Brand Zietsman - Delivery Lead, Equal Experts

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Work Background

Equal Experts South AfricaDelivery Lead

Aug. 2022Johannesburg Metropolitan Area

Amplify Health Agile Coach

Jun. 2022 - Aug. 2022City of Johannesburg, Gauteng, South Africa

IQ BusinessAgile Coach/Consultant

Feb. 2016 - Jun. 2022Johannesburg Area, South Africa

MiWay Insurance LimitedHead of Software Development

Jul. 2012 - Jan. 2016Midrand

IQ BusinessProject Manager /Scrum Master

Sep. 2010 - Jul. 2012Johannesburg Area, South Africa

3fifteenProgram Manager

Mar. 2008 - Sep. 2010This role is responsible to ensure that project governance processes are implemented consistently across the program managers area (Two areas Outsource Engagements and 3fifteen Project Office) of responsibility and for the coaching of project managers. I am responsible for 3fifteen project office with 7 project managers and a project administrator reporting into it. The program managers report into the CEO. As part of my responsibilities as program manager I visited an India sister company (CMMI Level 5) to look for opportunities to work together in future. I was responsible to evaluate and map project process compared to our processes. The company has grown significantly in terms of numbers (+70 in a year), project size and complexity. Project and other governance processes are being changed to support this growth on a continuous basis.

3fifteenProject Manager

Oct. 2003 - Mar. 2008I was the first project manager to be appointed at 3fifteen, excluding the projects director, and contributed a lot to tailoring and maturing of the project methodology used by 3fifteen. The methodology is based on PMBOK Project Management principles and integrated with a SDLC that is based on Microsoft Solutions Framework (2.1) with aspects of Rational Unified Process (RUP). We have introduced SCRUM practices to manage team interaction internally. Projects are sold to customers on a “Fixed Price” and we found SCRUM practices very challenging if exposed to the customer. I have managed a wide range of projects in this role varying in nature from large E-Commerce websites, Corporate Websites, Corporate Intranets, a life assurance information switch, a vehicle finance application processing engine, a reservation system for national parks and a number of enterprise collaboration platforms (Retail and Manufacturing). I was also responsible for sales support and contribute to sales proposals and presentations.

ParaconProject Manager/Business Analyst

May. 2000 - Sep. 2003I was involved in the development and maturing of the software development methodology that InfoVU used. The methodology has a strong focus on the project management function around the SDLC (Software Development Life Cycle) and combined principles from PRINCE II (British Project Standard) and PMBOK (Project Management Body of Knowledge), focused on obtaining CMM (Capabilities Maturity Model) Level 3. Paracon has moved to a RUP (Rational Unified Process) approach, but still utilizes artifacts from the InfoVU methodology.

BG BESTImplementation Consultant/Project Manager

May. 1998 - Apr. 2000BEST was a reseller for a number of software packages (BI, MRP and CMMS). I was an Implementation consultant in the CMMS (Computerized Maintenance Management System) department. The specific CMMS that BEST distributed was Xsite: Facilities Maintenance Manage System, a generic maintenance management system that catered for builds, Fleet and Plant Maintenance.

AngloGold AshantiJunior Engineer

Jan. 1995 - Apr. 1998As a Junior Engineer at Anglo Gold your main objective is to gain as much experience as possible to be a competent engineer and complete the Government Certificate of Competency. For this reason most of the time was spend relieving and assisting Engineers in different sections.

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