Darren Duffy Email and Phone Number

SAP Gold Partnership Consultancy business working with SAP ByDesign.Where required take responsibility for company finances and reporting.Manage projects and delivery of systems where required working with customer Project Managers.Service desk manager running a help desk, working with customers to agree and monitor KPI's/SLA's.Support and manage incidents. Provide ByDesign knowledge to respond to incidents. Manage knowledge base and keep updated, producing instructions and video where required for use of the ByDesign System, and fixes.SAP ByDesign DeliveryWhile working with Orchard House Solutions I worked on two SAP By Design Installs in a Project Management Capacity. One client-side and one from the delivery-side. I also worked on an install from a service delivery side into Live support.

Project PM working on internal infrastructure projects

Project remit was to convert an existing 24,000 sq foot warehouse, turning it into a 74,000 sq ft Distribution Centre able to house the products from four separate businesses belonging to the same group. The key milestones were the building of the extension and the Integration of the four businesses in terms of IT and processes to ensure a smooth integration, with the benefits being a 20% reduction in warehousing operating costs across the group.Initially I set up a Project Support function which I was to run. I drew up all of the documentation and built the processes. Created the reporting formats, , plans and strategies and working with the project team members to develop and build the project plan, then having created the baseline plan implemented the RFC Process,. My role was to drive the project forward by managing the plan, reviewing regularly, directing activities, monitoring performance, managing the risks and issues, managing communications, performing the Project Reporting to the executive and to produce the future state mappings to support change management in the businesses. Other ad hoc tasks: creating and managing a tender process for the procurement of the shelving and racking, working on other procurement activities and managing staff belonging to 3rd party contractors who were involved in the building of, and the installation of the internal infrastructure of the Distribution Centre.

Supporting the HR Office for their Salary Review and Bonus Payment Campaigns simultaneously.The Schneider Electric Business has attained growth through acquisition. There are a number of separate entities under differing levels of integration in terms of salary structures, bonus structures, and IT integration. This makes the management of the salary schemes and Bonus entitlement scheme quite complex, so the schemes are managed online and outside of the ERP system, which means closely managing the data. The company needed someone familiar with projects and also the management of large data sets. The remit was to keep the business data current and accurate while managing the number of activities and changes which had to be applied to the data during the appraisal and bonus processes. The data was collated, merged, cleansed, deconstructed by manager and rebuilt once responses and approvals were received. Results letters were then sent to four and a half thousand employees via their managers using mail merges on the data. The two projects run consecutively were considered a success over previous years.

Managing a third party supplier, which was providing a Ministry of Justice rollout project with hardware delivery, storage services and engineering resource. The PMO was responsible for cost management, document control, change management, managing risks and issues, and monitoring the third party supplier service levels.Business processes supported were cost management on behalf of the Ministry of Justice, raising work orders, purchase orders and change requests on behalf of the third party and acting as a single point of contact for escalations or issues around engineer conduct, install issues, or delivery of hardware to site.

Representing various solicitors. Taking legal documentation to individuals homes (i.e. PPI, IVA’s, Pension Reviews and injury claims etc.) and guiding them through the paperwork and ensuring the documentation is completed correctly, and any qualifying photographic evidence is also collected, before delivering it back to the solicitors for Legal proceedings to commence.

Sep 2012– Aug 2013 (HP) Associate PM.Working in close partnership with project managers in order to develop strong project management skills. Took on responsibility for finances, resourcing, tracking quality and project documentation, preparing for gate reviews, quality audits and tracking delivery progress against the project plans.Vodafone, Global Growth – • Regular meetings with with bid teams working on worldwide bids with Vodafone.• Working to establish project resource and mobilisation dates for project wins.• Establishing early engagement with the recruitment teams in various countries to manage the ramp up of resources.Vodafone, Common eShop Project – • Agile environment working directly with the customer as well as the project team. • Managed a team of around 30 technical staff operating out of Egypt.• The project was to upgrade the Vodafone website software and integrate the back end systems to work with the upgrade.• Two live and 3 testing environments were supported.• The project was cancelled partway through due to change in Vodafone’s online strategy.Rolls Royce, Data Migration Project – • Supporting a senior PM on a high profile project.• The project was complex because it involved the migration of a key piece of infrastructure being utilised and interfaced by over 20 Rolls Royce financial and production Systems. • The project had many stakeholders and participants making co-ordinating the work extremely difficult.• The project cut over was successful, exceeding the expectations of the customer and project board.

Supporting multiple projects. Gathering requirements and also providing end to end solutions enabling to products and services which the MOD end users would view and purchase using an online catalogue (Similar to Amazon). Promoting and ensuring consistent use of MOD and HP policies, processes and documentation, taking part in the stakeholder meetings, documentation reviews, collecting requirements and supporting solution design and delivery including backend workflow through the service desk. Risk Management, document control (project documentation between HP and the MOD) and SharePoint administration were also key activities of the support provided.I also delivered a number of products and services to the catalogue from end to end in order to reduce the workload on the Project Manager and increase productivity.

Financial Support and Reporting for a number of Project cost centres.Controlling and Reporting on Cost Centre Finances of approx £2m pcmFinancial management of cost centres, responsible for Forecasting, Invoicing, Data AnalysisReporting, Implementation of various Financial Corporate, and Operational Directives,Managing Restructure activities, Driving Productivity and Efficiency savings, and offshoring role activities.

Responsible for Internal training for managers (Hard and soft skills) and the procurement of external training from 3rd party suppliers for technical staff. For internal training the work involved the course design, course promotion and information on content, liaising with managers to determine their course requirements and quota, booking in in the attendees, supplying the attendees with information on course content, pre-requisites, course details any pre-course preparations and course details, so they would arrive on time, the delivery of the course as a trainer, and the collation of feedback on the course, and closing the feedback loop to tailor courses where necessary to improve the attendee experience.For external courses this involved working with managers on gap analysis to cover required skill sets, the identification and sourcing of the required courses, working with preferred suppliers and negotiating course costs, then managing the booking in for HP staff and the relaying of course information from supplier to attendee, and the collation of attendee feedback from the supplier to feed into a value for money matrix.While at the team I designed and implemented a metrics system to measure the cost effectiveness of the internal courses. This enabled a measurable ROI for the team showing the cost savings of internal training versus bought in training, and ensured the team was secured as an overhead.

Regional Team Lead for a small team of people responsible for procuring IT infrastructure equipment and tracking delivery with a 3rd party supplier direct to destination offices across the UK and Ireland.Attended and reported into project meetings on the delivery status of office rollout hardware, impacted change requests, monitored team performance against KPI's, and service level agreements, managed the processes, coordinated the teams work activities, supported staff training, dealt directly with customer queries and was an escalation point for issues and was responsible for the incident management activities of the team.