Jonathan Bennett Email & Phone Number

Director of the company, focusing on change control for Business clients and business continuity. Providing risk analysis to clients and ensure sufficient staffing levels for client support and systems development.Throughout my time at Progressive Computing I managed and developed several areas within the business ensuring improved efficiency, risk management and change control to ensure projects run both on time and also within budget whilst not affecting business operations. Programme Management/Project ManagementEnsuring that all projects were managed and communicated to all aspects of the business and reported to the Programme level of the business. Liaising with stake holders to ensure expectations are met both with specification and time scales. Scoping of projects and advising of scope change where required to fit specifications. Also ensuring that all Projects are Scoped, Resourced and budgeted for Project control. Maintaining a risk register to ensure that all aspects of the project were covered. Projects managed were infrastructure, desktop rollout along with server replacements. Managing recruitment and ensuring a balanced team of skilled individuals.Change ControlThe essence of true change control is ensuring the projects are pre-tested and enough contingency is in place for a roll back plan if required to ensure business continuity. Although I am pleased to say a roll back plan was never needed. Along with these measures we used parallel running to ensure a safely controlled migration was made.Rollout ManagerLiaising with business stake holders to both scope and deliver IT infrastructure projects. Whilst working on the delivery phase it was essential that all elements of the business were kept informed of the Project milestones until completion of the project lifecycle. Like with all businesses it was essential that business risk was managed and mitigated to ensure business continuity.

West Midlands

On 6th April 2005 the decision was made to merge Inland Revenue and Customs & Excise into a combined organisation called Her Majesty’s Revenue & Customs (HMRC). Both CapGemini and Fujitsu supported HMRC under separate outsourcing contracts. It was my responsibility to assist with identifying the Work In Progress (WIP) within the business and to ensure that both the operational practicalities of combining the two support contracts and the contractual requirements were met.This work involved liasing with all levels of the business, attending workshops to present the WIP aspect of the Project and out of this, policy principles were defined which the commercial Head agreed.

Kings Cross, London

Conducted a feasibility study for doucment control for the Metronet Kings Cross Project. Analysis of the existing system and then pricing and business planning for a new system.System Business AnalystTo conduct a feasibility study for a Document Control & EDMS system. This study was conducted by defining the client’s specification and functional requirements in a new system and producing 2 use case scenarios in order to conduct benchmark testing.Market research was then conducted and four suppliers were selected to demo their systems against the use case scenarios which in turn were tested and rated against a standard bench mark test form. From these tests a ‘winning’ system was found.As part of the study each option and system was risk rated, cost calculated for a 4 year period and business justification put forward for the recommendation. The findings from the study were presented to the Senior Management Team in the form of a Power Point presentation.

London, Peterbrough, Derby

Please note my time at Balfour Beatty was spent both within the IT department and within the business – this covered 8 separate contractual periods. Data AnalystDeveloping the process of migrating legacy data into MIMS and specifying the migration method, timing and data cleansing. Producing documentation of this process and ensuring the training of this method to 2 contract areas. This process has now been successfully implemented and the migrated data is now in use. Systems Project ManagementImplementing the MIMS “Business Continuity Tool”, including testing of the software and ensuring a plan was in place for the software to be invoked if needed. This software was to run over the existing WAN and Citrix network, through a Microsoft environment.Managing the review of the legacy reports and comparing these to the MIMS reports alongside the involvement of legacy disposition management.This work involved liasing both with the IMC and Network Rail. Project Management of the NT Domain RolloutAfter providing small-scale project management in my previous roles I was asked to project manage the Domain rollout to replace the existing Novell Infrastructure. In total this was approximately 170+ desktops across multiple sites within 2 contract areas. This work involved liasing with the management level for each departmental area to understand their business requirements and ensure that these were met. I also managed the installation technicians conducting the work to ensure the required implementation was achieved within the timescales of the Project.Data AnalystDue to the re-nationalisation of the maintenance of the rail network, Balfour Beatty had the requirement to transfer user data, and shared data to Network Rail. Alongside this they were also obliged to provide information on which Network resources were used by each member of staff. My task was also to support the IT Project Manager with various tasks.

Leicester, United Kingdom

I was a member of the End User Computing team whose responsibility was to support 3500 users on a LAN and WAN network based on both thin Ethernet and CAT5 structured cabling. I also provided support to 1,100 e-mail users, connection to UNIX systems and IBM AS400 front end connection for DOS, Win 3.X and NT4.0 front end and a corporate Intranet. The network ran on both Novell 3.12 and Novell 4.11 servers. I was also involved with testing the Council’s corporate NT 4.0 desktop standard.