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The 'AANPAK' app offers an integrated solution for portfolio and capacity management, useful not only for HLT but potentially relevant for a wide range of sectors.
In 2017 HLTsamen was formed by a merger of the civil service organisations of the municipalities of Hillegom, Lisse and Teylingen. With almost 470 colleagues it serves three municipal executives, three councils and a large number of residents, business owners, associations and social organisations.
That merger produced a decisive organisation, one that provides targeted services, offers advice and actually carries out the decisions taken.
It is a way of working that translates administrative assignments into concrete activities. It starts with big goals and results and works its way down step by step. But it works the other way round too: if something is not workable on the shop floor, you can reason back to which higher-level assignment is at risk.
A practical method, and one that makes sure no assignment gets lost.
One integrated solution for portfolio and capacity management, built for HLT and useful well beyond it.
Detailed, and tied to the assignments the hours are spent on.
From administrative assignment to the activities that follow from it, in one view.
A planning system that sets capacity against assignments rather than beside them.
HLT is looking ahead with enthusiasm. The AANPAK app has the potential to be implemented at other municipalities as well, and its applicability extends well beyond the municipal domain.
Lucas Kuijpers of Bureau van Aanpak joined forces with HLTsamen to draw up a plan. He stresses the need for a streamlined approach:
"Many organisations, including HLT, have excellent service processes, but internally things can be chaotic. Teams keep their own plans in Excel and information is fragmented. As a result there is no insight and no prioritisation. That is why I devised the 'AANPAK' method."
Within HLTsamen, Harco, as I&A Project Manager, is closely involved in the development of the way of working and the app. With experience in American IT companies, he adds:
"In all those years I have not seen a single system that can hold everything. That is why there was the ambition to create such a system. For HLT, where workload was high, this was an urgent need. You cannot wait two years for a complete organisational change."
The development process followed the scrum method, with JAM-IT playing a crucial role in turning concepts into working modules. Once the modules had been built, it became clear that because of its complex structure and many layers the application was not delivering the performance required. By limiting database queries and optimising the caching of certain objects with Java actions, performance was improved considerably.
The collaboration between HLT and JAM-IT was marked by seamless coordination. Michael, from JAM-IT, quickly became an indispensable member of the team. His rapid development and strong commitment to the project were widely appreciated.
We have taken important steps in the development of the 'AANPAK' application, even though the project as a whole is not yet finished. The core of HLT's operations is now supported by the planning and assignment modules already implemented, which form a solid basis. We are still working on further functionality such as time recording and project management.
The app promises to deliver valuable insight into work processes, which will ultimately lead to more efficient planning, greater transparency towards the executive, citizens and other stakeholders, and a lower workload for staff. Because the method puts employees' expertise at its centre, AANPAK also offers options to better support staff development.
An app was needed to support the method. We could not develop that on our own. So we involved JAM-IT in its development early on.
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