Naomi Simmonds Email & Phone Number

Aston Tirrold, England, Gb

Uk

Reporting to the Head of GB and working directly with CFO and other Director, I have introduced a PMO to align ICT delivery programmes in order for the business to have a single roadmap view of the projects portfolio. I support the Programme and Project Managers (perm and contract staff) that are based throughout the UK. I have introduced standard tools, processes and controls for reporting, training, escalation and support. Advisory and Change Boards are now in place as are resource management and financial management controls. I have introduced Sharepoint as a centralised PMO repository. I am also responsible for the programme management of two large ICT implementation programmes.

Oxfordshire

Achievements:Personally managed (from preferred bidder) implementation of IT h/w, s/w services value £20mand ‘GLOW’ (Scotland) value - £44 (included many non IT projects - PR, events, marketing, workshops)Establishment of PMO and governance for all implementation delivery within RM. Introduced process improvements and standards for project resource management, reporting and project management control standards (focussing on KPIs, managing costs and change)Key member of BID team Standardisation of contract framework and cost model for all bid work and third party suppliersActed as lead in the recovery of major programme to ensure delivery met commercial milestones Managed Project Management Group, improving relationships and processes between other divisionsWorked with RMs international subsidiaries during bid / new business development opportunitiesBenefits realisation of £2m per annum (process improvements using remote installations and ESI – Indian subsidiary) Other responsibilities:Overall responsibility for the project management group, resource and project forecasting, P & L and reporting, operational reporting, customer / stakeholder escalation pointLine management, delivery accountability, coaching, mentoring and development of 25 staffLed cross-divisional internal improvement projects across infrastructure, s/w Infrastructure development, legal,commercial, marketing, managed services, strategic bids and salesEnsured risk and change processes were in place and managedEnsured all functional and non-functional testing was fit for purpose Reported to RM Directors, Customer stakeholders and RM Project Board

Newbury & Uk Offices

Achievements:Managed PMO for UK Customer Service Division. Introduced project governance & tools.Managed and owned the identification, development and implementation of standard infrastructure technologies, software and processes to support the UK contact centres.Created and delivered call centre technical blueprint. Telecoms and IT applications were standardised across the UK, covering: ACD’s, workforce management, virtual workforce management, quality monitoring and e-mail management. This brought significant efficiencies in terms of contact handling, agent productivity and performance, and first time problem resolution. Cisco intelligent call routing allowed the call centres to be virtualised across geographies.Produced e-service strategy for the UK – internet best practice, service prioritisation and self service.Introduced the Global Development Forum. This was the first area within the whole of the AirTouch Group where Vodafone companies throughout the world were integrating by sharing best practice and strategic development and covered 18 companies.Encouraged businesses to document project success beyond ROI so that other measurable achievement were widely recognised and acknowledged.Led a research and vision project for the deployment of IVR and speech recognition technologies within VF UK.Other responsibilities:Budget responsibility to £2m. Project management to 30 people (PMs and development resource). Managed complex relationships with sometimes conflicting objectives and cultural sensitivities. Introduced and lead internal business governance meetings to ensure the six UK contact centre business directors agreed the programme of projects, their delivery dates, content and costs in line with group strategy and IS release programmes. Managed the customer and companies operational, commercial and financial relationship expectations Negotiating new contracts, service level agreements and annual pricing reviews.

Oxfordshire & Uk

Anchor Trust – Project Manager / Operations Team Leader 1989 - 1998Achievements:Ensured that requirements of the internal customers, who had little or no IT exposure and knowledge, were represented and fulfilledManaged transformation of Anchor’s network from VDU to PCs across 24 offices (new WAN & LANs)Selection and management of third party suppliers (BT, Cisco, Microsoft)Lead and delivered programme which integrated HR and payroll systems (PeopleSoft)Responsible for budget forecasting and management (£1.8m)Managed HQ move to Oxford and new build of regional office in NewcastleOverall control of delivery, risk and quality for programme