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City Finance Programme Management – Barclays Bank (City) - – August 2004 to September 2005 Reporting Line – Programme Director Responsible for managing Accenture, EDS and HP who are contracted to supply 220 applications required for a desktop roll out programme, first phase being to roll out to new offices in Canary Wharf, consisting of 5500 users. The programme was completed successfully in August 2005. Local Government Project Management – Richmond Housing Partnership (London Borough Richmond Upon Thames) - – May 2004 to current (in parallel to Barclays) Reporting Line – Director of Finance End to end responsibility for the implementation of a replacement Housing Management rent accounting system interfacing to Sun accounts systems and contact management systems within the IT infrastructure. This system is primarily being implemented to improve Customer Relationship Management and level of service to the customers. The system tracks housing benefit and revenues. Business re-engineering and migration from legacy systems is included in the role. There is no specific project management function in situ, therefore role includes setting up project methodology, based on Prince 2, and introducing quality processes and procedures for successful project implementations. This is a fixed price contract with agreed deliverables for the end of July 2006. The role equates to 2 days a week to keep the costs down for this registered charity. Telecommunications - WiFi Project Management/consultant – ShereBroadband WiFi – March 2004 to May 2004 Reporting Line – CEO Project managing/consulting on small company set up of WiFi for six villages in Surrey. The company offers Broadband services to villages where land line broadband is unavailable. Roles included plans for roll out of each village network, set up of help desk facility, setting up monthly billing system. Mobile Telecommunications Location Services Programme Management – Three Mobile (Hutchison Whampoa) - – July 2001 to January 2004 Reporting Line – Director of IT Product Integration On the largest Greenfield site in Europe, if not the world, we were responsible for implementing a quality driven end to end IT Infrastructure for a Location Services system, using the largest location based database in the world, outside the CIA, to global Three offices in, UK, Italy, Sweden, Australia, Hong Kong, Thailand and Austria. Managing a team of up to 120 developers with a team of project managers, architects and systems analysts and controlling a £100m+ budget. Also managing multiple vendors, based in USA, UK and Belgium. Worked closely with the Products and Marketing team to ensure that requirements were well understood and that business cases stacked up. We worked closely with operations to ensure that systems were deployed correctly and with the billing systems to ensure the solution worked correctly end to end and that the customers bills were an accurate reflection of customer usage. The billing teams reported in to me for the interfacing element of this project. In detail we managed a team of 9 Project Managers, 8 IT technical infrastructure PM's and 1 business PM each one responsible for elements of the overall project. They used Primavera project planner and Microsoft project for detailed plans and I introduced Prince 2 methodology as the underlying mechanism for quality deliverables. As a green field site I managed, and set up, a project office of four persons, responsible for amalgamating the plans, controlling the budget of £32million, assessing risks and issues and introduced quality control processes for the IT infrastructure to ensure quality deliverables with fully auditable decisions and deliveries. Further teams reporting to me were responsible for the systems architecture, the infrastructure, the radio masts, Business and systems analysts, data architects, Oracle Spatial Database Administrators, System Test teams, Integration test teams, User acceptance test teams, the business solutions. We also had six vendors reporting directly to us, Accenture, Whereonearth, Ionic in Belgium, TCS software in the USA, Oracle, Infoshare. Our responsibilities were the entire end to end solutions for a Location based service for Three mobile running on Web Browser. Our reporting lines were mixed between IT Director and Marketing Director and we can provide excellent references from both IT and Marketing Directors. Also worked in co-ordination with the billing systems to ensure that the products sold to customers were correctly billed at the right stage and that invoicing was correct in accordance with usage and at the right time. Held monthly quality reviews to ensure that all elements of the project were continuing in the designated manner. This was important due to the diversity and speed at which the project was moving, with each PM having multiple projects to manage and each one being at a different phase, i.e. , PID, vendor selection for hardware or software, tendering, test phases, pre production, post production. The variations were immense and therefore quality standards were paramount and auditable. The whole project, as with all my projects was driven through constant reviews, either, daily, for defects management, weekly for team meetings, vendor management, fortnightly for risks/issues/change control, or monthly for steering committees. The above wee my tools to ensure that a solid CRM approach was used in managing the internal customer requirements. Big Six Consultancy Programme Manager (SAP) – Price Waterhouse Coopers – July 2000 to July 2001 Reporting Line – Director of Application Delivery and support HR systems Programme Management responsible for a client, Nortel Networks, integration of newly acquired companies in the Europe Middle East and Africa region. Projects include HR integration of companies acquired by Nortel including; Cable & Wireless, $2 Billion acquisition in the UK and North America, Telrad based in Tel Aviv, $500,000 acquisition, DASA, based in Frankfurt & Freidrichshafen, Alteon, based in seven European countries, and JDS based in Zurich, a $3 billion acquisition.. The integrations are very complex with the majority of meeting occurring over the telephone, therefore strict quality control processes are in place and adhered to. Meetings are global with my team based in UK, North America, Milan, Frankfurt, Freidrichshafen, USA, Brazil and Hong Kong. Price Waterhouse is implementing SAP on a global basis on behalf of Nortel Networks. With all acquisitions my role is to ensure that SAP is integrated into the acquired companies with the minimum of upheaval, managing the change of internal processes including ensuring that the data is correctly prepared for each HR integration and that staff are on board and trained regarding the change. Energy utility Programme Management/Consultant - British Gas Trading (Centrica) – June 1999 to July 2000 Reporting Line - Director of Sales (British Gas Trading) & Director of IT Project Delivery (Centrica) Under strict quality control mechanisms, Implemented three Y2K projects, financial system, sales system and a gas supply system and verified compliance of those systems, taking actions as necessary. Also managing a team through a Business Process re-engineering review, change management requirements definition, system architecture, assessing solutions, IT strategy, supplier selection process through strict tendering with the objective of optimising business and service delivery through IT solutions. All carried out in accordance with Centrica's quality control mechanisms and introducing this quality control to the Sales department. The solution is based on a full business case with stated business benefits that must be achieved to satisfy the objectives. The budget for the project is £2,850,000. One of my most challenging tasks has been to maintain the scope to the original requirements whilst being in tune with the business needs. The project was for hardware and software, therefore vendors selection processes were for both elements with a mind to how the whole solution interfaces with the rest of the Centrica systems. Reporting in to the Director of Sales, to introduce a sales system, CRM system and information strategy, supporting 1,575 sales staff on the road, 75 regional administration staff and 500 call centre staff in the development of the Electricity business for British Gas Trading. The system has an Optical Character Recognition front end which scans and validates 2 million A3 Electricity Contracts per annum, VB5 application running over Oracle and an interface into a Call Management system being implemented by Logica. My team consists of; two project managers, one business manager and their staff, one test manager and their staff, a project office person dedicated to the project, and four suppliers, AGFA, Zeda, ICL, IS Integration and Smith Group all reporting in to me. All personnel formally managed through the PRINCE 2 methodology with quality processes in place and necessary documentation in place, such as PID's etc in order to maintain a quality deliverable with a quality driven audit trail. The role included ensuring that data preparation was to standard in order to ensure maximum benefit from OCR technology. The project has also recently taken on board a change to integrate a telecomms solution as Centrica have moved into that market place. The solution will enable the marketing of the new product range. This solution is in final testing stage, also with an OCR front end to scan up to 1 million telecomms contracts per annum. This was successfully implemented just before I left Centrica. All the above interfaced with the back end billing systems, and it was my responsibility to ensure that data feeds both ways were correct and that customer billing was accurate. Telecommunications IT Consultant/Programme Management - Cellnet – January 1999 to June 1999 Reporting Line - Head of Customer Loyalty Setting up a function in the Customer Loyalty, Marketing Department, to ensure that all of Customer Loyalties projects were more formally managed and that IT implementations that affected Customer Loyalty were notified to them through a Change Control process that followed the British Telecom standard. This included, a new Financial Billing System, Loyalty System (The FIRST programme), Customer Care System and Mobile Number Portability,. As well as setting up the processes the role included hand over to a new permanent member of staff. Rople also included impact analysis of a new product role out on the call centres. Retail IT Programme Management - AT&T - 2 years 3 months Reporting Line - Director of Projects & General Manager Finance and Retail Division Responsible for two large projects valued at £5M and £9M. One for the implementation of a Direct Marketing system on a client's seven European sites from an HP UNIX platform and the other for the implementation of a local/wide area network infrastructure for a large County Council including their own sites and partner sites. For the direct marketing system this included, defining the IT architecture, identifying suppliers of hardware, software, writing invitation to tenders, specifying requirements, account management. The role also included managing the suppliers and their service levels, one of whom was based in Stuttgart. At any one time there were five managers reporting in to me, and in turn they had teams of approximately 10 staff each. My role was to ensure that the managers and their teams delivered on time and to specification. Also external suppliers reported in through me and my role again was to ensure they delivered on time and within agreed budget. Within the client site my responsibility included ensuring that the process changes were mapped out and the change managed effectively. To ensure project success the introduction of AT&T's quality management standards into the client site was required. This was successfully introduced.
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