Donna Murphy Email & Phone Number

Glasgow, Scotland, United Kingdom

Reporting to the CIO I was responsible for the delivery of the end to end shared service across Skills Development Scotland, Scottish Enterprise, Highlands and Islands Enterprise and South of Scotland Enterprise including operational IT services and project delivery. I was also responsible for the management of the shared service budget and all supplier contracts along with people management responsibility for approximately 60 staff and a number of contract resources.I successfully managed the move to home working followed by a hybrid working set up for all EIS resources and was responsible for the delivery of the IT solutions required to enable this move across our four partner organisations enabling the continued delivery of customer facing services during the pandemic.I left this role in September 2022 to move to the North East of Scotland and I am now looking for an opportunity that fits my new life style.

Glasgow, Scotland, United Kingdom

During my time as Head of PMO I oversaw the SIAM Re-Let Programme along with a wider portfolio of Tri-Partner projects and several partner specific projects. I implemented a Tri-Partner Programme Board to improve the Programme/Project governance and ran a series of improvements within the PMO to address some missing governance/reporting structures.I continued to play a significant role within the EIS Management team including helping to plug gaps caused by Heads of Service posts being vacant for prolonged periods of time. One of the key activities undertaken by the Management team during this time was the creation of a team structure to support the new service model.I continued to build successful working relationships with key stakeholders at all levels within our partner organisations and with our many 3rd party suppliers and I worked hard to ensure EIS provided a quality, professional service that was valued by our customers.

Glasgow, Scotland, United Kingdom

Whilst continuing to be responsible for all aspects of operational service delivery I set up an in-house service centre to run the new service model which has matured and developed over the years. In January 2015 I took over responsibility for the transition to our new SIAM model. This transition project had been failing to deliver and when I took over we had 6 months to complete transition of our data centre and application support services. This was followed by a further 6 months to transition the Network services. The transition had a hard stop as the contracts were ending and there were no further options to extend. During this time, I ran the Programme and the Transition Management Team and sat on the Executive Board responsible for overseeing the shared service.Once transition was complete I continued to manage the Operational Service and worked closely with our suppliers to ensure a high quality of delivery was established and maintained, this included successfully managing a Red Team service improvement activity with one key supplier.I significantly developed the in-house team to ensure they delivered a high-quality service which was valued by our customers. I have always considered people development a key part of a Head of Service role and a marker of my success in this area was the number of individuals in my team that were promoted into new roles within EIS. I also introduced a successful MA programme within the Service Centre. During this time, I managed an in-house operational team of 37 including 1st and 2nd Line Support, Technical Admin, all supporting ITIL functions and an O365 3rd line support team along with our 3rd party suppliers who deliver various service packages.

Glasgow, Scotland, United Kingdom

In 2010 Scottish Enterprise and Skills Development Scotland decided to form a shared service to outsource the delivery of the IT service to a 3rd party. I was instrumental in the successful creation of this shared service and shortly after it went live we expanded the service to include Highlands and Island Enterprise. This shared service was the first of its kind in the Scottish NDPB landscape and was closely aligned to the recommendations outlined in the 2011 McClelland Report.The service, provide by Atos, covered all component of technical service delivery and applications development and support. My role as Head of EIS Delivery was responsible for ensuring the service being delivered met the needs of all three organisations. During the 5 years of the contract we successfully standardised many of the components and delivered service improvement to all three organisations. I was also responsible for overseeing the project delivery undertaken by our outsourced partner to ensure the projects were delivery to a high standard, within budget and time constraints.As the contract was coming to an end I was part of a 3-strong management team who designed our new service model moving from a single outsource to a multi supplier outsource supported by an in-house team taking on the integrator role. We ran procurement exercises for each of the 7 service packages; Deskside, Comms, Enterprise Applications, Business Applications and Printing using different government frameworks. I was involved in the design of these service packages and the commercial frameworks that went around them ensuring that we ended up with a collection of packages that could effectively dovetail and would provide a high quality, cost effective service.We also re-structured the team to support this new model and I was appointed Head of EIS Operations.

Glasgow, Scotland, United Kingdom

In April 2007, following a restructure, I was asked to take on the role of Head of Service Delivery, this allowed me to broaden my experience and take on a fresh challenge. The Service Delivery team was made up of in-house technical staff supported by 3rd party contracts. I introduced ITIL based processes covering the Service Desk, Change, Problem and Incident Management which enabled us to drive a significant service improvement.I was also responsible for managing the operations budget and all contracts with 3rd parties.

Glasgow, Scotland, United Kingdom

I joined Scottish Enterprise as a Programme Manager to deliver several programmes primarily to support business changes activities. These projects were all run following a Prince 2 methodology and were a mix of application and technical delivery.

Glasgow, Scotland, United Kingdom

Various contract roles around the birth of my two children

Paisley/Bellshill

During this time at Grants I was involved in all stages and aspects of software development, project management, and system support, culminating in the management of an I.S. department of up to 15 people.