Steve Nyahoe Email & Phone Number

Horsham, England, United Kingdom

West Sussex

Simultaneously managing several small to medium sized infrastructure and network projects at various commercial and private client sites. Main duties include liaising with clients to produce project plans and risk assessments. Acting as the first point of contact in case of any difficulties or disputes. Co-ordinating various teams of specialists to ensure resources and equipment are in the right place at the right time to meet client expectations.

Crawley, Uk

Basingstoke

Project managing various small to medium sized network projects

Project Management, Development, Support. Release Management, Infrastructure upgrade, Delivery.

BUDGET £1.2M TEAM SIZE: 4-20PROJECTS: PTP Wave 2a and Wave 2b Releases, Periodic Live Releases, Infrastructure UpgradesKEY TASKS & ACHIEVEMENTS: · Managed regular `Live' Code Releases to provide continuous improvements to the DWP's applications. · Successfully managed the implementation of a new Siebel CRM, boosting the customer experience when dealing with the DWP by ensuring faster inter-departmental, cross-application access to the customer advisors. · In overall control of the DWP's entire infrastructure upgrade (Solaris 9 to Solaris 10, Oracle 9i DB to 10g,WAS5 to WAS6 plus IBM Websphere, Tuxedo, Tuxedo Mainframe Adaptor, MQ EWF, Siebel etc). · Managed project teams from Accenture, client resources and third party suppliers (EDS, BT, Genesys). · Produced and maintained the project plan consisting of: - project approach, project scope, project schedule, communications plan, resource plan, roles and responsibilities, critical success factors. · Ensured that the required quality standards/criteria were being met at all times. · Held regular project reviews to ascertain progress against schedule/budget/quality. Also to review risk and issues log and take any necessary mitigating actions. · Chaired `Gateway' meetings to control risk as software progressed from Development to Production. · Performed project closure activities including "Lessons Learned" reports.CLIENT: UnileverSECTOR Retail LOCATION: Kingston-on-Thames

CLIENT: Department for Work and PensionsSECTOR Government LOCATION: Newcastle

2009Working for multiple high-end clients across diverse market sectors, consistently delivering an array of large, complex, fullprojects on time, of the required quality and within scope/budget.

BUDGET £1.5M TEAM SIZE: 3-16PROJECT: SiriusKEY TASKS & ACHIEVEMENTS: · Successfully managed the Technical Cutover of the SAP Sirius R3 ERP/APO/XI and BW projects to Unilever's warehouses and offices in the UK, Germany and the Nordic countries. · Designed the Technical Cutover Approach documentation. · Designed the step-by-step Technical Cutover Plan. · Liaised with client country leads and third party suppliers to ensure a smooth Cutover with minimum downtime. · Produced and maintained the project plan consisting of: - project approach, project scope, project schedule, communications plan, resource plan, roles and responsibilities, critical success factors. · Ensured that the required quality standards/criteria were being met at all times. · Worked closely with key stakeholders to identify potential risks and issues and take any necessary mitigating actions. · Held regular project reviews to ascertain progress against schedule/budget/quality. Also to review risk and issues log. · Chaired `Gateway' meetings to control risk as software progressed from Development to Production. · Performed project closure activities including "Lessons Learned" reports.

BUDGET £0.6M TEAM SIZE: 6-14PROJECTS: Snowdon (Allianz Cornhill re-branding project), plus a portfolio of `Small Works' projectsKEY TASKS & ACHIEVEMENTS: · Successfully delivered the Snowdon project on-time. This was a deliverable critical to the client's worldwide re- branding project, enabling the client to achieve a significant business goal. · Created a planned and controlled Release schedule, ensuring timely implementation of a variety of client Applications, whilst maintaining Code stability. · Assembled the BAU (Business As Usual) team from client resources to deal with continuous improvements projects. · Introduced new working practices that led, directly, to a measurable improvement in the quality of Code delivered. · Successfully managed all stages of the project SDLC (analysis, planning, execution, testing (using industry standard V-Model concept), monitoring and closure) · Produced all key project deliverables i.e. Project Initiation Document (PID), stage plans, risk/issues log. · Ensured that the required quality standards/criteria were being met at all times. · Successfully managed various project's budget, scope and schedule (including key milestones) to successful completion. · Held regular project reviews to ascertain progress against schedule/budget/quality. Also to review risk and issues log. · Produced regular project sponsor, management and stakeholder progress reports. · Performed project closure activities including "Lessons Learned" reports.

BUDGET £2.0M TEAM SIZE: 4-30PROJECT: Wolf (Replacing legacy systems with Oracle ERP)KEY TASKS & ACHIEVEMENTS: · Managed the implementation of the Oracle ERP system. Leading the Design and Development Teams (Functional Design Team (based Onshore) and Technical Design and Build Team (based Offshore)). · Advanced the full SDLC from Design to Production implementation. · Built and managed the PGLS (Post Go-Live Support) Team using Accenture, client and third party resources · Controlled the key stakeholder expectations throughout the Post Go live warranty period, advising practical solutions, resolving conflicts and escalating where necessary. · Planned, designed and built the interfaces between the client's in-house systems and the Oracle E-Business Suite using e_commerce SQL*Loader and PL/SQL. · Produced and maintained the project plan consisting of: - project approach, project scope, project schedule, communications plan, resource plan, roles and responsibilities, critical success factors. · Held regular project reviews to ascertain progress against schedule/budget/quality. Also to review risk and issues log. · Performed project closure activities including "Lessons Learned" report.

BUDGET £1.5M TEAM SIZE: 6PROJECTS: XP Rollout, MonacoKEY TASKS & ACHIEVEMENTS: · Managed a mixed team of geographically spread Accenture, client and third party resources to deliver 12,500 Windows XP Desktops across 23 UK sites · Co-ordinated the release of every software package to ensure compatibility with Windows XP. · Provided vital support to the client Security team and third party suppliers, identifying and resolving potential security issues particularly with regard to SOX/Basel II compliance. · Designed the PKI protocol enabling third party suppliers to securely access the client's domain using client certificates and Reverse Proxy servers · Wrote large sections of the client's security policy and procedures.

BUDGET £0.5M TEAM SIZE: 6PROJECTS: Windows 2000 UpgradeKEY TASKS & ACHIEVEMENTS: · Led an In-house team upgrading all client PCs and servers from Windows NT to Windows 2000 and convert all Business applications to run on the new platform. · Implemented upgrades in line with best practice change management procedures including assisting the client in the development of configuration management and release management processes. · Ensured that the required quality standards/criteria were being met at all times.

BUDGET £1. 5M pa TEAM SIZE: 12PROJECTS: Windows 2000 Upgrade, Continuous Improvements, Daily Support/TroubleshootingKEY TASKS & ACHIEVEMENTS: · Responsible for providing Development, Maintenance and Support to all Oracle Business applications in Seeboard. This involved working directly with the client as the principal point of contact for all Oracle applications. · Over five years, designed and built multiple forms, reports and procedures (from Oracle v7 to Oracle v10i using Formbuilder, Reportbuilder and Oracle TOAD). · Designed tables, views, indexes etc using DDL. · Wrote Unix shell scripts with embedded SQL using vi. · Designed and built an Oracle Data warehouse, an Oracle Billing system and an Oracle MI system from requirements gathering to implementation (Full SDLC). · Introduced Incident Management, Release Management, Change Management and Configuration Management disciplines using ITIL principles.

Riyadh 1982 ­ 1985KBS Computers, Trainee Programmer, Liverpool 1981 ­ 1982