Jenny Dodsworth Email & Phone Number

London, England, Gb

London, England, Gb

Programme & Project Delivery; Business Transformation; Management of Change; Business Process Improvement; Technologies; Agile; MSP; PRINCE; Infrastructure; Software Engineering; Data Migration; Financial Services; PMO; FTSE 100 Clients.

Blankcanvas Eco: Snr Programme Manager / Transformation Consultant, London: Jan 2020 - current.Responsible for facilitating the global manufacturing, distribution and client support of start-up Blankcanvas’, corporate gifts, retail products and accessories. Key Contributions: Reporting to the Board of Directors on a weekly basis, regarding the manufacturing, production and operation levels (of products) combining India, China, Portugal and the UK. Providing a feasibility study to the board on the option to develop brand merchandise (Whistler Tree) suggesting three options to diversify the production of these environmentally friendly products including an Agile approach to implementation and resourcing. Upon acceptance of the feasibility study, implementing one of the options from concept through initiation, supply chain, design, production, logistics, distribution and also product support (once delivered to key clients such as Liverpool FC and Arsenal FC as well as Norton and KrazyHorse and CCM within the motor industry).

Greenville, South Carolina, Us

Responsible for the collation, analysis and production of a Feasibility Study and Board Paper to define the scope of work for three options describing a One Stop HR Store.

Stratford Upon Avon, Warwickshire, Gb

Consulting on behalf of Stoneseed for NFUM.Responsible for the implementation of 64 in-flight projects within the IT Infrastructure portfolio• Reporting to the Senior Management Team on a weekly basis.• Managing a team of 30+ key stakeholders (internal team, supplier team and client team).• Inherited conflicting strategies / policies / processes of 3rd party suppliers to align, administer, control and report on.• Stabilisation of financial portfolio to determine historical, current and future (2020/2021) projects.• Stabilisation of head count and resource retention both permanent and contract resources.• Stakeholder management prioritisation and relationship building between pre sales, delivery and support teams; client liaison.• Strategic review of current processes leading to Improvement Programme covering strategic, tactical and sales/post production support policies and processes.

Nottingham, Gb

Stoneseed placed me on numerous client sites over a six year period:* Senior Programme Manager at Derby University, leading a Tender process to replace their existing HR, Finance, Payroll & Pensions Systems / Interfaces and lead the implementation.* Senior Programme Manager advising Nottingham University on a Tender process to replace their existing HR, Finance, Payroll & Pensions Systems / Interfaces and propose the implementation plan.* Senior Programme Manager at Merlin Entertainments (listed separately).* Interim Senior Programme Manager at NFUM (listed separately).

Watford, Hertfordshire, Gb

Responsible for the Agile implementation of a bespoke loan and mortgage development.• Reporting to the Board of Directors on a weekly basis.• Managing a team of 20+• Budget £1.95 million• Saving £6 million (over 3 years + plus capex and internal resourcing)• Managing client initiation, brief and requirements stages; proposal and sign off from the board.• Procurement: liaising and negotiating with third party suppliers; agreeing contracts; agreeing SLA’s.• Liaising with corporate IT to ensure the correct architecture, server configuration, back up, restore, failover and DR strategies were in place.• Directing the in-house development team; controlling output via work package and iterations..• Testing data, customer journey scenarios and internal processes; Data validation; creation of test scenarios; managing anomalies.• Training employees on the new system, processes, workflow and document production.• Managing programme stakeholders; preparing programme material to communicate.• Managing programme change; Managing business and user transition from ‘as is’ to ‘to be’ state.• Managing budget tracker; Managing Programme plan, RAID, RFC’s; attending weekly steering group meetings; presenting to programme board weekly updates.

Poole, England, Gb

Responsible for the strategic group implementation of Freedom (ADP’s Payroll system) and ezLabour Management (ADP’s time and attendance application):• Reporting to the Board on a monthly basis.• Managing a team of 110 + (HR directors, Finance directors, internal team and contractors)• Budget £1.75 million + change budget of £500k.• Saving £3 million (over 2 years + internal resourcing + corporate processes roll out)• Managed Payroll Requirements; Time and Attendance requirements; creation of invitation to tender; supplier assessments; comparisons; presentations; proposal to board. • Procurement: liaising with supplier and inputting into managed service contract to ensure Merlin’s requirements met from a technical perspective.• Implementation of the system; Managed Data Centre solution implemented.• Parallel run of payroll; testing; data work stream; online payslip roll out.• Implementation of biometric devices for time and attendance.• Time and attendance parallel run at sites (e.g. Alton Towers, Lego Land Windsor).• Managed Citrix upgrade across the estate; IE upgrade and Office (compliant with ADP min spec). • Liaising with corporate Merlin IT to ensure the correct design and solution implemented across estate.• Testing payroll (parallel run); Data validation; creation of test scenarios; managing anomalies.• Training Merlin employees group wide on changing processes; reporting (pre/post commit and GL reports)• Managing programme stakeholders; preparing programme material to communicate.• Managing business and user transition from ‘as is’ to ‘to be’ state.• Managing budget tracker; Managing Programme plan, RAID, RFC’s; attending weekly steering group meetings; presenting to programme board weekly updates.

York, Gb

Software Asset Management Review of Microsoft and Oracle estates.

Consulting to HP & DWP regarding a software asset management programme to administer, control and manage SAM.Technical Project Manager responsible for the implementation of license management work stream:• Procurement of the Aspera SmartTrack license management application, Aspera consulting + training days.• Agreement, content and managing the Support and Maintenance contract for ITAMS through HP procurement• Delivering the technical work stream: o Identification of suitable hardware kit; managing data centre processes and policies; installation and stabalisation of Linux, Oracle, PHP and Apache across four environments: Sandbox, dev/test/OAT and production; back up procedures and monitoring; testing strategy.o Managing the installation of Aspera SmartTrack across four environments with my technical analysts.o Co-ordinating the integrations and data mappings between DDMI, HPAM and Aspera SmartTrack.• Delivering the Software Asset Management processes, policies and work instructions• Delivering the on-boarding work stream of entitlement license data with my license analysts. Importing existing license management data from a decommissioned system; modelling the import; coordinating scripts.• Delivering all project documentation to support the delivery of the work stream including the pid, requirements, high level designs, low level architecture designs, plans, issues/risks/actions/dependencies (RAID log).

York, Gb

Senior Project Manager responsible for ICTs portfolio of the following programmes:• Reporting to the Director of IT.• Procurement and implementation of a new mobile proposition for 6500 employees, saving £0.2M over the lifecycle of the contract. Includes enhancing APN and JANeT services.• Procurement and implementation of an ITIL service management application and ecommerce self service portal; managing the architecture, business process and supplier change, data migration, system integration and educating the business community on the ITIL processes – full project lifecycle, managing a multi disciplined team of 30 people including supplier/contract management (15 indirect reports). Full implementation of ITIL including CMDB and ICTs service catalogue to 6500 employees.• Delivering efficiency savings throughout ICT by leading a software audit, reviewing the use of software and ascertaining the continuing business need for specific products; comparing the ‘as is’ with supplier contracts to see if any cost savings can be made and managing stakeholder needs when planning the future strategy. Communicating back savings and efficiencies to enhance ICTs financial position for 2012. • Delivering the ICT Blueprint and Strategy based upon funding changes and efficiency changes.• Consolidating the ICT department. This involved collation of the ‘as is’ organisation, structure, roles and functions. Once analysed, I provided recommendations on the future strategy (resulted in £0.25M efficiencies), alignment and consolidation of the organisation and set out the transformation from ‘as is to ‘to be. Used best practice to bench mark transition e.g. ITIL, PRINCE and the skills framework from BCS - SFIA.

York, Gb

Responsible for the ICT Consolidation, analysing 'as is', 'to be' and transition models to restructure the More4York programme. Liaising with Directorates and Heads of Departments, as well as the ICT staff to facilitate the reorganisation process. Presenting the options papers, creating the proposals and refining the ICT processes, including introducing ITIL processes; reengineering existing processes and managing the change (people, process and strategy).

Gb

Responsible for the collation, transformation, validation and reporting of Personal Demographic Data, resulting in raising awareness with the stakeholders, increasing accessibility of the data (with the correct governance) and increasing quality of data.

Windsor, Berkshire, Gb

Provide senior consulting skills to DB Consulting's clients over a ten year period.• All projects had a budget >£100k up to £6M; included managing technical /multi disciplinary teams of greater than 10 members (usually 20) as well as client team members across the lifecycle of the programme (up to 30). • Full lifecycle IT Application Development (Agile, 3 years) and Delivery project manager; • Provided senior consulting skills to DB Consulting’s clients over a ten year period as part of the senior management team (2 directors and 4 senior consultants). • Broad mix of sector experience within the private sector, covering financial, retail, travel and energy/oil as well as working for Central Government at OCG and the NHS as well as working in large enterprise wide corporations such as BBC, Virgin Atlantic, GUS Group and Kingfisher Group.

London, London, Gb

Created strategic plan to achieve Oracle E-enterprise implementation, identifying company scope and priorities with a team of functional analysts and stakeholders. Led co-ordinated activities with key stakeholders from cross-functional teams to identify key requirements. Successfully delivered the programme initiation document and overall plan, and achieved the desired goal, of key stakeholder sign-off on time. Key Accomplishments:Created and delivered an effective programme strategy, which engaged and focused key stakeholders on programme objectives and enabled clarity of detail and quicker sign-offs.

Crawley, Gb

Managed IT aspects of requirements scoping project related to a strategic change programme to upgrade product and services into the new "terminal within a terminal" at Heathrow, including the new upper class wing. Led a team of 4 analysts, facilitating completion of analysis and integration into programme. Managed risk, solved problems and identified constraints and obstacles, reporting as appropriate to senior team and other stakeholders. Recruited contractors. Mentored internal team. Liaised with external agencies, including the British Airport Authority (BAA), the Department for Transportation and the Ministry of Defence.

Norwich, Norfolk, Gb

Initiated strategic programme to launch numerous new business initiatives affecting subprime market mortgages, credit cards, replacement of mortgage broking systems as well as collections and arrears management software. Successfully managed programme in a call centre environment. Implemented best-fit Prince 2 methodology in-house. Created templates and provided instruction on processes and procedures. Deployed structured analysis and design methodology.Key Accomplishments:Effectively contributed to the management team and mentored staff in programme teams.Efficiently disseminated large amounts of data into structured formats and presented highly complex and sensitive information to large stakeholder groups demonstrating ability to write/ speak fluently on all aspects.Successfully produced comprehensive business cases, improved awareness, need, and drivers. Obtained programme support promptly.

Milton Keynes, Gb

Oversaw implementation programme for numerous enhancements to in-house systems and web presence. Managed new distribution centre planning, evaluating the effect on warehouse management systems and order protocols. Investigated capacity storage areas for several national distribution centres and warehouse management systems

London, Gb

Dublin 2, 20 Harcourt Street, Ie

Montréal, Québec, Ca

Masters, Information Technology

Bsc, Business Quantitative Methods

Master'S Degree, Information Technology