Business Analyst Jde

Location:

Johannesburg, Gauteng, South Africa

Posted:

February 11, 2025

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Resume:

CURRICULUM VITAE

ANEL BARKHUIZEN

(PRIVATE AND CONFIDENTIAL)

PERSONAL DATA

SURNAME : Barkhuizen

NAME : Petronella Jacoba (Anel)

HOME ADDRESS : *** ******** ******

Fairlands

RANDBURG

2195

POSTAL ADDRESS : 106 Cornelis Street

Fairlands

RANDBURG

2195

I.D. NUMBER : 730-***-**** 087

DATE OF BIRTH : 30 June 1973

GENDER : Female

MARITAL STATUS : Divorced

DRIVERS LICENSE : Code 08 (Light and Medium)

CELL PHONE : 074-***-****

EDUCATIONAL

LAST SCHOOL ATTENDED : High School Riebeeck

HIGHEST STANDARD PASSED : Matric (Standard 10) (with exemption)

SUBJECTS PASSED : Afrikaans

English

Mathematics

Accounting

History

Geography

EDUCATIONAL QUALIFICATIONS

A)January 1992 to June 1992: Randfontein College

Course: National Commercial Certificate

Subjects:

-Typing

-Office Practice

-Communication

-Computer Practice

B)January to November 1997: Intec College

Course: Advanced Secretarial Diploma

C)Excellent working knowledge of the following Computer packages:

-Windows 95 & 98

-Microsoft Office Suite: (Word, Excel, PowerPoint, Access, Outlook, Project, Publisher, Internet Explorer, Front Page)

-Other Computer packages knowledge:

-Corel 9

-Corel Mega Gallery

-Corel Print and Photo House

-Adobe Photo Shop

-Visio

-Winzip

-Front Page

-HTML & Webpage Design

-SQL

-Visual Basic

D)Completed a Visual Basics Diploma

E)Completed Introduction to Java Course

F)Nedcor Related Training:

-Lifeline Training learning how to handle difficult clients

-Effective Business Writing Skills

-Effective Speaking

-Nedbank 10

-BoE Life Assurance

G)Enrolled in 2006 for BCom (with specialization in Informatics)

Subjects completed:

Introduction to economic and management environment (1A & B), Business Management (1A & B), Accounting concepts, principles and procedures, Accounting reporting, Introduction to Business Information Systems, Human-computer interaction 1, Introduction to programming, Economics (1A), To the performing of the audit process (Auditing 101 & 201), Practical accounting data processing (accounting data processing), Psychology (Industrial and Organisational Psychology 101 & 201)

H)Introduction to programming (March 2007)

CURRENT CAREER HISTORY

1 Aug ‘22 – Current: 2DIGITAL SOLUTIONS

Blackheath, Randburg, South Africa

Fast-moving entrepreneurially-minded tech startup that assist clients with products around the flagship product: “ReadyPlatform”; a digital delivery platform that drives low-code development and gives our clients everything they need to rapidly build, deploy, and host digital products and solutions in a highly secure and scalable environment

Business/Systems Analyst

oCurrent competencies and deliverables:

oCompletion of Solution Approach Guidelines (SAG’s)

Meeting with KPMG-International application owners to discuss enhancements and defects

Start writing the Solution Approach Guidelines (SAG’s)

The SAG is a document I created and designed to reduce the number of documents circulated during a production cycle. The SAG contains the following sections:

the scope (defects and enhancements) for development as requested by the client

the proposed solution to address the defects and enhancements

the scope of work (SOW) or costing of the development

the developer notes and information like scripts and stored procedures to be ran when going into production

testing steps to complete to ensure the client is testing the correct way and prevent scope creep

The Solution Approach Guidelines (SAG’s) workflow can be described as follows:

oMeet client to discuss the enhancements and defects to be addressed

oCreate a SAG and complete the scope and the proposed solution on how the enhancement or defect will be resolved

oMeet with the developers and testing team and confirm the solution proposed can be implemented and correct way to address the issue. Confirm SAG contains all the information required to address the development and testing and confirm the development time for completing the work & development team and testers availability

oMeet with the Finance team to discuss cost and available hours in contract (if applicable)

oUpdate the SAG to align with notes from the development and finance meeting

oDistribute the SAG internally for approval

oAfter SAG internally approved forward to client for approval and acceptance of cost for development. Update SAG with any changes and if required meet with teams to discuss client changes

oReceive approved SAG from client and raise formal project:

Create project plan

Log tickets on the Azure Development (TFS) board

Plan the sprints on how the development needs to be completed

Book time with client to present the development and give guidance to users

Circulating the project plan to all stakeholders and management & ensure developers and testers are booked and confirmed

Daily stand-up meetings to get feedback on development progress

When development is pushed to local staging environment do testing to ensure the development aligns with the requirements from the client – if any errors found log tickets and discuss with developers during stand-up

Developers update SAG with release notes

Forward updated SAG to the testers to start testing and update the SAG with the correct testing steps to test the development

If no issue is raised, the updated SAG is returned to the client for testing in the Staging Environment

Meet client weekly to follow-up testing and if client experience any issues. If client raise no issues (bugs), the development can be pushed to the production environment

Client sends signed off testing steps back and SAG is filed

In production complete smoke test to ensure application opens with no errors

Close the project

updating functional specification, user manuals, Scribes and Wiki’s with new development

oHelpdesk

Helpdesk where application owners and users can create a ticket with information regarding defects found in their production environment

Respond to user logging ticket with feedback that includes:

Guidance to resolve the issue (knowledge base article or steps to user need to follow)

If development is required, flag the ticket to be included in next production cycle

Ensure timeous feedback to client and closure of tickets on a daily basis

Analyse the tickets and use the data to motivate internal system enhancements

oOther projects

Create functional specifications, user manuals and scribes for other business units and areas (BDO or KPMG-SA or Independent clients)

New applications being developed require testing and workflow testing before the application is demonstrated to potential clients

Training new users on applications and creating testing packs to guide the users after the training is completed

Creating testing packs for new testers and staff to learn applications and to use as a reference guide

Regression testing after every development cycle to confirm the application is functioning as expected

Knowledge Base training provided for new clients and staff to ensure all use applications with all features

1 Feb ‘19 – 31 Jul ’22: VUMACAM

Randburg, South Africa

Vumacam assembles and installs the CCTV cameras in the areas it rolls out to, ensuring there is adequate coverage, and the quality of the video feed is up to its standards. Its “video as a service” is then open to companies after they have been heavily vetted.

Business Analyst

oCurrent competencies and deliverables:

oManagement Packs:

Creation and updating of daily, weekly and monthly reporting to ensure all stakeholders are updated regarding:

Camera uptime

Critical issues that might affect service delivery

Monthly client uptime reports to show clients if Vumacam kept SLA with clients with reasons why cameras were below SLA

Daily communicating with clients regarding cameras down with reasons & meetings with relevant teams to understand issues and resolve issues faster

oSales:

Responsible for receiving the signed proposals from the sales team

Ensuring the VMAAS and contract is accurately completed and forwarded to the customer

Loading of the proposal on the systems & ensuring the number of cameras and contract value is accurate

The creation of billing trigger to ensure client is pro-rata billed when the camera goes live

oSystems alignment:

Vumacam currently uses various systems (6 main platforms) to monitor and track their assets, camera and video feeds

Systems are not used by all personnel & all maintenance and updates need to be done manually on these platforms & include:

Additional/removal of services to customer base

New customers to be loaded

Superuser on all systems and duties include:

creation of access rights and linking users on systems

building functionality to reduce manual work

dealing with developers & system updates

database management

training for internal and external users

oProcesses and Procedures:

Documenting and creating of Business Requirement Documents and processes to ensure all staff are aligned

Documenting business strategies

oStock control

In charge of the storeroom where all stock is kept and includes:

Ordering of cameras/NVR’s/switches/recording devices for business-as-usual roll-out

Planning and ordering special project equipment that is not normal stock items

Monthly stock takes conducted to ensure stock balances

Submission of invoices and ensuring credit levels with suppliers are managed correctly

oFinance

Asset register update and maintain to accurately reflect assets of Vumacam

Assist the Finance team to make client reconciliations to balance back to contracts and proposals signed and ensure client is not over/under charged

Advising finance of credits that needs to be passed to clients on poles/cameras where monthly SLA was below agreed SLA and credit need to be passed back as per contract with client

oAd hoc

Internal user training on Microsoft Products to ensure user can perform tasks faster and more accurately and encourage co-workers to learn new skills

Junior staff member training on how to create update and report on data to grow in role

Ad hoc communication to advise clients about area outages, network upgrades and/or general issues

Assisted with creation of special project templates & packs that include material to be used by Carte Blanche for viewing by general public (Melville shooting & expose on Vumacam and POPI act)

1 Jul ‘14 – 31 Jan ’19: AFRICAN RESONANCE

Sandton, South Africa

African Resonance owns and operates a national estate of terminal devices with a rich diversity of products and solutions.

Business Analyst

oObjective:

oDocument all the “As Is” processes of the company, analyse and create “To Be” scenarios to reduce paper in company and make flow of terminals easier

oProject Manage various projects on behalf of the Stakeholders

oEngaged with all Business Unit Stakeholders, to determine:

What processes and systems are currently used

What solutions are currently proposed and how do these function

Are there more optimal solutions available

What system and process changes/alterations need to occur so as to enable the use of a chosen solution

Any additional analysis pertaining specifically to Business Units requirements in determining the optimal processes and flows required

Completing the “As Is” processes and mapping the “To Be” processes, identifying the gaps

Completing Business Requirement Documentation/Solutions and briefing the developers on changes/enhancements needed required

Cut down manual processes and replace them with automated solutions

Priority of development and feedback regarding deadlines and new development requirements

Training and first line support regarding system development

Managing the development cycle and ensuring seamless transition from UAT to Production with every release of software

oCompetencies required:

oLearning and supervising

oPersuading and influencing

oRelating and networking

oPresenting and communicating

oWorking with people

oDeciding and initiating action

oPlanning and organization

oDelivering results and meeting customer expectations

oChange management

o Projects successfully delivered:

oNew Call Centre telephone system (PABX Solution):

Source and implement a new telephone system to fit requirements of the African Resonance Call Centre that included marquee, recordings of all calls, training & smooth switch over

oStandard Bank Merchant Capture Portal;

Creation, maintaining and enabling Standard Bank to capture all the terminal deployment requests via a portal and ensuring faster turnaround time and more accurate data

Updating the portal with user enhancements (cancellations, upgrades etc.), to remove email process and follow progress of calls online

o“Papilio” data clean up:

African Resonance internal CRM system required new fields and changes to the current data structure and making the overall user experience much friendlier

Logging bugs/system issues on a bug tracker (Bugzilla) and ensure all issues are resolved/closed with next development release

oRepairs Module:

Design and implement a portal for the Repairs Department to ensure the entire life cycle of a terminal can be tracked

oManagement Pack:

Creation and implementation of a monthly management pack to give the Owner & Directors of the company a view of the different aspects of the company (sales, cancellations, finance, specific product performance etc.)

oDeployment Projects:

Gather data and create reports for terminal replacement projects required by Standard Bank to track the number of replacements and give accurate description of where each terminal is in the deployment process

oPaperless Environment:

Created daily reporting & trained staff to remove the paper from the company and make deployments and projects paperless and cut the cost of paper usage by 75% per month

oTesting of Software Development:

Creation of test pack to test all system development and ensure the development is aligned with the business/end user requirements

oReporting:

Creation and updating of daily, weekly and monthly reporting to be more user friendly and meet the requirements of the company

oTraining:

Creation and updating of user manuals and on the job training to ensure all users are abreast of all changes and software updates. This includes internal and external staff

1 Oct ‘13 – 30 June ‘14: BARCLAYS GROUP

Johannesburg, South Africa

One of South Africa’s major financial service companies.

1 Oct ‘13 – 30 June 2014

Foreign Account Tax Compliance Act (FATCA) PROJECT

Business Analyst – contract position

Project 1: Documenting the FATCA Back Office and Document Management Solution (DMS) for FATCA with all business units:

oObjective:

oDocument business requirements and supporting documentation for DMS

oScope definition:

oEngaged with all Business Unit Stakeholders, local and foreign, to determine:

What processes and systems are currently used as DMS

What solutions are currently proposed and how do these function

Are there more optimal solutions available

What system and process changes/alterations need to occur so as to enable the use of a chosen solution

Any additional analysis pertaining specifically to Business Units requirements in determining the optimal DMS

oEngaged with all Business Unit Stakeholders, local and foreign, to determine whether:

They have entities that need to be captured,

What processes and systems are currently used to do so,

Is there a more optimal solution available,

What system and process changes/alterations need to occur so as to enable the use of such a solution

oCompetencies required:

oLearning and supervising

oPersuading and influencing

oRelating and networking

oPresenting and communicating

oWorking with people

oDeciding and initiating action

oPlanning and organization

oDelivering results and meeting customer expectations

Documenting the FATCA requirements for the following work streams in the project:

oFunds - Detailed Business Impact Assessment and Operational Design – Barclays Africa Group Limited

oTrusts - Detailed Business Impact Assessment and Operational Design – Barclays Africa Group Limited

oClassification of Entities – Detailed feedback document regarding understanding and classification if entities fall in scope or out of scope for FATCA as well as the classification of Foreign Financial Institution (FFI) or not

oProduct Matrix – detailed document for all business units within the Barclays Africa Group Limited determining if products being sold are in scope for FATCA or out of scope and then classify the products as Advisory, Depository, Custodial, Cash Value Insurance, Loan, Insurance, Other, Out of Scope

oSPV – Special Purpose Vehicles - Detailed feedback document explaining if the current SPV’s fall into scope for FATCA and identification of each of the SPV’s

oOverall FATCA Project - Detailed Business Impact Assessment and Operational Design – Barclays Africa Group Limited

oObjective:

oCreation of a detailed Business Impact Assessment and Operational Design for the above work streams in project and signed off before deadline of 30 November 2013:

oScope definition:

oEngaged with Business Unit Stakeholders, local and foreign, to create a comprehensive and meaningful document that will explain the impact of FATCA on the different work streams and what changes/enhancements are required

oUnderstanding of different work streams is required to ensure the following can be completed in the document:

Background

Overall business goal

Project objectives

Business requirements

Explanation of old processes vs. new FATCA impacted processes

In & out of scope for FATCA project as per above different work streams

Suggestions and improvements to align with FATCA

Additional suggestions and system improvements to ensure minimal disruption in the business area

oWeekly status updates in formal e-mail communication are a requirement as well as regular meetings with all the required stakeholders

oCompetencies required:

oLearning and supervising

oPersuading and influencing

oRelating and networking

oPresenting and communicating

oWorking with people

oDeciding and initiating action

oPlanning and organization

oDelivering results and meeting customer expectations

Project 2: ABSA Cease & Desist (C&D) Programme:

oObjective:

oAs part of the Deferred Prosecution Agreement (DPA), Ernst & Young are required to review Barclays’ execution of the Sanctions Compliance Programme once in 2011 and again in 2012. The 2011 review resulted in 18 observations and recommendations. The purpose of this document is to map the different stages of Daily Sanctions Offline Batch Screening Process Flow from system to system and identify issues and triggers that can enhance the process

oScope definition:

oEngaged with all Business Unit Stakeholders, local and foreign, to determine:

What processes and systems are currently used

Map out the workflow of the data from source files to screening

Build triggers and route cause analysis on incidents logged and customers not being screened

oDaily status updates in formal business documentation and e-mail communication & face to face meetings

oCompetencies required:

oLearning and supervising

oPersuading and influencing

oRelating and networking

oPresenting and communicating

oWorking with people

oDeciding and initiating action

oPlanning and organization

oDelivering results and meeting customer expectations

Jan 2000 – 16 Sep '13: NEDBANK LIMITED

Johannesburg, South Africa

One of South Africa’s major financial service companies.

Oct ’10 - 16 Sep '13: CONSUMER CREDIT CARD

Business Analyst

oBusiness analyst responsible for reporting on the performance of the different card products to portfolio managers, Ropcom, Opcom and stakeholders

oTasks include:

oWriting scripts using SQL and extracting data from central warehouse as per predefined definitions

oCreating user friendly monthly management packs for different products and including credit, debit, cheque, prepaid, buy aids, charge, private label products

oManagement packs to be correct and month on month comparison includes full account and plastic detail (for example performing accounts/plastics, new, closed, interest bearing balance. These packs also include the split between corporate credit card and consumer credit card

oCreation and maintenance of financial packs to measure the different portfolio performance against budgets submitted

oDetail analysis to compare product performance, testing of new card features and/or understanding different trends or analyzing new trends identified

oPulling data for ad hoc requests received from portfolio management

oSMS data for campaigns include spend shift, activation, knowledge sharing and competitions

oResolution of client concerns regarding SMS campaigns

oDetailed association reporting that includes the pulling of data monthly and weekly to ensure MasterCard, Visa and American Express understand the performance of their products against set targets or overall performance

oFixing and/or updating scripts to include product enhancements

oRedesign and investigation of faster and easier way of doing reporting and giving clients easy access to data

oCreation and maintenance of daily and weekly reports for new products launched to monitor the performance of the product as well as ensure that all product features are working correctly

oHandling requests for data from our private label cluster and includes companies like: South African Airways, Hub, Old Mutual, Ackermans, BoE, Buy Aids, Edgars, Namibia and Pick ‘n Pay

oReporting on the monthly card sales through the branch environment and able to report the number of plastic and account sales per banker, branch, area and region

May ‘06 – Sep ‘10: CONSUMER CREDIT CARD

Regional Sales Manager

-Card Sales:

oMain job function – to ensure all bankers in area are trained, able and motivated to sell credit cards

oAreas responsible for Central Areas (Staff Banking, Mass and Middle Market, Schemes and Nedbank in Retailer). Due to sales not being able to be monitored and the only area showing a dramatic increase in sales was Staff Banking

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Total

2005 Actual

2006 Actual

256

2007 Actual

116

180

888

2008 Actual

102

959

2009 Staff Banking Target

100

110

100

110

100

1,197

2009 Card Target

100

125

100

125

100

125

100

125

100

1,200

2009 Actual

101

152

666

oThe lift in card sales from 2006 – 2008 can be seen, but I was removed from the area middle 2009 due to small numbers in comparison with other regions

oEnd 2009 started a MIS role concentrating not on credit card sales but on data and resolving credit card application issues

oUtilizing Front Page knowledge to design invitation to new staff to apply for a credit card

oUsing data manipulation to pull data from various sources and cross sell products to staff

oFull investigation into “NB2”’ error and understanding reason for error and why CAMS and CMS are not balancing on a monthly basis

oMonthly RBS pack – getting data from various sources and complete pack for discussion with segment owners

oMonthly Team report – combining the various feedback from the different Regional Sales Managers for Card country wide, confirming sales, removing NB2 errors and balancing numbers of plastic vs. account sales

oCreated various interactive e-mail boxes for various areas to assist clients with process and application forms as well as assist with data from campaigns running through these e-mail boxes (for example SAA)

oBoE monthly data check to ensure correct sales are reported at RBS level

oMonthly reporting on finance and branch vs. budget spend. Ensuring all DCWC’s, claims and invoices are processed in month of expense and branch stay within budget

oEnsuring monthly reports are received on time, data checked for accuracy and distributed to the team (for example (MSN error report, Verification errors, NB2, 100% decline banker report)

oCredit card decline report – receive 20 leads per day regarding credit cards that was declined and investigation into process and why application was declined

oOctober 2009 – date NPV value added R1,558,080.00 and cases still busy working with = R 1,285,000.00

Nov ‘02 – May ‘06: STAFF BANKING

Working on various initiatives and projects to improve the Banking services offered to our valued clients, our valued staff members

Projects current and completed successfully during 2004:

o“GridWatch”:

Cell phone-based emergency response product

o“Fee for Service”:

Introduction of Service fees of 50% of published client services fees on all Savings and Current Accounts of Nedcor staff

o“Fee for Service Phase 2”:

Introduction of Service fees of 50% of published client services fees on all Savings and Current Accounts of Nedcor spouse and children accounts

oStaff Banking Service Measure:

Project to test the service level and client satisfaction of the Division

oRightFax:

RightFax gives the ability to receive and send faxes via your computer

Implementation and training in RightFax for Staff Banking

oWinning Teams:

A project to assist staff to gain product knowledge in a fun way

Implemented and run for Staff Banking, Vehicle and Asset Finance Unit, Retail Contact Centre

oIcanOnline Project:

Migration of accounts from IcanOnline to Nedbank Limited

oBoE Migration Project:

Onboarding of clients to the Nedbank system

Resolving the high number of outstanding signature cards

oLetsema Learnership:

Assisted in opening of accounts and resolving queries

oUhuru Journey:

Improving my leadership abilities

oCriminal:

Researching and writing a series of articles to educate staff on Credit Scoring with ideas on how to improve your Credit Rating

Other tasks responsible for:

oFirst Line complaint resolution desk:

Escalation of product and system errors that can impact on our clients as well

oStaff Banking Business Communications

oAdministrator of the Staff Banking Intranet site

oGeneral Office Duties i.e.:

Scheduling meetings

Booking of venues

Assisting and resolving general tasks for Head of Staff Banking and/or managers of Staff Banking

Weekly and monthly reporting on Sales Figures for the Department

Taken over the Staff Banking Help Desk to ensure fast and friendly service to all clients

Highlights of 2004:

oNominated for Top Achiever Award 2003

oReceiving various Quarterly Achiever Awards during 2004

oTop 25, Nationally in the “Professional of the Year 2004” competition

8 May 2000 - Nov ‘02: CLIENT SATISFACTION UNIT:

Personal Assistant

FUNCTIONS

-Scheduling meetings:

-Contacting of attendees (internal & external)

-Setting up meetings

-Arranging & booking of venues

-Booking of parking for managers & attendees

-Confirming meeting 24 hours in advance

-Minute taking

-Distribution of minutes

-Arranging refreshments for meetings

-Answering telephone and taking down messages

-Arranging and confirming travel arrangements for manager as and when required

-Assisting Call Centre by answering calls from irate customers and taking down relevant information to ensure resolution

-Filing

-General office duties

-Creation & preparation of presentations

-Dealing with irate customers & escalating their calls

-Assisting staff members with MS Office Program related problems

-Arranging and setting-up of catering requirements for special functions

-Assisting with MIS reports establishing “Hot Spots” and “Problem Areas”. The information was presented to Retail Manco, Client Service Council & other high-level management forums on a weekly basis

-Create, maintain and report presentation based on various databases for the Department i.e. Adjudicator database, payment database, compliment database etc.

-Updating and distribution of daily and weekly graphs case age analysis, root cause analysis, etc.

-Creation of HTML scripts as feedback devices

-Assisting managers with projects i.e.:

-Compliance:

-Wrapping of frames

-Distribution of frames to various Managers in different regions

-Assistance with creation and distribution of certificates for compliance

-Comments Books:

-Distribution of Comments Books to all Nedbank branches

-Creation of a database for capturing all comment books detail received from branches

-Monthly reports generated from the database for reporting to the various areas

-Co-Ordinator for Division’s move from Braampark to Sandton

-Assisted Michelle Hartslief (AGM) for period March – July 2001 when her secretary resigned

-Assisting with Finance payments and reconciliations for Division after transfer of Finance Controller

-General office duties i.e. ordering stationery

-“Fun Team” co-ordinator i.e. arranging fun events for the department (race day, baby photo’s) as part of departmental team motivation

-Attendance register control for managers of Client Service Advisory Unit

-Recording, creating and forwarding compliment letters to staff members being complimented by clients

-Mapping of compliment process and assisting with input around the “Mr. Mad” initiative

-Weekly reports circulated regarding compliments received

PREVIOUS CAREER HISTORY:

COMPANY : J C I Gold Division Stores

DATES : July 1992 to 1 May 2000

POSITION : Application Systems Administrator

Started in 1991 as a Stores Picker and worked in a rotating manner through all the

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