Mark Harrold Email and Phone Number

Project Managed implementation of one of the Simplification projects post the LTSB/HBoS merger.Responsible for stakeholder management, financial management and delivery of solutions across a number of platforms.Responsible for adherence to LBG processes and governance.

Managed various aspects of the Batch Readiness solution to ensure that the LTSB and HBoS deliveries post merger performed in a satisfactory and timely manner with the projected volumes.Manage time critical pieces of work within the Batch testing cycle and work with the development and service delivery functions to ensure that applications and schedules were fit to run.Primarily to ensure that all code bases have been tested and delivered, all supporting reference data has been released, defects have been cleared and updated software released, the relevant changes to TWS (Tivoli) schedules had been made.Once a suite of tests have been run the performance results were analysed and all areas of concern are further scrutinised and where appropriate remedial action is taken and Service Delivery Optimisation team are involved.Ran a command & control function with the development platforms and the service delivery scheduling team to ensure that all changes were co-ordinated, appropriate diagnostics were available as required, any changes to scope were communicated, technical issues were highlighted, independent automated and manual checking was carried out and discrepancies highlighted and rectified.

I managed the transition plan to offshore the development of major IT system from the UK to an Indian 3rd party (TCS). Which included establishing a low risk plan with milestones and weekly checkpoints that were measurable to ensure system integrity.This involved:Agreeing quality benchmark with Indian 3rd party.Establishing training and knowledge transfer for all aspects of major IT system.Establishing and managing examinations to test understanding of knowledge transfer.Reporting of progress to IT directorship and revising the plan to ensure success of offshoring programme.Supplier liaison throughout which included visits to New Delhi.I managed the liaison between LloydsTSB Legal and Supplier Management depts and 3rd parties.I managed contract negotiations and management of contract change control and agreement of costs.I was responsible for handling and approval of invoices from 3rd parties.I managed and personally gave cultural workshops to Indian and UK based staff.Planning the reduction of UK based staff via VR and VER processes based upon the successful knowledge transfer.Whilst managing the offshoring of CBS I also acted in the capacity ofLine Manager for 50+ staff. I was responsible for:Establishing Balanced Scorecards for each individual.Setting and agreeing annual and quarterly objectives. Performing reviews, introducing and managing coaching plans to improve individual’s performances.Recruitment of permanent and contract staff.Managing disciplinary and grievance procedures.Submitting promotion recommendations.Managing demotion procedures.Submitting pay and bonus recommendations and holding subsequent meetings with staff.Responsibility for all staff welfare matters, including health & safety, home visits, absence management and all associated admin.

Programme Manager for the rewrite of the major IT accounting system from Cobol/Assembler to C.The system consisted of millions of lines of code and thousands of applications/modules each one critical to the functionality of the LloydsTSB business. The system was largely rewritten in C, using an Indian based 3rd party (TCS), Unisys and LloydsTSB staff. The programme was therefore a high risk undertaking which had to be managed carefully to ensure the highest level of integrity in the rewritten system.As part of the role I established acceptance criteria for the quality of deliverables from the 3rd party, delivery schedules, budgetary control, change management of requirements and budget.This included site visits to Indian development offices to ensure compliance to LTSB standards.I managed and personally gave cultural workshops to Indian and UK based staff.I managed the liaison between LloydsTSB Legal and Supplier Management depts and 3rd parties.I managed contract negotiations and management of contract change control and agreement of costs.I was responsible for handling and approval of invoices from 3rd parties.

Establishing Balanced Scorecards for 54 Programme and Project Managers (internal and consultants)Setting KPIs for individualsSetting and agreeing annual and quarterly objectives. Performing reviews, introducing and managing coaching plans to improve individual’s performances.Recruitment of permanent and contract staff.Managing disciplinary and grievance procedures.Submitting promotion recommendations.Submitting pay and bonus recommendations and holding subsequent meetings with staff.Responsibility for all staff welfare matters, including health & safety, home visits, absence management and all associated admin.

Managed the development and maintenance of LloydsTSB.Com with a budget c£2m and a team 50+ LTSB staff. During that time we rewrote the system using a content management system using Interwoven and Vignette technologies.I managed the PMO function within the team and was responsible for the gathering of MI and the production of reports which went to directors, peers and staff. All aspects of admin relating to staff and projects either by self or one of managers working to me.Presenting reports etc using various methods including stand up presentations.

I managed the TSB element of the first Lloyds / TSB integration project, which enabled TSB branches to communicate with Lloyds mainframes and Lloyds branches to communicate with TSB mainframes.The TSB mainframe Unisys was based on a real time system and Lloyds IBM based on off real time system.The existing transactions between the branches and mainframes had to be adapted to recognise the heritage of the customer and translate them to be sent to the appropriate host in the correct format.