Andrew Short Email & Phone Number

Various

With extensive experience in the industry, senior consultant Andrew is a key member of the Step5 team.Instrumental in turning around the service performance for some of our biggest clients, Andrew joined Step5 some years ago. Today, Andrew specialises in providing Step5 customers with a host of services, lending his expertise to the execution and delivery of a range of IT service programmes, listed below.

Home Based

SSCL, a company set up by Sopra Steria and the UK government, were selected to transform the operating model of the MOD which provide medals, payroll and pensions to all staff for all 3 forces.

Warrington, United Kingdom

• Review/document as-is process for Local Government within IMSL• Develop a Service Model for Local Government as part of Transformation• Manage a project to migrate Local Government to using Execview (the Sopra Steria recommended Service Reporting Tool)• Creation of a Service Management Operations Board (plus Terms of Reference), advise members, manage timeline and any actions arising from the meetings• Project Management to define the requirements for a solution to utilise the ‘near real time’ dash boarding of status across multiple accounts, using multiple solutions• Stakeholder identification and engagement for the dashboard project.• Define business requirements, project plans, action register to implement iDashboards with IMSL as a reporting suite• Problem Management, Identify and drive down Top 5 Problems per account.• Working with the IMSL Operations team, identify and implement improvements to local processes as part of Transformation activities

• Creation of a vendor selection process to replace the existing training systems with the strategic Learning platform • Member of the team to review and score responses, based on the above, from potential suppliers• The new learning platform would replace current point solutions, and integrate military personnel’s complete training journey

Nottingham, United Kingdom

Service Transformation, working within the boundaries of the ‘Service Matters’ programme. In brief, it was an Organisational transformation programme to deliver a UK wide service programme impacting c750 employees across multiple business units, to support the demands of a regulated business and enable strategic growth: • Implementation of an organisational target operating model (TOM) removing the fragmented service delivery and driving efficiencies and scalability of Experian Service UK• Design and deployment of ITIL Service Strategy & Design and Operations capabilities enabling end to end service engagement & transformation (B2B)• Definition of Service requirements in a global enterprise implementation of ServiceNow, achieving single global processes to drive customer centric service• Stakeholder management to C+ level executives, influencing and supporting business change, ensuring appropriate decision making and action. My responsibilities included;• 3-month audit preparation to document the current state• Development and documentation of to-be ITIL processes• Definition of the to-be Service organisation, including the development of Role Profiles and Team Charters• Process improvement for ITIL Service Improvement Plan• Document a working Service Model for the current state• Owned the development of a Proof of Value for Experian, show casing the capabilities of the solutions provided by BMC, the Services and the processes involved in order to showcase the development to Experian for Executive Management sign-off• Advise and action on improvements identified as part of the Service Matters programme

Abu Dhabi, Uae

AGT International provides Public Safety solutions globally. Step 5 were selected to work on a key Urban Safety project in Abu Dhabi, United Arab Emirates to deliver a Service transformation Programme. One of our key deliverables was the implementation of both Service process and a Service Management toolset (Entuity Network Monitoring, BMC BBPM and BMC Remedy) with focus being on the 3 major Service processes, which were -• Incident Management, including Critical Incident Management and Escalation • Change Management• Problem ManagementMy role within this programme was to provide overall Service consultancy and develop, document and socialise these processes, both at the business level (including the customer) and within the toolset. I was responsible for - • Facilitation of workshops to define and document Service policy and process• Defining functional and non-functional requirements for the toolset• Producing Programme On a Page documentation for the toolset• Production of Training Needs Analysis, training plans, training documentation, and Work Instructions per process• Producing Service Introduction documentation for Remedy• Facilitating workshops to define Service Level Targets for Remedy• Development of Testing strategy and plans incorporating UAT for Remedy• Designing Management Information Reports produced from Remedy• Managing the deliverables of the BMC resources engaged in the project• Providing data analysis for the first 3 months after go-live to further educate the organisation on Incident, Problem and Change Management.I also provided consultation to senior management of AGT and the customer on best practise organisational structure to effectively manage Service and produced documentation in the form of –• Organisation Structures, including responsibilities and accountabilities• Role descriptions for senior management and key personnel

Manchester, United Kingdom

The Late Rooms Group is an e-commerce company comprising of 3 major brands, specialising in online hotel accommodation –• LateRooms.com• AsiaRooms.com• HotelsLondon.comAs part of a programme of work to transform the IT capability of the Group and move towards a Service Oriented Architecture (SOA), the Late Rooms Group initiated projects comprising of, but not limited to –1. Implementation of an Enterprise Service Bus (ESB) and development of subsequent Services2. Late Rooms Code Refactoring3. Implementation of a Customer Relationship Management suite (CRM), which is provided as a SaaS offering. Objectives delivered -• Acceptance into Service (AIS) criteria for the Service Management group, which is used for Major Releases, such as points 1 and 3 above.• AIS planning for the above Releases.• ‘Programme on a Page’ documentation for a variety of functions, including Service and Development Operations.• Baseline audit documentation for the IT Service Management group in order to review and record process improvement against CMMI standards.• Facilitation of workshops to understand current processes, and define future process in line with Transformation deliverables. Using Release Management as a reference, the future process was designed so as not to impact the current release cycle using Agile delivery methodology while not interfering with Continuous Integration.• Define non-functional requirements for the transformation programme that each project needed to develop against. These are vital so that a solution, once developed can be managed by the Service teams as part of BAU operations.I have also been engaged as a Project Manager to deliver the CRM solution above with the following key deliverables – • Static chat widget for Asia Rooms and Late Rooms• Forward and Track functionality• Complaints Management System• FAQ pages (hosted by Right Now, the CRM provider)

London, United Kingdom

Working on the National Health Programme delivering IT Services and Products to the Barnet and Chase Farm and Royal Free Trusts. These Trusts have an operating budget of over £500M and, as Acute Trust Service Manager, I owned the Service relationship between the Trust and BT Health. Responsibilities included, but were not limited to – • Service Escalation point for both the Trust and BT in case of Service failure.• Working with the Programme and Suppliers to coordinate the introduction of new/updated Products/Services to ensure a smooth transition into Service.• Creating and managing an Early Life Support Model (ELS), which was designed to provide governance and control for a period after the introduction of new Products/Services.• Reporting to, at Director level, the Service performance against contracted SLA targets• Managing the in-Service processes, being Incident, Problem, Change and Release.Also, as part of this role, I was asked to be part of the team to re-write both the upstream and downstream contracts when new contract negotiations had taken place.

Leeds, United Kingdom

Responsible for ensuring that the teams managed the delivery of not only new/updated functionality to existing services, but also the addition new services/products as part of the contract. Both functions had agreed process and accountabilities, which were structured based on ITIL methodology. Responsibilities included – • Resource Management of the team. • Management reporting on the financial and process performance of each function.• Maintaining ISO20K accreditation and working towards CMMI (Capability Maturity Model Integration), Level 3 accreditation.• Escalation point for Senior Management to prioritise Change activity.As part of cost saving measures, I was asked to investigate the outsourcing of both of these functions, which I did with a BT partner, Tech Mahindra, and the outsourcing exercise was completed successfully saving BT 40% on the cost of these functions over the life of the programme.

Leeds, United Kingdom

Key Deliverable - Create a process and recruit a team responsible for the maintenance of the non-functional requirements of the programme. These included such items as OS and firmware upgrades, in line with supplier recommendations, and delivered with minimal impact to the availability targets agreed in the contract. Responsibilities included – • Recruitment of suitable Project Management resources• Meeting with suppliers to agree delivery schedules that would meet their recommendations• Meeting with the programme to coordinate these upgrades in line with deployment activityThis process was successful in delivering firewall updates across the estate, OS patch level updates and also in defining new base build patch levels for the deployment programme.Based on the success of this, I was then asked to implement this into the LSP programme, which I completed.

Leeds, United Kingdom

I was accountable for managing a project to remove £2M in penalty payments incurred per month due to reported Incidents impacting messaging performance and availability. Working with the support teams, and the Service Level Management Team, I investigated the following areas -1. Service Protection Plans2. SLA Reporting3. Future ReleasesBy working with the teams on the 3 activities above, I was personally responsible for removing these penalty payments and was rewarded with a bonus payment from BT of £20k.Through Lessons Learnt from previous deployment activity on the programme, I was also instrumental in defining process and governance models throughout a major deployment to control the information and management visibility throughout the activity. These controls were put in place so that, based on the timeframe and activity, information was escalated up the management chain in a coordinated and agreed method, so that both Senior Management and the Customer received consistent messages on progress. These were referred to as Fail State scenarios, and once implemented were proven very successful when used in the next major deployment activity.

Leeds, United Kingdom

Major Incident Management provides command and control when Service is disrupted that impacted patient care, and resulting in failure of agreed availability and message throughput targets. My responsibilities included – • Recruitment of resources• Management of the rota and team to deliver this function 24x7• Process revision to meet BS15K accreditation and subsequent education to all team members. • Delivery of Major Incident Reports within agreed SLA targets• Senior Management and Customer communication during the Incident.• Work as escalation point for both Senior Management and the Customer.• Decision point for invoking Disaster Recovery (DR)

Brisbane, Australia

• Create an environment within the Service desk to provide on-line support to all Council employees. I was responsible for creating the space on the Service Desk to seat the staff and to advertise this new strategy to our customers so that they were comfortable using it when required. The strategy included support, security provisioning, and software installs using ZenWorks.• Management of a rotational team of 12 tier 2 and 3 staff in 5 separate sites supporting approx. 7000 customers and over 1000 applications, from thin client (Citrix) to legacy and in-house applications• Managing the staff output to ensure that it complies with the published support procedures• Strategic planning through rostering and customer interaction to ensure correct allocation of resources• Reporting to all levels of Council, both written and oral. These included progress reports, ad-hoc meetings and presentations to the IT Steering Committee for Council.• Managing staff to maintain work completed within SLA’s as agreed with our customer. This role included reviewing types of incidents logged to better operational effectiveness through customer meetings.• Reporting of scheduled outages, SLA targets achieved and exception reporting to customers• Development of business plans for Consumer Branch. These plans were integral to the ongoing success of the branch. They allowed each staff member to easily recognise the areas that they were to excel in so that our customers received value for money when dealing with anyone in the branch.• Deployment strategy, planning and feedback of major software upgrades to customers.• Identify new business with our customers through regular meetings and analysis of Incidents received.