RoleData centre exit and the merger of the Britannia BS application into one cloud-based Co-Op application.As Delivery Manager I planned the move of mortgage applications from 3 existing environments to a new single data centre and new applications. This involved working with offshore teams to make this move via a secure VPN tunnel and virtual desktops. I also planned how the move would be made and resources required to make this move in the planned timeline

RoleThis project was to exit two data halls in a Barclays data centre and move the services to the third hall or another data centre so the first two data halls can be refurbished and modernised. This required the management of several business projects to ensure their application exited on time and securely. The application projects covered Mortgages, Contact Centres, Card Based Systems as an example. These used a variety of different infrastructure platforms which if they are identified as end-of-life they were moved and upgraded to current production standards in the new data centre. Also, as part of this move I delivery a new encryption DR Faraday Cage in a new UK site. Once all the applications and their associated storage had moved, I managed a team six network SMEs plus the data centre operations team to identify the network infrastructure that was still carrying network traffic through the data halls. This included working with 3rd party extranet providers such as BT, Version, Colt, Vodafone, Virgin, Vocalink and Diebold Nixdorf to identify circuits that would move to the new data hall or to another data centre in the UK. This involved the identification of any firewalls, routers, or load balancers to be moved and upgraded along with any VLAN or other network moves until the data centre halls were clear and ready to be refurbish.In my role I collected and tracked individual business projects, plus managed all the technical changes to ensure delivery timelines were adhered to and reported the progress to GTIS management at Barclays.

RoleThe NHS DIHC (Dudley Integrated Health Care) has been formed to be the UKs first Integrated Care Partnership. My role is to manage a workstream of three projects to merge the DIHC GP Services with Shropshire School Nurses, Black Country Children Services, and Dudley Community Services under a single digital service provider for data sharing efficiency across all these services with a single data reference point. I managed this by receiving due diligence reports from the transferring trusts verified by discovery work with the clinical services transitioning to the central DIHC trust including any infrastructure capital and software system licencing that needed to be transitioned, my role ensured this happened smoothly without any risk to patient data or patient services. I also looked to the feasibility of a single EPR (electronic patient record) system to standardise all patient record recording and reporting. My reporting level is to the DIHC Digital Strategy Group board monthly on progress, finances, and any risks or issues regarding that may impact this delivery.I delivered good project management governance principles to this new organisation, standardising risk & issue management reporting to board and stakeholder level. I have created good project scope mapping and validation with project delivery controls using Smartsheet. These governance standards are now in place across all the programme workstreams.

RoleFor Barclays Corporate I delivered working method changes supported software applications to evidence that these methods would be adhered to. The system provided to the PRA evidence that controls are in place to manage any infrastructure capacity increases (CPU, Memory & Storage) so as not to impact any banking customer, this also included proof of data backup & recovery methods.I delivered the Capacity Management BICEP controls and processes for Corporate BI Banking. I also delivered Data Backup & Recovery standard processes and validation controls to meet a PRA standard providing the evidence that this has been met.• For Capacity Management I was given the calibration pack and the standard to deliver to. I managed both onshore and OFF shore delivery resources to achieve this delivery.• I created the project framework which covered off all the delivery principles including training M.I and reporting for both the project and the enduring BAU processes.• I then shared this with all the Run the Bank Leads for Corporate gaining their buy in and approval.• I managed the building of a SharePoint site to hold all the documentation including training materials, attestations, evidence of delivery to the standard and all the MI and reporting.• Project risks & issues were monitored here along with project status reporting.• Monthly Standard & Control board meetings were held with senior managers and Run the Bank Leads to manage and report on progress.• There were four major milestones each one required a closure pack and sign off with evidence of delivery and embedding by the Standard Owner and the CCO to ensure that each milestone would meet any audit investigation.• The final milestone included a “Return to Satisfactory” and hand-over to BAU.• The project was delivered 5 months ahead of time and under budget.Agile is the methodology used for this delivery with SDLC guidelines.

I delivered software and working practise changes to meet audit and regulatory requirements. My primary task was to understand the requirements and engage fully with all the software delivery teams to understand any issues that would prevent us delivering to the timescale required. All the requirements were in a calibration pack and a standard. I worked closely with the PMO to meet all the standards and requirements.I mapped out the current as-is processes and developed the to-be process changes required and got them approved.I then created the project plan which covered off all the delivery principles to meet the tight deadline. This I shared this with all the stake holders, and I gained their buy in and approval to proceed with the delivery.I managed the risks & issues ensuring that management were fully aware that risks were handled and minimised; however, if in the event any became an issue that they are resolved within the project budget and delivery timescales; if not then the steering committee were made fully aware of any impact and approve the changes to the project baseline.I created weekly highlight status report and daily progress updates for the programme manager and stake holders to keep all management up to date with the change progress.I managed the delivery plan via MS Project to ensure that all the technical resources were managed via a matrix system booking their time to the project as appropriate and in line with the project budget. This involved:Configuration updates and changes to the collections and recovery softwareControls (Management information reports, systemic changes, and some manual changes) on how recoveries are made.Updates to letters, SMS and phones (IVR) to contact business and personal customers with delinquent. All of this is being done in very tight timescales to meet the audit requirement timeline.Agile was the methodology used for this delivery with SDLC guidelines

RoleMy role as a PM within Shared Services at the Co Op involved the delivery of several projects including one major project, as detailed below.• Manhattan, warehouse management software (supply chain) upgrade from a 2004 version to a 2015 version• Microlise warehouse transport management software, upgraded and moved to a cloud supplier.• Kronos time management software, upgraded and moved to a cloud supplierSee my CV for a fully comprehensive description of my work on this contract role.