Home Office Transformation Programme at the Disclosure and Barring Service (DBS) in Liverpool. Transition and modernisation of the the National Vetting Systems for the DBS. The DBS needed to transition call centre, technical infrastructure and application support from the incumbent supplier to two new suppliers. The new suppliers were to be located in new office premises that needed to be fitted out according to the new supplier requirements. Key Responsibilities: Manage the capture of requirements and design for the fit out of the new accommodation. Manage the design of new PSN connection and associated technical infrastructure.Creation and management of plans with strong emphasis upon dependency and stakeholder management. Management of tasks via Jira and Confluence. Project Management in a heavily regulated governance framework. Key Achievements:Successful delivery of new accommodation and fit out in readiness for transition of service to new suppliers as per contractual dates during the start of the global pandemic.

Transition and Transformation Programme, modernising the parcel delivery systems. Yodel were introducing a new single bespoke application suite to replace their legacy parcel delivery systems. Key Responsibilities:The design, development and roll out of a new Client Portal to clients and internal stakeholders in an Agile environment. Full project lifecycle from budget approval to project closure.RAID and dependency management.Internal and external stakeholder management. Planning of training roll out of new applications and processes to the parcel delivery division of the company. Management of the introduction of enhancements to the Mobile App developed by 3rd Party Suppliers. Key Achievements:Successful implementation of Blue Prism automation software to introduce efficiencies to Customer Services Call Centre in South Africa.Successful implementation and roll out of a new client portal which has increased customer satisfaction and been a catalyst for new business wins. Successful decommissioning of legacy applications and shipping tools with a significant cost saving Yodel.

TCS were responsible for running the call centre, applications and technical infrastructure for the Home Office DBS account in Liverpool. I transferred to TCS from Capita under TUPE. My role was to manage the delivery of IT and Business Change projects within the Programme of Change. Key Responsibilities: Management of the technical changes required to support introduction of new applications at DBS with internal & external stakeholders and external data providers e.g. Local Police Forces, Police National Computer systems, Disclosure Scotland, Police Service Northern Ireland. Full project lifecycle from budget approval to project closure.RAID and dependency management.Internal and external stakeholder management. Key Achievements:Transition of the Call Centre and Back Office functions from Capita to TCS to new accommodation in Liverpool.Decommissioning of technical infrastructure in no longer used in Disaster Recovery and Date Centre locations.

Capita were responsible for running the call centre, applications and technical infrastructure for the Home Office DBS (previously CRB) account in Liverpool. Key Responsibilities: Management of the delivery of IT and Business Change projects within the Programme of Change. Essentially to ensure that projects delivered to their stated Business Case and key objectives within the Home Office governance framework. This in a highly secure and risk averse environment. Creation and management of project plans and RAID focused upon dependency management with the Home Office and other 3rd Parties. Management of project deliverables with strict adherence to contractual and change management principles. Key Achievements:Transitioned billing and banking processes from Capita to Home Office as part of Capita exit plan from DBS account.Successful delivery of the IT Solution to allow Local Police Forces and other data providers to share intelligence data which was a key recommendation from Lord Bichard resulting from the unfortunate events at Soham.Successful delivery of the Web based solution for the introduction of the continuous monitoring system of subscriber applications for DBS checks that reduced the need to be DBS checked for roles that fall under regulated activity. This system now has over 1 million subscribers.Management of a ring fenced team created to deliver business benefit changes to the Home Office for a defined Programme of projects that needed to be delivered urgently.

To manage the delivery of network performance software on a Unix platform to the customer base of British Telecom.Key responsibilities: Project planning and resourcing for teams of up to 21 people.Project definition for multiple complex development projects across multiple platforms.Implementation of upgrades to base software packages.

To define the requirements and manage the delivery of retail banking software solutions to major retail banks throughout Europe.Key responsibilities: Project planning and resourcing for teams of up to 40 people.Budget control for projects of up to £3m.Risk Management.Project definition for large complex development projects across multiple platforms.Management of functional and technical design for modifications to base software.Management of software development & testing.Responsible for definition and design of interfaces to 3rd party software. Responsible for the definitions and design of data migration incorporating merging several databases and from differing platforms.Responsible for software implementation and go-live activities. Management of user acceptance testing issues.Management of 3rd party resources

To manage the delivery of projects for this IBM Business Associate in the north of England. These were mainly upgrade and implementation projects for the infrastructure and configuration of JD Edwards OneWorld software. Seconded to retail banking supplier Fiserv as a project manager.Key responsibilities: Project planning and resourcing of JDE Infrastructure implementation projects on the AS/400, Netfinity and HP servers for projects up to £1m for customers such as Arcadia and Wedgewood.Responsible for the initial scope and requirement meetings with clients regarding the platform, technical and resourcing requirements of JD Edwards OneWorld software, and then be responsible to ensure that the resulting plan was implemented successfully.

To project manage an E-commerce project for a major electronic components supplier based on the AS400. To provide consultancy, project management, training and pre sales support for Y2K related projects across the UK. Key responsibilities: Project planning, business analysis, functional design, key point of contact for all Y2K related projects.Achievements: Pre sales support for sales of several Y2K projects to large corporate companies such as Volvo Trucks and McDonalds. Project definition for E-commerce project to merge 13 databases into a single DB2 database in order to make data for more than 250,000 items available for catalogue production on the Internet, CD and paper.

To provide project management and technical input to bespoke projects on the AS400. Responsible for staff line management and recruitment of new team, members.Key responsibilities: Project planning, business and functional analysis, staff appraisals, functional & technical specification writing and programming. Implementation planning and data migration specifications.Achievements: Team leader of a team of 18 for the successful delivery of a £1.2 million bespoke reservations system for a large tour company. Team leader of teams of between 3 and 12 for the successful delivery of several logistics and fleet management projects for Ryder Truck Rental. Senior analyst programmer within a team of 10 people that implemented a bespoke distribution and warehousing system for Iceland frozen foods. On site trainer/technical consultant for the creation of an AS/400 millennium proofing division of Cap Gemini in Bristol.