Flex Manager

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Project Manager

Project Manager

Work Experience

Unisys Ltd 1998 – 2001

Siebel SFA Implementation Delivery Director.

My role was to manage the internal implementation of our Siebel SFA package to the 1600 plus sales force within the 22 countries throughout Europe, India and South Africa in which Unisys has offices.

¨ Built a technical team of 10 in the UK and one coordinator in each country, thus coping with the difficulties of geographic distance, language and technical critical mass;
¨ Challenged software delivery process by providing alternatives which were better suited to the network topology, technical expertise of users and the available support in country;
¨ Built team of trainers and developed suitable training material to train 1600 staff in the targeted ten weeks. Initial courses were for “train the trainers”, which were followed by local training session in every country.;
¨ Built support network, focused on the UK, which covered all time zones and geographies. This network provided cover for anyone in my theatre for 16 hours/day;
¨ Developed an approach to supporting the product that reduced the number of calls by 50% and drastically reduced their complexity;
¨ Facilitated the deployment of the product by presenting to Country Managers, senior finance officers and sales managers. By involving this level of managers, I increased the awareness of the product. This also allowed me to feed any critical comments back to the development team.

Director of Support - Commercial Banking.

This role required me to establish support teams for managing the transition of projects through the final part of implementation and smoothly into the support stage of the project.

¨ Built a support team with correct set of technical skills to handle the problems and reduced the number of outstanding problems by 70% in 6 months
¨ Generated Service Level Agreements (SLA’s) with customers to reflect their requirements. These SLA’s formed the basis for the maintenance agreements which totalled £.5M per annum.
¨ Generated processes and escalation procedures which enabled the support teams to smoothly handle all support calls within the required times. Achieved 100% of target response times throughout the period, with 95% of calls being handled within 30% of the target time.


Practice Manager - Commercial Banking

When the Practice Manager left at zero notice, I took over the management of the Practice.

¨ Took control of the situation, managing the Practice for four months, including managing the scheduled close down of two projects and the re-scheduling of resources, all without incident.

East Midlands Electricity Ltd., 1997/8

Delivery Manager

As there had been no significant changes to their computer systems for more than a decade, they had no experience of software project management or testing. This became a problem when changes were forced upon them by the industry's move towards the 1998 Open Market. I was recruited to support their figurehead manager.

¨ Built and trained a user testing team of six who developed test requirements and scripts. This resulted in a 20% reduction in issues;
¨ Created a culture change by arranging for the test team to be involved in the design and development of the software, resulting in a 50% reduction in the rejection rate of the modules being produced;
¨ Built the test strategy early to provide project planning information to the figurehead manager, thus enabling him to give clear planning information to the Directors;
¨ Created a configuration management system to control delivery. This reduced the issues from 2 major problems per release, to a single minor problem in 15 releases.

National Grid plc., 1996/7

Test Manager.

During the de-regulation of the power industry National Grid had to upgrade their software, some of which had been originally written in the 1950’s. They could manager the project scoping and recruited a Project Development manager, and me as a Test Manager.

¨ Developed a test strategy that enabled testing to be carried out at all levels and all development styles. This later proved invaluable as the development strategy was changed from modular to RAD within 3 months of the start.
¨ Recruited and built a test team of eight which including some users. This combination of experienced testers and experienced users provided an excellent knowledge base. The tests produced worked so well that the delivered software could be “approved” or rejected within 1 day of delivery.

Vodac Ltd., 1996

Test Team Leader

As part of a company wide expansion, a new billing system was required.

¨ Built test plan enabling acceptance tested to be carried out in 50% of projected time.


South Western Electricity plc. 1994/6

Consultant

A new asset management system was being built using RAD development.

¨ Developed test and QA procedures that enabled the testing to be carried out in 30% of expected time.

National Power Ltd., 1990/4

Consultant

Having recently been de-nationalised, the company had to re-create its IS system from scratch.

¨ Developed Disaster Contingency plans to replace the IS system for any power station within 48 hours with not more than 24 hours data loss. Trials proved system recovery possible within 36 hours with a nominal 12 hours data loss.
¨ Designed and developed an IT asset management system that enabled complete control of all software and hardware. This was completely automatic and required no human intervention.
¨ Managed the first line support group. 180 VAX machines were managed 365*24 by a team of 6. Target 95% up time on all machines was reached, with many months achieving 99+% up time.

Working as an Independent Consultant from 1985-1998, Principal Employers include:-

Hambros Clearing Bank,
Dow Chemical, Holland
GEC Software (Switzerland)
Harrods Ltd.
DML (Plymouth)
BSB. (Later BSkyB)
British Telecom
STC.
Hollandse Signaalapparaten, Holland
Software Sciences Ltd.
MOD (PE) Farnborough



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Nationality BRITISH
Educational Background

Farnborough Technical College HNC Maths, Stats and Computing, Plus Endorsement

Kingston Poly-Technic B.Sc. (Hons) Computer Science.

Open University Masters Degree in Business Administration (MBA)


Fellow of the British Computer Society
Member of the Institute of Management
Council Member of the British Computer Society (1994-2000)
Member of Membership Committee of the British Computer Society. (1995-2000)
Member of the Professional & Public Affairs Board of the British Computer Society. (1995-2000)
Member of the Disciplinary Panel of the British Computer Society. (1995-2001)
Member of the following Special Interest Groups of the British Computer Society:-
ICC (Vice Chairman) (1990-1998)
Quality Assurance (on regional committee)

Languages (Human)

Working knowledge of Dutch and German, although a little rusty


Education

BSc (Hons) Computer Science
MBA (Open University)
CEng
European Engineer (Title of Eur Ing)
Fellow of British Computer Society
Member of the Institute of Management

Skills

Managing/directing complex projects
Support Centres
Team Building + Leadership
Knowledge of Utilities, Banking, Finance, Telcos, Defence Virtual Teams
Test management
Quality Assurance
Configuration management
Disaster recovery/contingency

Languages

English,
Some Dutch (rusty)
Some German (rusty)

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