on the PAYFIN System Balance data processed on the PAYFIN System with data processed on the Core Systems The following problems were identified: More money in the bank than accounted for on the Core Systems No balancing performed between the Financial Institution figures and the data processed on the PAYFIN

system since 1 April 2000

Figures within the Data Input Section as from 1994 do not balance Manual balancing processes Limited balancing procedures and standards at Branch Office and Head Office level. Manual reconciliation of balance bank account with the Core System


Limited / no ownership regarding balancing processes and correction of errors The current balancing methods appear insufficient and need to be verified, enhanced where applicable and

new balancing methods must be drawn up to resolve the current problem of unbalanced items

Limited skilled staff to perform balancing tasks No controlling methods in place to ensure timeous balancing and correction of errors.

The balancing was completed as per Auditor General requirements. The issues indicated above were resolved and proposals were submitted to enhance and maintain the balancing system. A Central Balancing Unit was established to continue with the ongoing balancing actions after the completion of the project. Server Rooms (1999): Management of the construction of 52 Server Rooms in a live environment according to Server Room Standards and Procedures. The aim was to arrange for the supply and construction of Server Rooms at all the current and new offices of the South African Revenue Services. It required that the computer room be constructed consisting of false floors, suspended ceilings, fire proof wall panels, adequate fluorescent lighting, a fire detection and suppression solution, access control, air conditioning, all necessary heat resistant cabling, pipe work and fittings, a fire proof door and electricity. It further entailed managing the move of network and network related infrastructure equipment (File Servers, data lines, cabinets, Frame Relay, etc.) to the newly constructed computer rooms, ensuring network security and stability. The construction of all server rooms was completed within project budget and within the project schedule. SARSNET Project (See “Awards Received”) (1998): Installation of a Network Infrastructure at 13 Sites for the South African Revenue Services. Activities included: The planning, scheduling and overseeing the tasks below: Data cabling (1045 points) installation, Electrical cabling (1925 points) installation, File Server (17) installations and configurations, Installation and configuration of computer equipment (2219), and printers , The installation of 3 Com Switches, Establishment of LAN and WAN connectivity, etc.


AWARDS RECEIVED

Achievement Award – In recognition of excellence in achieving the delivery of a new Network

Infrastructure for the South African Revenue Services under complex and trying conditions. Signatories: General Manager: Information Technology; Deputy Commissioner: South African Revenue Services; Deputy Minister Finance – 1998

Hall of Fame – SARS Technology Services Division. Project 3 Billion – Special Projects: Delivery of an IT infrastructure in line with business requirements in order to streamline business processes to increase revenue collection for Special Investigations, Audit and Collections Units (2002).

Hall of Fame - SARS Technology Services Division. Siyakha KZN - Delivery of an IT infrastructure in line with business requirements in order to streamline business processes to increase revenue collection for Special Investigations, Audit and Collections Units (2002).

Astronaut Award – Business Connexion Professional Services - 2011

Astronaut Award - Business Connexion Professional Services - 2012

Service Excellence Award – Standard Bank South Africa - Dec 2014

PROJECTLINK Team of the Year - SBV - 2016

ACCOLADES Aspire Award Nomination (Excellence) – 2013

Aspire Award Nomination (Excellence) – 03 June 2014


CAREER HISTORY

Employment History: Company : Project Link Consulting @ SBV

Period : 05 January 2016 – present

Position : Contractor – Senior Project Manager

Client : SBV

Responsible for projects in the Cash Processing space to automate manual processes and implement a

solution and capability that will improve workforce and operational efficiencies. This will drive revenue

generation by means of additional capacity to accommodate more volumes, reduced overheads, i.e. less

overtime required to complete work; reduce turnaround time and resulting improved customer experience;

and increase proactive planning, etc.

Auto Recons:

Automate current manual balancing and reconciliation against the Banks’ (ABSA, FNB, SBSA, FNB)

General Ledgers related to Cash Processing for Retail and Wholesale Cash.

This solution integrates with ISA and Fiserv Accurate, as well as Trinity.

Workforce Planning:

Implement core tasks aligned to performance criteria for each job type, which will also serve as input to the

Incentive Schemes at the SBV Cash Centres. This will drive operational efficiencies by improving

processes and monitoring to address exceptions earlier as well as the establishment of a Centre of

Excellence to drive the culture and new way-of-work. This will allow for collective planning across regions

to achieve maximum results and real-time visibility (MI) to the Executive and Management to view and

monitor country wide, regional and Centre level performance for possible challenges.

Customer Queries:

Implement a Customer Query solution that will manage the processing and resolution of Customer Queries

within SLAs, as well as reporting thereof (MI). This is an interim solution until a Call Centre has been

implemented.

Forecasting and Planning

Implementation of an automated system to perform planning and forecasting activities for Cash Centres

and ATMs, to address:

Inefficient Cash Operations

Cash Supply Chain Costs

Cash Availability

Lack of Visibility and Control

ABC Model

Deliver ABC functionality across all AACC Host Cash Centres for all banks involved

ACDP (Automated Commercial Deposit Process)

One part processing of cash received at the Cash Centres from the various clients including banks; ABSA,

NEDBANK, SBSA & FNB.

Employment History: Company : DVT @ SBSA

Period : 31 July 2014 – December 2015

Position : Contractor – Senior Project Manager

Client : Standard Bank South Africa Summary: o SA Messaging (top 29 projects): – Moving CIB (Corporate Investment Banking) off the current platform

TransactAlert and moving it to a new platform at PBB (Personal and Business Banking), MCA (Multi Channel Access). This includes incorporating the current CIB requirements into the PBB environment: A messaging rules engine Multiple message delivery channels A Bank administration function for take-on and maintenance of customer messaging profiles A Client self-service option for self-service take-on and maintenance of messaging rules Multiple event sources for both value and non-value messages

These span across the following areas: Mainframe Development Java development MCA (Multi Channel Access) development ESB (Enterprise Services Bus) development Billing Risk Management Change Management Production Support SLA management Infrastructure Component Integration Testing Systems Integration Testing The Messaging Solution aimed to approach messaging from a holistic point of view, addressing requirements of Corporate, Business Banking and SME clients from the South African market that require notification of transaction activity and event notification on their account and subscribed channels. At a high level the following the Messaging Solution will encompass:

Notifications from multiple source systems: o Value Activities o Non Value Activities

Rules Engine for flexible alert types

Provision of management reporting for client and bank

Multiple message delivery channels

Includes domestic and cross border inwards and outwards payments made to or from accounts held in South Africa.

o USSD Migration: - Moving USSD functionality off the current GI platform to the MCA platform and catering

for the following functionality:

Balance Enquiry

Mini Statement

Prepaid Airtime (All the mobile networks in SA)

Data Bundles ( MTN & Vodacom only)

Prepaid Electricity ( Eskom and selected municipalities)

Pay beneficiaries

Instant Money Voucher

Inter Account Transfers

P2P (Standard Bank customers only)

One Time Payments

Multi Bill Payments

Change CSP

Indicators, Calculators, Locators and Contact Us

Company : Business Connexion

Period : 01 January 2009 – July 2014

Position : PE – Transition Manager

Client :

BHP Billiton (Billiton Energy Coal, Aluminium, Manganese), Anglo Platinum, AGA, Accenture, IBM, CSC, etc.

During the 3rd Quarter of 2008 Lukas was offered a permanent position at BCX. He was also offered a Line

Management position in addition to that of Transition Manager on the BHP Billiton account. Programme: Enterprise Services Transition (Cost +/- R15mil) BHP Billiton’s strategy is to simplify its’ environment – IM101ES. This implies that the various IT standards within the company have to be standardised to provide single platforms and services across BHP Billiton for Enterprise Services at a Group IM level. This also includes the standardisation of governance by implementing Cross Supplier Processes in line with ITIL 3 Processes and complying to ISO 20000 standards. ITIL 3 Processes affected includes: Foundation Processes: Incident Management Problem Management Change Management Request Fulfilment Integration Processes: Access Management Availability Management Capacity Management Event Management Release & Deployment Management Service Continuity Management Scalability Processes: Information Security Management Service Level management Configuration Management

Lukas has been directly responsible for the transition of Enterprise Services for BHPB, at a LSP (Local Service Provider) level. Lukas has exposure in the following areas as the single point of contact for Enterprise Services into BCX: Client engagement requirements Identification of inefficiencies and process improvement

Financial management related to ES’ projects (invoices generated, payments made, etc.)

Build and maintain relationships with Group IM in Singapore and Asset IM Leads in South Africa.

Analysis of ES’ requirements and submission of client proposals, facilitation of interaction with Pre-Sales and transition delivery teams

Client escalation, problem solving etc.

Management of all PM’s on the BP Billiton account and support at a Programme Level.


In addition to the above Lukas is responsible for Service Introduction on all Enterprise Services projects as well as Customer Sector Group Projects. This implies the introduction of new services in the environment ensuring support structures and processes are in place as well as the alignment of Local Service Desks for the logging and resolution of related calls.

Lukas has also completed the development of a “Bridge” that implies the integration of the BCX Service Management System (Remedy 7) with the IBM Service Management System (Maximo). This is required for the automation and replication of ES calls being logged in South Africa at the LSD (Local Service Desk) through to the ESD (Enterprise Service Desk).

The establishment of an integrated Enterprise Services Service Desk component was imperative to the success of the Enterprise Services Programme He was also involved with the coordination of various Service Improvement Programs as part of the ES’ Transition.

During his tenure at BHP Billiton he also successfully completed a project which involves the relocation of Application Servers, SAN, Backup Libraries and network components from their existing environment to a new Server Room.

Lukas was also involved with the establishment of a Project Management Framework for BHP Billiton Manganese (customer specific) applying BCX best practice and way-of-work.

Lukas was leading a Programme Responsible for take-on of new services in the Industrial Space at BHP Billiton

Company : Business Connexion

Period : 02 July 2007 – 31 December 2009

Position : PC - Project Manager

Client : Anglo Platinum

Summary: Lukas was responsible for the entire Eastern Limb of Anglo Platinum that includes all Mines and related offices in Mpumalanga and Limpopo.

Server Virtualization: (Completed) Cost R1,500,000 The rollout of VM Ware that includes the virtualization of the current hardware and software environments at Head Office and HEX to optimise efficiencies and performance as well as to reduce running costs due to hardware that are running out of warranty and therefore requires replacement. The optimisation of the environment has resulted in a reduced requirement for hardware replacement. The project also addressed the optimisation of the backup environment. PPL Town Office (Completed) Cost 2,200,000 The establishment of an ICT infrastructure at a new office for Anglo Platinum at Potgietersrus that included:

Radio Link for WAN connectivity

Network infrastructure (Data & Voice, Cisco Switches)

IP Phones

Dedicated Power

Generator (60Kva)

Network Room (Aircon, Fire System, Access Control, etc.)

PC’s & Printers

PABX (Alcatel)


Eastern Limb Redundancy The installation of Radio Links and Layer 3 Cisco Switches across all Eastern Limb mining sites to address redundancy. Sites include: Atok to Atok Repeater Atok Repeater to Dilokong Repeater Dilokong Repeater to Twikenham Dilokong Repeater to Driekop Dilokong Repeater to Steelpoort Repeater Steelpoort Repeater to The Hill Repeater The Hill Repeater to Modikwa Steelpoort Repeater to Die Berg Repeater Die Berg Repeater to Mototolo PPL Crusher to Potties Repeater Potties Repeater to Ysterberg Repeater Ysterberg Repeater to Polokwane Smelter PPRust North Concentrator (Completed) Cost R5,000,000 Implementation of an ICT infrastructure at the Concentrator at PPRust North that entails the following:

Alcatel PABX & Instruments

Network Infrastructure (Cisco Switches)

Desktops & servers

Radio Links

Wireless

Video Conferencing (Polycom)

UPS’

Airconditioners

Fire Systems

Printers

Server Room For

Metallurgical Offices and Laboratory

Administration Building

Plant Stores

Gatehouse / Changehouse

Weigh Bridge / Control Room

Primary Crusher Control Room

Crusher Workshop

Server Optimisation Virtualization of physical servers across Anglo Platinum sites

Archiving

Backup Solutions

Twickenham MDC (Mining Expansion) Implementation of an ICT infrastructure for a newly established Recruitment Centre, Surface Training

Centre and the first Underground Training Centre within Anglo Platinum


PPRust North Mining Expansion Implementation of an ICT infrastructure that includes:

PABX & Instruments

Network Infrastructure (Cisco Switches)

Desktops & servers

Radio Links

Wireless

Video Conferencing (Polycom)

UPS’

Airconditioners

Fire Systems

Printers

Server Room For Change House Mining Offices Security Building Support Equipment Workshop Repair Workshop EMV Workshop Boiler Workshop LDV Workshop

Past Employment Company : Enterprise Programme Management Office,

South African Revenue Service (SARS) Period : December 2004 – 30 June 2007 Position : Project Manager Summary : Siyakha Transformation Programme – the successful completion of transformation at ten remote Branch Offices which included the following: Business Preparation - The alignment of staff to a new business blueprint positions and units. To plan

and prepare business for the implementation of the project.

Business Process - The implementation of the SARS FMO (future mode of operations) Blueprint.

Training - To provide FMO Blueprint Policies and Procedures Training Manuals as well as Functional, Systems, Management, Simulation and On- the-job training.

Facilities Infrastructure - The upgrading of the existing building infrastructure where required to support FMO roll-out. Prioritisation of areas that need specific construction.

People (HR) - The appointment of new staff and absorption existing staff into new positions. Appointment of Branch Managers. Relocation of staff members.

Change Management & Communication.

Technology Systems (User Profiles) - To roll-out business systems and revised user profiles.

IT Infrastructure – To roll out IT infrastructure to support the FMO blueprint.

Tax Clearance Certificates and Foreign Investments – The automation of, and to introduce new business processes that will enhance operational efficiencies and minimize the potential for fraud.

The project entailed:

Business Processes

Legal

Corporate Communications

Business Systems

Application Systems Development


Company : Technology Innovation Division, South African Revenue Service

Period : July 2002 – November 2004

Position : Technical Deployment Architect

Summary :

The establishment of a laboratory for SARS for rapid testing and prototyping focusing on:

Innovative designs and concept creation

Benchmarking

Proof of Concept (POC) and Proof of Success (POS)

Research and Planning

Feasibility Studies

Business Process re-engineering

Organizational design

Scenario modelling (stakeholder experience, etc.)

Stakeholder interaction (internal and external)

To house, maintain and upgrade different repositories of all enterprise architectures

To provide measurement and implement designs, services and projects Lukas was involved with researching:

Technologies for the physically disabled

RFID (Radio Frequency Identification Devices)

Mobile Scanners

Customs Accredited Passengers

Customs Business Solution

Company: : Technology Services, South African Revenue Service (SARS)

Period : June 1998 – July 2002

Position : Project Manager

Summary :

IT projects by integrating the following

Internal Resource Management.

Vendor Management / External Resources

Budget Management

People Movement

Cabling (data, voice, electrical, UPS, Generator) Network Infrastructure Equipment (3Com)

PC’s, Notebooks, Printers and other peripheral devices Voice infrastructure equipment (Nortel Meridian PABX, Least Cost Routing, Premi-Sell, etc.)

Server Rooms

Software Deployment Optical wireless technology Telkom infrastructure (data and voice)


Company : Information Systems, South African Police Services (SAPS)

Period : October 1994 – May 1998

Position : Team Leader – Project Manager

Summary : Development and implementation of a Network Infrastructure for the South African Police Services country-wide (South Africa). At first as a Project Leader and was then was promoted to Project Manager. The first installation was on the T-COS Network, where Lukas was responsible for the Coax cabling, RG58, RG62, RG85, as well as the installation of Network infrastructure and related equipment. T-COS phased out and was replaced by N-5000 equipment and Xyplex Routers. Establishing mainframe connectivity. Installation, configuration and commissioning of Novell 3.1.2 file servers, PC’s and printers. Installation of CAT5 UTP cabling.

Company : Financial Services, South African Police Services (SAPS)

Period : July 1990 – September 1994

Position : Team Leader – Project Manager

Summary : Persal Computer Operator Processing of financial statements concerning the subsidised vehicles of the SAPS. Delegation of duties concerning the processing of financial statements and the issuing of cheques.

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