Since I have retired, I have a lot of time on hand and would like to use my long experience in project management to support / mentor Project Office activities in administrative role. Skils: project management, - planning, - monitoring, - financial management, - administrative control, - acceptance, - QA, - document control, - corrective action, - contract management, - test procedures & plans, - virtual teams, - new product rollout and stabilisation, - motivation & control, - reporting at C level with project dashboards, - maintain documentation libraries, - track defect resolution progress, - COC & COA's, - system installation / deployment - Office 365.

Work as project manager completing projects in PMO following Price2 principles. Strong focus on PMO process improvement and project financial management aligned to Corporate approved budget including project budgets, invoicing, capex allocation and forecasting.

Direct, manage and monitor delivery of more than thirty small-medium-large projects from conception to implementation. Models & tools build on Redmine, GanttExcel and MS Project solutions are used.Compile PMO SOPs, develop & model work processes and dashboards, analyse requirements and classify / position project, drive requirements definition, allocate project managers, manage the Corporate project pipeline, direct and manage the LOB wish-list classification, assess & manage risks and issues, report progress, risks, issues to C-Level and take direction, maintain Corporate projects road map and IT project resource plan, compile & manage project budgets.Manage the PMO Line of Business - budget planning, resource planning (hire / fire), team administration, performance issues of project team resources, resource increase planning (performance management of PMO team), consequence management (remove resources from projects), enhance team attitude and state-of-mind.

• Direct, manage and monitor delivery of more than thirty small-medium-large projects from conception to implementation. Models & tools build on Redmine, GanttExcel and MS Project solutions are used.• Project manage a short-term insurance project enhancing sales process resulting in increase sales bottom line. Conception to results delivery.• Develop & document pipeline management process used by Project Board to authorise all IT projects. The Board is chaired by CFO, staffed by Exco and the programme manager runs the process.• Pipeline management process starts with the collation of eight LOB enhancement wish-lists (more 100 requirements) that is in LOB priority order and scoped. Project Board authorises projects, considering resource requirements, affordability, corporate risks and support for strategic themes.• Several tools were developed for above process: defined criteria model, optimised SOW template for easy business user assimilation, develop pipeline management mechanism to determine execution rank from many business enhancement request in LOB• Managing and reporting project budget allocations and future budget planning. LOBs have many enhancement requests but limited budget (what’s new?).• Quality and compliance standards using the Prince2 and PMO frameworks developed. SOPs compiled / enhanced to guide PMO team - 6 permanent project managers, several vendor project managers.• Liaise with vendors to negotiate contract terms to achieve project deliverable. • Stakeholder management with relevant Sponsor, Steerco, Manco, Exco and Board forums to ensure all are informed.• To ensure communication to all stakeholders, weekly LOB portfolio reporting is reviewed with Sponsor (C-Level) and project owners. Kanban board on Redmine is used to visualise and move projects through stages.• Manage proposed changes, ensuring that scope change has been communicated fully with vendor for proposal, that business agrees to solution and that financing is available.

Placed as a Programme Manager at Finacial Services organisation where I established a project management office to run three programmes with more than 30 projects that will deliver end-to-end business modernisation from all IT solutions.

Facilitating the definition, execution and delivery (project management) of Enterprise Architecture projects enabling business and ICT alignment – especially architecture establishment projects encompassing business process, organization, services, information, application and technology architectures that require project management skills as well as enterprise architecture skills.

Started as Cobol programmer and ended as manager of the Division responsible for Technology Architecture Planning and Advice. Main service is establishment of Technology Infrastructure Architecture for large clients. This is done within the context of Enterprise Architecture concept.

Mainframe running IMS & CICS Operations