Responsibility for management of a Million Pound infrastructure Project to extend, enhance, refresh, improve and tailor the existing UK Public Sector network to provide required support for development of HPs secure account communication, secure artefact retention, site security (Lenel) and secure Cloud offering for the MOJ. Upgrade internal network routers with up to date devices to ensure support, security and MOD compliance.Upgrade network encryptors to use a KMS eliminating need yearly projects to update the encryption keys on the network.Migrate secure network from specially commissioned bearers to those used for corporate communications. Reconfigure the network routers to provide redundant virtual ccts to prevent SPOFs.Upgrade Gateway firewalls introducing supported, diverse technology firewalls configured in Active/standby mode to eliminate SPOFs.Provision of virtual infrastructure to permit the application upgrade and rehost of BAU and Non-standard service request system enabling secure client as well as HP access, in line with security policies.Reconfiguration of network services to allow the migration of a government project to a new office in Hook.Provision of virtual server to host government cloud test system (implemented in ALM)Installation of virtual machines to host fileshare and store/forward and receive/store (OS services activated scripts) to facilitate data and development assets exchange to allow the completion of HP Enterprise Government Cloud system.Enhance current secure internal SharePoint system to enable the controlled artefact sharing between HP and clients, whilst maintaining control over who can see what from a client and account perspective.Migrated security system server from physical to virtual host. Refreshed all remote assets with new hardware. Managed the upgrade of site security application. Introduced system into operational support for the first time. It had resided (ignored) on the network for 5 years.

Project Management of a unique Test Facility for UK MOD Deployed/Fixed applications using HP Matrix Technology and hardware virtualization techniques. The initial project was costed at £1million, however subject to the findings an initial research report a further project in excess of £30million was anticipated.Day to day management of project, analysis, all round 'project view'.Project Planning and scheduling, progress reporting, schedules,Technical Team Task Management and task scheduling.Chaired weekly minuted meetings to establish current status of all systems, as well reviewing risk/issue/assumption registers, event logs documentation review status and tasks being undertaken by technical staff working on the project.Priority management and the scheduling of extra engineering work to support impacting and Delegation of Study sub-project to senior consultant produce Study document.Travel to customer site in Corsham UK and Joint ATLAS/TVP progress meetings at TVP when required.Risk/Dependency//Issue/ Analysis and Management.

Management of 2 infrastructure projects (of approximately £1million and £2million respectively) to construct, install and introduce into production a series of servers. The smaller of the two projects created 8 blade assemblies - 4 clustered systems - and the installation of a SAP application to support development and production SAP Instances for supporting competing supplier tenders work suppliers of goods/services. The larger of the 2 projects concerned the installation of 2 multi-bladed servers (1 clustered system) in each of 9 chosen factories around the world. These would be handed over to the client for the installation of their internally-developed application.Day to day management of project.Chaired weekly and monthly minuted meetings to establish current status of all systems, as well reviewing risk/issue/assumption registers, event logs documentation review status and tasks being undertaken by technical staff working on the project.Responsibility for reporting project for purchase orders covering hardware, network connection, installation/config and support into production.Reporting and directing technical staff to execute the purchase orders.Negotiating and costing customers schedule changes and scope changes.Ensure predictions for staff of correct skill set known to all project managers involved.Negotiated the delivery schedule and content for provided external software and ensured issues were tracked and resolved.

Working as part of a team, I personally provided the project management contributions for a multi-million pound project bid to expand the envelope of HPs Nokia support to include retail and Wide Area Network Systems. Day to day management of project.Scope of Weekly and monthly status meetings.Risk/issue/assumption management.Escalation management.Overall project plan for transformation and transformation. Provided costs for project management effort.

I led the Implementation, and deployment of releases, single changes and Business as Usual (BAU) changes for 4 Online Systems - general public website promoting Products and services, Store based retail sales intranet system, corporate sales website and web-based retail support website. I provided line management for up to 5 Implementation managers, whilst also personally managing implementations on Store based retail, general website and BAU data changes. Release value could range from a few thousand pounds to multi-million pounds of sold work.Co-ordinate project resources (development, test, customer, ops support) in preparing for their roles in deployment phase.Collate requirements for Staging (Dress Rehearsal) environment and ensure environment is booked and contentions with other projects identified and co-operation negotiated.Collate Business and technical Change Information, and test certification to allow approval of Vodafone Change Management.Detailed planning for Staging and production deployments and distribution to all stakeholders.Co-ordination, control and Management of all activities on staging and production deployment.Status reporting and issue recording and progressing.Resource quotation and allocation.Financial Management of BAU support projects, including initial quotation and invoicing.Documentation of Implementation process to preserve knowledge.Recruitment of Implementation management and Best Shore development staff to fulfil team objectives.

At the Bicester site EDS was dedicated to providing MOD Stock Control/Supply Chain support and development for UK Defence Logistics. I managed the support and enhancement of 7 Oracle based military SC (Supply Chain) systems, providing Project Management (in terms of cost/budget /time) and line management for up to 13 Oracle software engineers, developing in Oracle 8i and 9i, Oracle Forms 4.5/6.0, Oracle Reports and Cognos management information and decision support systems. I had Security Clearance to perform this role. Day to day support of 7 SC systems, delegating authority/responsibility as appropriate to one of two Deputy Project Managers (DPMs).Chaired weekly and monthly minuted meetings to establish current status of all systems, as well reviewing risk/issue/assumption registers, event logs documentation review status and tasks being undertaken by developers work on each system.Responsibility for generating (and consequently delivering) a constant stream of extra revenue for EDS through the contracting of work to fulfil customers' new system requirements. Writing support contract renewals for support using HP staff or 3rd party support.Negotiating with customers the content and frequency of Free of Charge and chargeable changes.Reviewing DPM's detailed plans/costing for changes prior to sanction by the account manager. Ensure predictions for staff of correct skill set known to all project managers involved.Production of monthly reports on support supplied and support budget expended, revenue generated and predicted. Negotiated the delivery schedule and content for provided external software and ensured issues were tracked and resolved.Conducted performance appraisals for each engineer, provided feedback, assessed the team's training requirements, identified development needs and provided feedback into the promotion and pay mechanisms. Supported the training of graduates by negotiating roles for them on applications related projects.

I led a team of up to 24 software engineers (based in the UK, France and Portugal) developing new Mobile Handset concepts and applications. I also provided 3 software engineers to sustain legacy/new mobile handset applications on other projects. Additionally, I provided line management for all UK based applications engineers (15 in total). I also provided project/line management for up to 8 software engineers, developing prototypes and demonstrations of Push to talk Over Cellular (PoC) mobile handset applications through the integration of 3rd party developed software. I defined the development plans required (deliverables, budget, overview and description of main tasks) for approval by NEC (Japan). Under my Project leadership, 2 PoC demonstrator applications were developed - one conforming to the NEMS (Nokia, Ericsson, Motorola, Siemens) PoC standard, the other conforming to the OMA (Open Mobile Alliance) standard.

The challenge was to expedite the entry of flight plans into the UK airspace computer and reduce the resource cost and training requirements. This challenge was met through the development and introduction of a flight plan pre-processing system. This was a £1 million project.

The purpose of this role was to introduce the multi-million pound, well-established airspace control system residing in the London Air and Terminal Control Centre (LATCC) in West London, into the parochial domestic air traffic control room of the Scottish Oceanic and Area Control Centre (ScOACC).

Resolved operational problems and functional enhancements on Radar Data processing and display systems.

Successful 4 year indentured apprenticeship as a hardware test technician. I then joined the Post Design services (PDS) department as an embedded software engineer. Where I was responsible for modifying/enhancing embedded software in Racal's Transmitter, Receiver and Direction Finding equipment. Conceived and developed changes required for customer.Work was completed for civil and military customers (including GCHQ/MoD).Positively vetted for work on MoD equipment.