Project Manager for the onboarding of applications into Saviynt EIC platform

Lead project manager for the migration of a global client Saviynt platform from legacy 5.5 version to EIC (Enterprise Identity in Cloud). The scope is to work with a strategic supplier to deliver end to end project management on behalf of the client to migrate 3 Saviynt environments while ensuring no adverse business impact, no data loss and readiness for production migration.

Acted as the lead project manager for the Privileged Identity & Access Governance programme within a global blue-chip client to deliver a new model for access management across the client organisation. The programme has utilised the Saviynt IAG platform to ensure that the access to over 700 privileged roles and groups in Active Directory and Cloud platforms is approved by relevant service owners, leaver controls are continually applied in line with compliance, out of band access is revoked, regular access reviews are performed, and comprehensive reporting is in place for service owners and managers alike. To date, the Saviynt platform has managed over 15,000 requests and executed 50,000 tasks pertaining to privileged identities and access.

Initially worked as lead client project manager for managing the requirements specification, design, build and testing cycles of a 3rd party application. The application was bespoke written and developed developed to facilitate full lifecycle and application access management of Azure B2B guest users in a global HCL client. Subsequently I moved to a role as Lead Infrastructure project manager within a large programme of work for the implementation of the Saviynt IAG platform for identity and access governance management across key financial applications with a global HCL client.

A short term contract assignment to determine the requirements and scope for an IDAM and Privileged Access Management project. Subsequently determining the products to be used to meet the requirements and to then handover to a permanent member of the MAG project management team.

Delivery of IT project management on a contract basis. Initially I worked for Unilever as lead IT Infrastructure project manager on the global deployment and go-live of Microsoft Forefront Identity Manager 2010. The role encompassed the build and operational readiness of the required wintel infrastructure, SQL databases and active directory integration; plus the service desk preparation for the go-live across the Unilever global organisation. This role involved managing multiple 3rd parties and suppliers to ensure a seamless and disruption free go-live.From March 2014, I delivered a capability project to assess and then deliver a full scale implementation of Oracle Virtual Machine version 3.3.x as a hosting mechanism with Redhat Linux guests to allow Unilever to re-platform its Oracle database estate. I also delivered a security project executed as a proof of concept and final selection recommendation for two competing multi factor authentication products and managed service offerings. In May 2015, I joined the Email, Identity and Directory service organisation and worked as the lead IT project manager on the global implementation of Active Directory Federation Service (ADFS) 3.0, Azure Application Proxy, Microsoft Multi Factor Authentication and migration from Azure Active Directory Sync to the Azure AD Connect product set. All of these deliveries are now in place to enable the global use of Cloud services delivered by Microsoft and other partners across Unilever.Projects successfully delivered include global migration of Forefront Identity Manager 2010 to Microsoft Identity Manager 2016 and three subsequent code development and testing cycles to deliver multiple functionality enhancements. I have also delivered the successful migration of the ADFS 3.0 environment to ADFS 2016 without any issue for the 120 reliant party trusts.

IT project management responsibility for the delivery of projects utilising the full project lifecycle to the Co-operative Bank and Insurance business areas. • Prior to leaving the organisation in 2012, I was the lead project manager for a £7 million project to build, test and implement a new Citrix desktop environment for 350 high street branches and 3000 users. Additionally migration of 270 branch servers and data onto a new virtualised platform. The project had a team of 20 resources and a planned duration of 18 months.During my career at Co-operative Banking Group I successfully delivered the following projects.• Managed the design and deployment for the implementation of Oracle Financials infrastructure within the business.• Migration of a call centre onto a new domino based application for managing customer emails to Smile internet banking.• Led the design and implementation of an internet based connectivity solution for the business critical Financial Director system used by 1300 key corporate customers.• Upgrade of business internet banking production and contingency infrastructure environments to IBM P570 hardware using AIX 5.3 platform.• Managed the design, build and implementation of network (data and voice) and windows based infrastructure requirements for 10 new regional offices opened on behalf of the corporate banking division.• The technical capability to quote for and sell home insurance products via the co-operative bank branch network. • Hardware and software upgrades of strategic architecture and infrastructure as part of legacy risk reduction programme e.g. faster payments, corporate data application, two factor customer authentication, internet banking and teller applications.• Architectural mapping of card payment infrastructure and applications across the Co-operative Banking Group as part of the PCI compliance programme.

Overall project management responsibility for delivery of infrastructure projects to a diverse range of CSC clients (Royal Mail, BNFL, NHS, BAE Systems & ISS). In line with the CSC standard Catalyst methodology I managed the project through the full lifecycle from initiation to completion. At CSC, I worked complex transformation projects within global programmes for newly won business and accounts. I have successfully managed single project budgets of up to £1.5 million and project schedules of 12 months in duration.Initiation responsibilities include creation of project definition documentation and project plans, management of project start-up and architectural workshops, plus establishment and approval of project budgets. During the execution of the project, responsibilities include budgetary and schedule tracking, management and client reporting, risk mitigation and issue management.Examples of project types that I have successfully managed are;Wintel Server refresh & domain migration across 130 client sitesGlobal deployment of CA TNG server and infrastructure monitoring systems.Global deployment of remote resolution and software delivery infrastructure.Deployment of global Citrix farms in Denmark & United States.Global implementation of change management system within a new client.Service Delivery & Transformation re-modelling projects for deployment of new technologies and support into both new and established client environments.

Utilising the standard CSC Catalyst methodology I worked closely with the Technical Project Manager in the project initiation phase, understanding and documenting customers requirements and processes, creating project definition documentation, preparation of budget costing and proposal documentation, planning the time-scales of the implementation using tools such as MS Project, carrying out technical assessments, securing and allocating of tasks with internal and third party resource owners, and then maintaining the project plan, status reports and documentation as to the progress of the project to date. Once the project had been approved by the client, I was responsible for leading the technical aspects of the execution and completion stages of the project. My tasks involved in this phase include the standardisation of the software builds, installing the hardware and software across the project scope to the agreed standards. Technical problem and issue resolution were also encompased within my brief, liasing with suppliers and internal resources as to the best way to ensure successful conclusion to the raised issues.

Provided pre & post sales customer implementation and project management for Tel-Me, one of the UK's leading ‘E-Commerce’ services. Worked closely with the sales team in understanding clients needs and requisits, presenting sales proposals to satisfy the needs of the client, preparing pricing documentation and establishing SLA parameters with the new client. Responsibility for developing the new user base and implementing the use of Tel-Me. Analysed client’s implementation requirements and advised on the most effective way to set-up the system across the client environment. Developed and co-ordinated the delivery of comprehensive software training to client's staff. Successfully managed and promoted the product within existing client sites to increase licence size and generate licence and usage revenue.

Dealer Support Co-ordinatorDelivery of front line telephone and on-site support to a network of software resellers. The role involved resolving detailed software problems and delivery of product specific sales training to dealers and staff.

As part of a telephone answering team, dealt tactfully with members of the public and generally succeeded in resolving complaints and answering queries.