I am the Managing Director of MDC 1014 Ltd a professional IT services company

VME Remediation Senior Technical Delivery Lead responsible for managing the conversion of Benefit System applications from ISDMX to Relational databases (Cobol to Micro-Focus Cobol) & re-platform on a cloud based architecture (Linux) into a brand new Crown Hosting data centre.

Responsible for managing the transition of services from a supplier and helping build an "in-house" capability for a major Payment System

Responsible for the development & delivery of tablet and smartphone solutions into the Department of Work & Pensions.

Remote Secure Connectivity Project Manager - Responsible for the delivery of the Desktop application packaging work-stream.

this assignment was as a Transition Service Manager working on Universal Credit part of the Departement of Work & Pensions welfare reform programme of work. Responsible for the successful delivery into the live estate on 29 April 2013. This is a new benefit & introduced a Claimant Portal accessible via the internet.

My assignment was TSM for the Central Payment System for the Departement of Work & Pensions, the largest payment engine in the world. I successfully delivered 21 releases on budget, on time with no regressions.

Senior Project Manager delivering a Technology Refresh Programme of work to the Department & Work & Pensons.

Managing the delivery of IT services to Job Centre Plus offices to support the economic downturn programme using Prince II & ITIL.

Undertake a proof of concept for the Oracle E-Business suite for it's suitability for Department wide rollout.

My responsibilities include :• Design & development of a centralised Service Management Model for Local Government• Manage the transition & implementation • Deliver a transformed serviceThe transformed shared services operations will ensure full transition of complex contract service management into a single service management organisation within BT Global Services, with common service architecture, common ITIL standards, processes and tools across all geographies - driving efficiencies and cost / margin improvement, as well as a consistent customer experience.

October 2007 – March 2008 ESA INTERFACE & DEPENDENCY PROJECT MANAGER DWPThis ESA IDM Project Management role’s primary objective was to manage the activities associated with each of the 58 interfaces and dependencies, throughout the lifecycle of the ESA Programme, so that other business areas could deliver their changes, which were needed to support the delivery of the full scope of ESA Release 1 in October 2008. This included the whole range of changes from legislative and policy, through business process re-design and associated business products, communications and IT.

This ITIL Service Project Management role involves providing assurance that Service Providers discharge their responsibilities in line with their contractual obligations. Particularly in the Service Integration And Management programme of work including Service desk, Incident & Problem Management, Request to Pay Integration, Configuration Management and the Risks & Issues. It has been essential to have not just relevant experience, but knowledge of the business, current strategic architecture & commercial/services framework approaches. Developing good working relationships with suppliers & stakeholders was also essential. My knowledge of the DWP Change Lifecycle demonstrates acknowledgement that a governance process to “step change” of delivering solutions to the business is essential.This role was also to Project Manage and plan the implementation of SIAM including toolsets, processes, procedures and ongoing operation of the SIAM tower from Transformation into JobCentre Plus.

The DWP appointed me within the Service Delivery Directorate to facilitate the delivery of Strategic and Operational ICT services and to provide Best Practice approaches. All deliverables have to be brokered and accepted through senior business and supplier management channels. These deliverables form part of a coherent route map leading PSD towards ITIL compliance and world-class service provision, taking into account of outsourced contractual arrangements and RACI process analysis.

In February I was recruited as a Management Consultant as part of the senior management team within the Document Management Programme for the DWP Integrated Delivery Programme. Project Managing the introduction of a “paperless office environment” through the delivery of an end to end Document Management solution. This includes procurement of new services from the market place via new commercial frameworks. In this role I am also responsible for the management of the activities of the Business and Technical Analysis teams who are responsible for identifying, analysing and facilitating the delivery of initiatives into the business

I was appointed as a senior consultant within the Jobcentre Plus IS Directorate working to the IS Director. I was employed to deliver a Live Support Strategic Solution for JobCentre Plus, in line with the new DWP strategic vision. This demanded the engagement of Strategic Sourcing, World Class Ops, PSD Transformation and Transformation of EDS Programmes of work at a senior level. I was responsible for ensuring that the “Solution” aligned with the new DWP strategic operating model and sourcing strategies and supported Government objectives to modernise, streamline and introduce industry standards to its business

The original scope of work was to develop, agree and implement a Strategic solution for Customer Management Service (CMS) Live Support. This was extended to include a Strategic solution for the whole of Jobcentre Plus. Also, to provide assurance that the solution will support the CMS National Rollout and future IS/IT Strategic work. Also to make recommendations for improvement (where appropriate) on whether the infrastructure & processes developed meet current business requirements.Achieving a consistent set of live support & performance monitoring toolsets across the department, especially within the multi-supplier environments, could not be achieved in the same timescale that was required for the Strategic solution. This piece of work was progressed in parallel but was subject to different delivery timescales. In order to achieve a Live Support Strategic Solution for Jobcentre Plus the following work needed to be undertaken:• Rationalise the Live Support functions and processes • Rationalise the Live Support roles & responsibilities• Determine the future ownership of these functions and processes• Determine & agree relevant funding streams & resources• Determine & agree an appropriate level of field support at local level to provide an intelligent business filter• Engage key stakeholders in Jobcentre Plus to assist in the delivery of the Live Support Strategic solution• Align functions and processes to contractual arrangements• Revise the contractual arrangements where appropriate

In November the Department of Work & Pensions appointed me as a senior consultant within the Project Intervention Team, which is part of the Directorate for Project Management. I was responsible for the Project Intervention assignment within the Customer Management Project (CMS). The objectives were to provide assurance to the Project and the business (Jobcentre Plus) that the Live Support & Problem Management “end to end” process will support the National Rollout (52,000 end users), the future IS/IT Strategy and were sustainable and scaleable.

The Department of Work & Pensions (DWP) recruited me as the project lead consultant to carry out the role of Live Support Project Manager on the Customer Management System (CMS Project). The CMS Project is part of the government modernisation programme and is critical to the delivery of key public services. Total gross figure for Project £409m (over 10 years), 3 phases 2002-06. My responsibilities were to take ownership for the migration of application live support, incident, problem & change management from within the project back to the business, Jobcentre Plus

I was recruited by the HM Prison Service as a senior consultant to undertake the role of MAP (Migration of Applications) Programme/Project Manager on the Quantum/e-Quip Infrastructure Project which delivered a new standard desktop infrastructure for the whole of HMPS Estate. It was my specific responsibility to ensure that over 200 applications were “ported” to the new Windows NT platform on over 48,000 + p.c’s across the HMPS Estate (approx. 180 offices). As MAP Programme/Project Manager, I was primarily responsible for representing MAP at the HMPS e-Quip Project Board and Senior Management meetings, managing the HMPS service provider (EDS), ensuring business continuity, critical deadline delivery and customer satisfaction. In addition to this role I was also involved in the projects Modernisation work which was looking to rationalise application software across the HMPS estate and deliver standard strategic solutions. In order to achieve this gathering requirements from senior HMPS stakeholders and business analysis skills had to be called upon.

I was initially recruited as a senior consultant as Service and Business Assurance Manager and was promoted to Map Strand Leader. My responsibilities for Map Strand Leader were to plan, direct and co-ordinate the MAP Strand activities to manage and implement the migration of critical DWP desktop applications (100,000 + end users) across 800 sites onto a standard EOI W2K platform. Lead the project team in determining client requirements and translating requirements into operational plans within agreed timescales using PRINCE 2 methodology. Determine, monitor, review and report all project costs, budgets and resources using the existing method and the new NIKU system upon implementation on a weekly basis. Analyse project progress/costs to facilitate the development of recommended alternatives in a timely and quality manner.Control project requirements, scope and change management issues, establishing appropriate metrics for measuring key project criteria in a timely manner and to agreed standards. Advise Senior Management of all project risks and issues and monitor appropriately on a weekly basis.Proactively influence customers to apply project planning methodologies and ensure adherence to legally binding requirements. Effectively communicate project activities from all levels in a timely manner ensuring all staff are project aware.

I was initially recruited as a senior consultant as Service and Business Assurance Manager and was promoted to Map Strand Leader. My responsibilities for Map Strand Leader were to plan, direct and co-ordinate the MAP Strand activities to manage and implement the migration of critical DWP desktop applications (100,000 + end users) across 800 sites onto a standard EOI W2K platform. Lead the project team in determining client requirements and translating requirements into operational plans within agreed timescales using PRINCE 2 methodology. Determine, monitor, review and report all project costs, budgets and resources using the existing method and the new NIKU system upon implementation on a weekly basis. Analyse project progress/costs to facilitate the development of recommended alternatives in a timely and quality manner.Control project requirements, scope and change management issues, establishing appropriate metrics for measuring key project criteria in a timely manner and to agreed standards. Advise Senior Management of all project risks and issues and monitor appropriately on a weekly basis.Proactively influence customers to apply project planning methodologies and ensure adherence to legally binding requirements. Effectively communicate project activities from all levels in a timely manner ensuring all staff are project aware.

My responsibilities for Map Business Assurance Manager were to plan, direct and co-ordinate the activities of 3 EOI teams (22 staff) within the Early Office Infrastructure (Migration of Applications Project) responsible for:• Undertaking initial assessment of proposals for EOI compliance, cost, technical feasibility and business fit• Liasing with the customer to ensure that accurate information regarding mapped software is maintained and database reports are produced as available for management information purposes• Maintenance of the Programme Milestone Plan, ensuring resource plans are produced and maintained for each of the sub-teams and that the actual resource usage against required resource usage is tracked.• Ensuring that all Control Documents required for the all EOI MAP projects or deliverables are produced, reviewed and regularly updated in a timely manner. • Recruitment and mobilisation of sufficient MAP staff to deliver the software required on the EOI platform, ensuring that all staff are suitably trained, skilled, knowledgeable and professional in their approach.• Management and monitoring of resource manday requirements against contract• Re-engineering the “end to end” delivery process model, present proposals to senior personnel in both EDS & DWP for approval.

Service Desk Manager