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(Päivitetty 2022-02-16)Agile Coach/Scrum Master
uk
Äidinkieli English, Yoruba, Aloittelija French, Danish
- Agile coaching
- CRM/ERP
- Scrum master
Taidot (163)
DOCUMENTATION
BUDGET
ERP
CADENCE
COACHING
USER INTERFACE
CUSTOMER RELATIONSHIP MANAGEMENT
Agile Coach
Portfolio Management
INTEGRATION
TELEPHONY
OFFSHORE
BUSINESS CASE
FORECASTING
CHANGE CONTROL
REQUIREMENTS MANAGEMENT
SOFTWARE DEVELOPMENT
BUSINESS PROCESS RE-ENGINEERING
QUALITY ASSURANCE
PROJECT LIFECYCLE
RFP
ISSUE MANAGEMENT
CFD
PMI
Business Analysis
PROTOTYPING
RETAIL
SUPPLIER MANAGEMENT
PAYMENTS
INFORMATION SECURITY
WORKFLOW
TIME & ATTENDANCE
ACCOUNT MANAGEMENT
Business Intelligence
agile methodology
PROJECT PLANS
Agile Release Train
ACCEPTANCE TESTING
PRINCE2
FINANCIAL PROJECT MANAGEMENT
Matrix Management
Kanban
SAFe
USER ACCEPTANCE
Project Management
Technical Project Management
GAP ANALYSIS
CUSTOMER SERVICE
Scrum
MENTORING
VENDOR SELECTION
HTML
DATA SERVICES
TEST SCRIPTS
WIREFRAME
SYSTEMS ANALYSIS
TELCO
Data Analysis
CMMI
MOCK-UPS
PROGRAM MANAGEMENT
PMO
CUSTOMER RELATIONS
GOVERNANCE
Jira
RAPID PROTOTYPING
Risk Management
REQUIREMENTS GATHERING
PROGRAM MANAGER
PROJECT MANAGER
ESTIMATION
WordPress
PMBOK
SATELLITES
TEST PLANS
PRODUCTION ENVIRONMENT
DOCUMENTING
API
Time and Attendance
MARKETING ANALYSIS
CONTINUOUS IMPROVEMENT
Agile
CVS
PRODUCT LAUNCH
BUSINESS PROCESS MANAGEMENT
Change Management
BUSINESS REQUIREMENTS
BUSINESS DEVELOPMENT
PID
SYSTEMS DEVELOPMENT
Management
CRM
Azure Platform
DATA INTEGRITY
Web Design
VISUAL SOURCESAFE
ITIL
WEB UI
Trackit
IT Service Management
OPERATIONS
WIREFRAMES
Sales Contract
SECURITIES
D365
IBM MQ
EDI integrations
VIDEO CONFERENCING
WBS
SYSTEM LEVEL
Xamarin
SYSTEM-LEVEL
BI
PIPELINE
SALES TEAM
BILLING
XML
LOGISTICS
AUDITING
INVOICING
P3
WINDOWS 2003
RETAIL SALES
TOOLING
IT Infrastructure Library
RECONCILIATION
CSC
WINDOWS SERVER 2008
WINDOWS VISTA
EMISSION
EMISSIONS
MOCK-UP
INTERVIEWING
LOGGING
PRICING
WINDOWS SERVER 2008 R2
SECRETARY
Cmmi Level 3
TRANSLATE
WELDING
ACCOUNTING
MENTOR
COOLING
DOT
TRADING
PRIMAVERA
QA
SCANNING
SCRAPING
WINDOWS 2000
ITS
AUDIO VISUAL
MICROSOFT WINDOWS
STEERING
MAINTENANCE
SOURCESAFE
OPTICAL
BUTCHER
Recruitment
SERVICE CENTER
IMPORT/EXPORT
ADJUSTMENTS
SPI
Yhteenveto
Albert is an exceptionally successful and talented management consultant with extensive expertise in agile driven programs, especially in the areas of customer journey and experience, m-commerce, e-commerce, marketing and media matters, with the ability of breaking down strategic intent/large complex programs into bite size pieces of work (MVP) from which SME's can implement to achieve the overall corporate vision/strategy.
Albert can show a track record of more than 25 years of experience in various industry sectors (Satellite Communications and broadcasting, Government/Public Sector, Transport & Logistics, Sport Betting, Oil & Gas, Manufacturing, Financial Services, Banking, Telecommunications, Automobile, Insurance, Pharma and Retail) where he has developed the ability to build and manage key business partnerships.
Albert's experience and skills in setting up and coaching agile organizations from IT Managers up to directors and CXO levels are of great benefit to any forward-thinking organisation.
He is very much interested in helping corporations adapt to the ever-changing demands placed on either their products or services. This could be by way of process re-engineering/re-design, reduction in "Time to market" of certain goods and services etc.
As a goal(s) oriented person, focused primarily on getting the "job done", with my varied assignments across many industry sectors I bring a wealth of experience to the table.
Työkokemus
2021-09 - Nykyhetki
2021-04 - 2021-09
1. Lead multi-disciplinary teams to align global Customer Service processes, translate the business requirements into a solution vision enabling customer queries/requests to be funneled through one system, providing greater transparency and a 360-degree view of all of customer interactions and better collaboration of customer service agents across multiple regions 2. Defined the product delivery roadmap to include a. Email2Case b. Livechat c. AI solution to solve the duplicate case issue d. Web2case e. Phone2case 3. Provided thought leadership in solution architecture design, customization/development of product features 4. Lead design review and prototype demo sessions, implemented 3 weekly sprint cadence as part of the larger complex agile salesforce O2C and Automation program 5. Produced a gap fit analysis on the various integrations needed (SAP, Promis, Tableau, etc) 6. Adopted rapid prototyping agile delivery methodology to get the team from MVP1 to the first pilot country (Malaysia) 7. Evaluate the customer service workflows and technical solution that underpins them during the Malaysia Pilot phase, implemented the feedback in MVP2 for piloting in Brazil and EMA 8. Adopted train the trainer technique for customer service agents 9. Proposed a global roll-out plan post ratification of the "Gold standard build" 10. Lead globally distributed teams of CSR's, supply chain experts, salesforce functional consultants, integration, and test engineers through a combination of robust governance, planning and execution 11. Created and maintained communication plans, project plans, risk, and dependency plans.
12. Used Miro, JIRA and Azure DevOps to present feature roadmaps, monitor and manage feature delivery and defect resolution
2020-07 - 2021-03
2019-09 - 2020-06
2020-01 - 2020-01
5. Uplifting the pay to drive Mobile app payment functionality to include a. New Pay360 css style sheets b. Enhanced the stored card process by updating Pay360 payment portal (SCP) and Secure Payments Interface (SPI) c. New business rules for the compliance checker logic d. New 3D Secure payment screens to ensure Strong Customer Authentication (SCA) for online payments and integrating with the Pay360 payment solution to ensure the app has the same user flow as the web e. Chargeability matrix expanded to include the ultra-low emission zone (ULEZ) f. Congestion Charge scheme changes which includes: i. Support CC charges 7 days a week between 7am till 10pm ii. Update all relevant app wording and content.
iii. Allow 3 previous day charges to be made iv. Remove Autopay discount.
6. Upgrading the successful Low-Income vehicle scrappage scheme to include a. Adding new process flows for Heavy duty Vehicles b. New business rules to handle eligible customer applications c. Adding new payment type to the payment process 7. Migrating most of the 15 current on-premise backend subsystems to Azure Cloud Platform a. Scoping & analysis exercise to determine i. The minimum target architecture is IaaS with underpinning OS and DB capable of support to end of 2026 ii. Assessment of the possibility of applications to be migrated to SaaS or PaaS given all the associated benefits it provides b. Initial proposals to identify delivery options i. Lift and Shift approach was assessed for workloads that will remain IaaS.
ii. Microsoft migration assessment tools used to inform compatibility with Azure c. Dry runs i. developed and tested 4 stage application migration plans 8. BAU Projects a. Implemented the Combined checker Source IP whitelisting CR in order to support the new web "checker" functionality "being built on a separate Azure infrastructure.
i. Ran the CR through Capita's Impact assessment process through to the delivery of the CR b. Data Encryption upgrade on the web interface i. Replaced the compromised SHA1 encryption with SHA2 encryption as the TfL online standard, in order to minimise the risk of data being compromised in transit and at rest.
c. Complied with the regulatory change (WCAG 2.1) needed for all payment pages on TfL Online and Mobile app i. Ensured all payment pages within the payment gateway meet the accessibility regulation.
ii. Ensured all online authentication pages, including forgotten password processes meet the accessibility regulation.
iii. Maintained a consistent look and feel of the pages in line with TfL style and the transition to external pages looks seamless to the end user.
d. Update Representation Evidence via the Website i. Updated the BizTalk enforcement API to enable customers update their representation evidence via TfL online Program governance - 1. Implemented a robust governance model to ensure all partners & suppliers irrespective of their delivery models (waterfall or Agile) stayed focused on the program deliverables. The following controls were put in place to ensure we started on a sure footing 2. Requirements management - Scheduled workshops to formally align the requirements with all stakeholders, ensured all suppliers did an Impact assessment (IA) of these requirements, the IA was then approved by a joint change management board before work commences 3. Build management - Ensured HLD and LLD's covered the full scope of requirements, Code branching, 4. Test management - Signed off Testing approach (included Scripting, test plans, input and exit criteria for each test cycle, test completion reports) 5. Release management - define the release scope (notes, release candidate, etc), aligned implementation strategy (bi-monthly, monthly, quarterly), Deployment strategy (Cut over plans, dry runs, route to live, blue/green deployment) 6. Environment management - Mirrored the same environments (pre-production and production) across all suppliers, ensured all pre-prod environments were on the same code base and patched regularly.
7. Vendor/supplier management - Managed and build client relationships with the following partners/3rd party suppliers - 3DS, Taranto, Amdocs, Kapsch, Eptica, KCOM, Hitachi, CCM, CIC, RPA, Thumbmunkey, BizTalk 8. Resource Demand management - adopted robust resource capacity planning and utilisation techniques to ensure we have forecast the right number and capability of resources.
9. Portfolio management - managing the TfL account in relation to pipeline and inflight projects to ensure projects with the highest business value are prioritised for delivery Delivery method - Full SDLC using a mixture of Capita's Evolve PPM methodology and TfL online Agile WoW (2 agile teams with all the agile ceremonies) Tracking progress - 1. Held biweekly joint SMT & operational level team meetings to review the program RAID logs, Dependency, milestone, test, implementation, resource plans etc, 2. Held daily defect triage calls with suppliers.
3. Biweekly catchup with the 2 TfL Online Scrum masters to review progress on the web development and align sprint feature deliverables with deliverables from other suppliers.
4. Used Miro, JIRA and Azure DevOps to present feature roadmaps, monitor and manage feature delivery and defect resolution
2019-02 - 2019-08
• Facilitating ART Level Events (PI Planning, SoS, problem workshops, system/solution demo's, scrum ceremonies etc) • Tracking and communicating key ART execution metrics like feature progress report (plan vs actual) • Escalating and tracking ART impediments (Managing risks and issues, escalating topics as required to drive delivery of the ART) • Facilitating relentless improvement for the ART (Coaching sessions with 1:1 support, code reviews, pair programming) enabling continuous improvement and driving delivery optimisation.
• Facilitated (and co-chaired) forming of the program leadership team to ensure effective decision making to resolve showstoppers, issues or risks using a program DARI log • Used Miro, JIRA and Azure DevOps to present feature roadmaps, monitor and manage feature delivery and defect resolution • Planning - developed and managed the following • Program Milestone plan • Taiwan & Australia Pilot Plan & testing roadmap • Phased Product delivery roadmap to Q4 2020
2018-05 - 2019-01
• Cleaning of code, fields etc. not used in lightning • End-to-end testing of sales and service Clouds, Configit Quote and all integrations (incl. SAP ERP, BI and MDM) • Evaluation of new features • CI/CD with Copado • Defined and executed the "Ways of working" to include • Delivery methodology - quasi-agile • Ran the agile ceremonies, including technical reviews and handover.
• System Documentation • Governance • Formed 8 build teams and trained them on best practise agile DevSecOps principles - business process specialists, technical architects, solution architects, OneERP SAP developers, salesforce functional & technical consultants, super users, infrastructure/platform specialists • Facilitated (and co-chaired) forming of the program steering committee to ensure effective decision making to resolve showstoppers or gaps that might potentially lead to a regression of the user experience • Used Miro, JIRA and Azure DevOps to present feature roadmaps, monitor and manage feature delivery and defect resolution • Aligned implementation phases in line with Danfoss PPM framework • Clarification & Planning • Build and test • Pilot - Validation of solution before global roll-out of Lightning Experience • Global rollout to 12 regions • Aligned risk and issue management strategies identified during the Gap analysis exercise • Change Management • Prepared Training materials for SFDC users and support • Defined Communication plan to all relevant stakeholders from the 4 Business segments - Cooling, drives, heating and power solutions in the following regions/countries North America, Latin America, Northern Europe, Central Europe, Eastern Europe, Southern Europe, India, China, Asia Pacific, Turkey, South Africa, UAE • Planning - developed, aligned and manged the following • Milestone plan • operational readiness plan • Regional Cut Over Plan • Release planning • Pilot delivery & testing roadmap • Post Go Live roadmap for enhancements, change requests etc
2016-04 - 2018-04
• Coached both business and IT teams on scrum ceremonies through sprint planning sessions, Retrospectives, daily stand-ups • Coached business teams on how to build value-based requirements/user stories with the aim of delivering a "minimum viable/shippable product" • Managed the project deliverables by driving continuous improvements on the "minimum viable/shippable product" • Ran regular show and tell/sprint demo sessions with business and IT stakeholders to show team progress.
• Trained both business and IT in the use of JIRA for tracking/monitoring progress of user stories, bug/defect resolution etc • Coached both business and IT teams on the need for effective demand/portfolio management, resource planning • Ran regular workshops with both business and IT teams to reinforce best practice Agile software development principles and introduced CI/CD with Copado • As the organisation matured in its understanding of the Agile delivery framework, implemented the basic elements of "Essential SAFe" Agile Configuration consisting of 2 Salesforce ART's (Sales & Service) working to a 4-week delivery cadence to cope with the demands of both sales and service cloud deliveries.
• Setup a team of architects to decide the Marketing Automation route for Solar - either Salesforce marketing cloud, Agillic marketing automation or SAP Hybris marketing. Did a POC for Solar exec's to make an informed decision on the way forward.
Key Duties & Achievements: • Implemented the Identity Access Management (IAM) module in salesforce for synchronizing contacts from SAP, Solar old webshop and EPI Server where salesforce is the master for contacts and their relations with a focus on EU GDPR compliance requirements.
• Managed the delivery of Salesforce Service & Sales Cloud solutions and a marketing cloud solution (Agillic) to Solar Sales and service organizations in Sweden, Denmark, Norway, Netherlands, Belgium and MAG45 - opportunities, milestones, KPI's, Dashboard & Reporting, Case & Task management • Migrated all data from Legacy MS Dynamics CRM to Salesforce • Enriching migrated data with contact data from SAP MDM • Marketing Automation involving 2-way integrations with Salesforce and Agillic to collect customers Net Promoter Scores (NPS), permission harvesting, leads and campaign management • Contact/User/Customer Data migration from SAP, Old and New webshop (EPI Server) into salesforce IAM • Phone integration for customer service center and contact center to Salesforce using Finesse and Butcher & Suter to manage the routing of customer calls, assignments and customer invoicing on cases by contact center agents/supervisors • Delivered a new Salesforce service organisation for the customer service center in Sweden - • Integrated Salesforce with MAG45's BI reporting tool Tableau, Solar's SAP (ECC, PI, IDOC, O2C) - Contact, Quotations, Account and Return Order modules, Order to Cash, Solar's BI reporting tool (Business Objects Data Services), RIVA (for syncing Emails, Tasks and Events required by outdoor sales team), Chat and Linkedin • Developed Release and communication plans for all project deliverables • Re-Defined Solar's Resource capacity and capability utilization model to include better collaboration between business and IT • Budgetary Management - introduced the concept of a Ball Park Estimate to help business and IT get an idea of how much a project might cost and then make an informed decision of whether to go ahead with it or not. Put in tight controls to manage the overall spend on the allocated DKK100Million Salesforce budget
2015-04 - 2016-04
• Redefined project portfolio by re-prioritising demand around strategic, regulatory, Telco, Financial services, Europe and operational projects • Set up an Agile PMO to provide vital support to the program especially with the central management of resources as these resources were spread across several countries, time zones and projects • Trained both business and IT in the use of JIRA for tracking/monitoring progress of user stories, bug/defect resolution etc • Defined the Agile governance model and ways of working to include quality/success criteria, route to live process, testing strategy, continuous improvement, OPS readiness, quasi agile and Scrum-ban using both push and pull techniques with 3rd party vendors • Through series of workshops, targeted coaching sessions and one to ones with the Agile delivery team i was able to adopt and re-enforce best practices from the agile framework • Ensured high-level solution defined by Biz. architects are properly decomposed into user stories with acceptance criteria/test scenarios by the Biz analysts with full ownership lying with Biz product owners • In order to provide much needed delivery scalability for our Traveller products and services, implemented the basic elements of "Essential SAFe" Agile Configuration with 1 ART (Traveller) working to a 6-week delivery cadence.
• Responsible for the whole program PnL/budget - Re-cut and managed the £2.5m budget to meet agreed project demand.
• Developed a "white label" feature product delivery road map mobile phone insurance and gadget insurance • Managing Customer relations - Worked with product owners and the Marketing department to develop a Customer on-boarding roadmap based on the ease of integration with Assurant CRM & policy administration systems • Redefined the resource capacity and capability model (flexible onshore/offshore) and skills matrix using a focus factor of 80% for resources with domain experience. Also encouraged pair programming to remove the issues with single point of failures, this dramatically improved productivity within the teams • Setup a team of architects and product owners to look at proposals for moving Assurant to the 21st century with a cloud-based CRM solution - cloud solutions under review were Salesforce and SAP Hybris.
Key Duties & Achievements: • Traveller products and services • Delivered a brand-new market leading Airport Lounge solution/proposition, giving Coop (Airport Lounge Access App), Barclay's (Barclays Traveller App), Barclay's ABSA (South Africa), and Barclay's (Mauritius) customers with digital membership access to discounts at over 800 Airport Lounges globally, 400 restaurants and numerous spas, nail bars and other offers taking the stress out of travelling.
• This was delivered (using Xamarin) via a downloadable iOS 9 compatible, Android App (2 of each per client), a customer portal and Agent portal (again 2 of each per client built using Backbase).
• Developed a product roadmap and client on-boarding roadmap for DZ Bank AG, the first multilingual product offering for 2016. The product was built with the capability to take multi-currency via the ECKOH secure payments API and handle demand throughput with Amazon Web Services • Enhanced Customer Claims Journey product - Delivered a white-label configurable online customer claims journey, full online accidental damage repair journey for gadget & mobile phone insurance, logging a claim for loss theft with a 101-fraud check, document upload for proof of purchase, tokenised payment and online claim submission (The customer journey will then refer into the BAU customer operations journey to complete the claim). This configurable journey also included integrated security, auto-save and resume features with full integration into the policy and claim API services and CRM systems. The on-boarding of the first client Barclay's involved integration of the configurable ECCJ product into Barclays Magento e-commence platform. The full business benefit of reducing a total number of 70 agents will be realised by Q3 2016 • Huxley Stack Upgrade - Replaced technologies and software with the Huxley stack that are unsupported or outdated currently on the Assurant International Risk Register. This included Upgrading the MS SQL Server 2000 to 2014, Transact SQL 2000 to SQL 2014, Prod server to Windows Server 2008 R2, 1.1 .NET framework to 4.5, all non-Prod environments, Remote Desktop Services (RDS) and Middle tier. Converted all SQL DTS packages to SSIS, removed redundancies within the database objects, archived tables and store procedures not in use. On the strategic side, reviewed and produced long-term Huxley road map, introduced continuous integration and automatic builds and aligned these changes with the Assurant Business Continuity Plans, whilst improving Assurant's overall security model • Protect Your Bubble - Migrated the (PYB) code base to a more stable platform, integrated with a robust CRM system, built new API's whilst uplifting existing API's • Key drivers included: Reducing the number of manual processes whilst delivering operational efficiencies. Reducing the risk of non-compliance with the FCA • Benefit areas related to: Providing greater automation when issuing customer collateral, improved Customer communication from CRM system, delivering a new strategic Policy and claims API services, Development of a new claims workflow for logging assessment & fulfilment, Increasing auditability and traceability of transactions, improving processes around E-mail management (including bounce backs using GMC inspires solution), Mid-term adjustments and Premium Calculations API's, Billing (SEPA) & rejections, Account set up & policy creation and administration (Documents can now be saved against policies).
• Additional functionality delivered: PCI Compliance, PYB Website Integration, Automated inbound scanning (using Numero solution), Single agent UI, New Web UI claims Journey with Claims status updates, Capability to take EURO's (Onetime payment) • IT Core - Ran this project in parallel as its deliverables underpinned the strategic technologies required to support international capabilities. Deliverables included: Amending the main database schema to support NVARCHAR, EU Currency & language Support, defining what the EU Agent Desktop would look like, the solution around how to implement transactional date and Multilingual support across technologies.
• Developed a phase 2 plan to • Replace QAS with Post Code Anywhere and DATA01 FTP gateway with a COTS solution, the SMS server functionality and Visual SourceSafe 6.0, • Upgrade Crystal Reports from version 11 to 14, legacy websites, Applications running on Terminal Servers, Upgrade the Policy Administration System Images facility, and the Janus third party .NET add-ons • 3rd Party onshore/offshore management: Managed deliverables of the following strategic technology partners/ vendors: • Cognizant - Responsive Web Portals and Mobile Apps (iOS 9 compatible & Android) • Inatech - Integration of Assurant item management system with Oracle EBS
2015-01 - 2015-04
• Define the data management strategy (Requirements, analysis, reconciliation and rationalization) • Manage deliverables of the following key vendors: • Seren: - Web Design and Content consolidation, Copywriting • Advertisement: - Web Traffic and Analysis • KPI: - Content Authoring into WCS • NTT: - WCS template development • Digital Detox: - HTML development • Infosys: - Search and Google Search Appliance • HP: - Packaging and Deployment of WCS code • iCrossing: - Search Engine Optimisation (SEO) Strategy and content tagging • Astadia: Eloqua forms
2014-07 - 2014-12
• Built a Parallax scrolling & Responsive web portal via 3rd party design agency • Integrated Sales fusion CRM tool and customer success tool (feedbackify) to improve customer success/service, sales productivity and marketing effectiveness • Integrated Umbraco (WCMS) tool to improve the management & deployment of website & blog content. (very compatible with WordPress) Key Duties & Achievements: • Had overall accountability for the entire programme. (based on Java and .Net technologies) • Product owner - Lead the definition of product launch activities, pricing model, support model, customer success criteria, marketing strategy (Social media & SEO strategy etc), sales strategy, beta and production strategies • Developed product features roadmap for website, IOS and android apps including user journeys and workflows on AZURE.
• Developed overall "Get well" programme with all work stream activities including alpha and beta testing, UAT, product training, load & performance testing and Penetration testing etc.
• Developed overall resource capacity and capability plan based on resource level competencies and availability • Produced overall programme budget, segmenting Beta and Production V1 launch, whilst ensuring rigorous financial control • Advised board of directors on solution options to critical business & technical issues • Scrum master/Dev manager - Restructured and managed the onshore development and business teams to a fully agile way of working using ATDD, ensuring effective governance and controls are in place and all teams are working collaboratively to achieve their work stream deliverables • Ran a 6-week cadence whilst holding bimonthly sprint show and tell, retrospective/lessons learnt sessions to capture any quality improvements or learning's that can be used in upcoming sprints • Agile coach - Introduced best practice reporting and project management processes/templates • Developed and managed the communication plan to ensure that all stakeholders are fully engaged and informed in order to deliver the programme objectives • Worked with client service management teams to ensure effective communications are going out to the customers • Investment planning - Lead preparation of the Funding proposal with project sponsor and key stakeholders as to the viability of the product and take to external investors • Held weekly project board reviews throughout the project lifecycle to capture any quality improvements or learning's that can be used throughout the programme
2014-01 - 2014-06
Key Duties & Achievements: • Agile coach - Develop Mobile API team business to business engagement model and Agile development and release processes • Mobile (Product Suggestions & Product Locations Channel API's) - Enhance current "Product Suggestion" service and create a new "Product Locations" service for the up-coming launch of MyStore app • Mobile (Grocery API Migration) - Modify current Mobile API solution to remove dependency on Grocery Website Scraping API's. (based on Java and .Net technologies) • Working with Business Analysts, Solution Architects, and Product Owners to define functional and non-functional requirements for the API's and services as well as the "big picture" product roadmap.
• Engagement with the load and performance team to logically derive API cluster grouping and therefore number of servers per cluster and perform LnP in the pre-production environment.
• Working with infrastructure build and design teams to define server build requirements (clustered service option) and spec servers based on proposed load and performance capacity figures • Engagement with the service introduction team to define support requirements and SLA's • Liaise with test managers to define test approach, strategy and integration tests etc.
• Change management - manage the change request process, raising of RFC's, change jobs, and change requests • Scrum master - Ran the daily scrum of scrums with service provider and Mobile API teams (based in India), backlog grooming, release planning and route to live process
2013-02 - 2013-12
• Scrum Master/Dev manager - Managed the offshore dev teams (China, Lithuania) producing the VE engine and orchestration iOS App, delivering to a 4-week cadence of not more than 2/3 Epics per release cycle.
• Work shopped the breaking down of the customer journey into work packages (Epics and user stories), ensuring that user stories were MoSCow'd and prioritised in the back log with their acceptance criteria mapped to Epics • Created a traceability matrix to ensure all CR's in the release plan could be mapped back to user stories and Epics • C-level and Senior stakeholder relationship management • Defined the Enterprise Mobile Management solution with technical architects and roadmap for the next implementation phase.
• Defining test strategy, executing test plans for SIT, Functional testing, customer journey and UAT • Proactively managing Risk and Issues from all project work-streams • Running virtual experience training workshops/sessions • Board level programme reporting • Agile coach - managed and mentored 3 project managers, quality assurance manager, 2 Agile teams based in Lithuania (responsible for the iPad App) and China (responsible for delivering the 3D virtual engine) • Development of a Pilot to Production readiness product roadmap • Vendor management of 3rd party providers.
• Development of pilot dealer research KPI's • Effectively managed the project within the allocated £3.2m budget.
• Managed project scope by defining upfront what each sprint goal/objective was to avoid excessive scope creep/seep whilst taking on board feedback from JLR Directors. (Project slippage 2 weeks) • Added value to the definition of the 'To Be' JLR asset management process to remove the current bottlenecks and duplication of effort by 3rd part vendors
2012-11 - 2013-02
2012-04 - 2012-10
• Responsible for the overall management of programs and projects for Citi Bank, using technical and business knowledge to implement tools and systems to ensure project success whilst maintaining full budgetary control as well as being the main point of contact.
• Delivered the following a document decomposition platform/infrastructure for DWP, statement and advices reconciliation platform/infrastructure for Citi Bank EMEA branches, migration of the printing platform of contract notes for Scottish Friendly Assurance, e-Statements migration for Citi Bank Dublin, automated the processing of Citi Bank Commercial Cards, white paper solution for Italian National Pension Scheme and a multi channel marketing tool for Citi Bank.
• Direct Reports - CIS Consultants, Onshore and Offshore Application Development Managers & Developers, E-delivery Solution Managers, Project Managers, Implementation and Test Managers, Onshore and Offshore Business Analysts • Agile coach - Used change management expertise to implement a simple project management methodology, gaining excellent results in relation to reducing project slippage.
• Ensured strict compliance to the banking regulations - No more serious incidents raised by Citi bank • Ran weekly budget review meeting with stakeholders - Most departments now hitting their monthly targets.
• Scrum Master - Set up bi-monthly retrospectives with stakeholders to address issues - increased number of strategic projects delivered within time and budget.
• Introduced the quasi agile methodology with a noticeable reduction in product and service delivery slippage • Reviewed and improved the release management process - significant reduction in defective products going live, significant improvement in meeting all the SLA's and OLA's with Citi bank • Provided the programme management input for the 5 years 'White labelling' Managed Service contract with Citi bank.
• Through a series of customer workshops, ensured standard process, methodology and documentation is widely understood and shared by senior management and colleagues. - Significant reduction in the number of complaints raised by customers.
• Provide day to day contact and feedback to key clients on all aspects of current and scheduled project initiatives. - Significant reduction in outright project failures with 80 percent of projects now back on track.
• Lead an international cross-functional team to monitor and drive project delivery to the required standard and within anticipated timeframes for key clients. - "Silo Mentality" on the decline with teams adopting the "Matrix Managed Team Mentality" • Relationship Management: Rebuilt the relationship with Citi bank. by providing bi-weekly RAG status on the Citi bank portfolio - Significant reduction in escalated issues, implemented better forecasting techniques, played a key role in the Citi bank "white paper" IT Strategy, produced a programme portfolio roadmap
2012-01 - 2012-03
• Re-defined wireframes, business rules, design specifications, user journeys and Traceability matrix. Prioritise requirements into User Stories in product backlog using MoSCoW.
• Agile evangelist/coach and Scrum master set up the full agile development process using scrum-ban, acceptance test-driven development (ATDD) to deliver Native and HTML 5 Sportsbook, Casino and Bingo games on various iOS, Android and Generic hand-held Devices. (based on Java and .Net technologies) • Managed the relationships between offshore developers in Estonia, Sweden, Israel and United Kingdom and 3rd party vendors Playtech, Mobenga, Virtue Fusion, International Game Technology, OpenBet, Inspired Gaming, Geneity and Amelco (Trading Platforms) using strong communications and interpersonal ability.
• Defined Sprint goals feature list for launch and a 12 months delivery roadmap.
• Used technical expertise to define SaaS, PaaS and IaaS models: - • SaaS Solution: Identifed all interface touch points for integration. Defined overall data flow model and integration plan.
• PaaS Solution: Identified 3rd party vendor applications needing an upgrade to conform to the strategic mobile platform and new mobile gaming engine. Phased the upgrading, testing, deployment and hosting of the applications in line with the sprint development cycle.
• IaaS Solution: Defined the optimal infrastructure solution for launch and then roadmap. Identified which 3rd party vendor is best suited to host certain parts of the infrastructure solution.
2011-08 - 2011-12
◦ Full budgetary responsibility of the IT budget of £2.5 million. Produced hardware price benchmarking documents, cost comparison templates for the ITT process, cost plan for rollout, support and logistics tasks, resource cost plan and project cost forecast to complete. Produce financial documents for the VWG (UK) financial committee and VWG (AG) global sourcing process to secure project funding.
◦ Defined the Enterprise Mobile Management solution with technical architects ◦ Defined the documentation for the ITT process - tender plan, contract review panel proposal, and confidentiality agreement, costing spreadsheet and tender valuation scorecard for Mobile device management Supplier Selection.
◦ Defined the ITT process for selecting a preferred Mobile device management supplier from 6 potential supplier's tender responses.
◦ A Dealer configurator application was on-boarded on VWG cloud infrastructure allowing 220 retailers benefit from the centralisation and standardisation of marketing media content. The end point technology used to receive this media was over 2500 3G enabled iPads. The architecture supported multi-tenancy as well as a mobile device management application used to manage device and software upgrades.
◦ Reviewed Tata consulting services response bid to work as the preferred Mobile device management supplier for the iPad provisioning • Responsible for the IT workstream of the Audi City Concept (Total Budget £9 million) delivering a unique virtual reality customer experience aimed at increasing customer footfall and conversion rates via the online portal and dealership franchise.
• Held weekly resource and budget utilisation meetings with stakeholders to ensure resources are not overloaded and are delivering tasks to time within budget, if there may be a possibility of slippage agree contingency plans and potential impact on milestone and cost plan.
• Improved service delivery process by reviewing and updating the service catalogue to reflect the changes to the various core VW systems. Facilitated the development of VWG (iPad and Audi City) support models (including SLA's, OLA's etc). Defined vendor SLA's and support partners OLA's.
• Provided scheduled and ad hoc management information reports on project progress, created, reviewed and signed off PID, Project Brief and Business Case.
• Defined, validated and signed off test and deployment plans in conjunction with third party native e-commerce Mobile app, Mobile device management partners, logistics partners and web interface developers, UAT and OAT test teams.
• Maintained direct management of numerous employees including business analysts, solution architects, security architects, service delivery managers, training managers and test managers, using a wealth of people management skills.
• Built and managed key external relationships with 3rd party software development partners, 3rd party logistics partners, 3rd party mobile device management partners, 3rd party hardware and software support partners and 3rd party procurement partners.
2010-11 - 2011-07
◦ A Dot.Net 4 Sportsbook low bandwidth multilingual betting portal.
◦ Integrated both products into 26 payment engines/providers (e.g. Ukash, Neteller, PayPal, EntroPay etc) to increase competitive advantage in the online m-commerce gambling sector.
◦ Migrated CRM betting component/API (account management information) to the new Dot.Net 4 infrastructure.
• Due to the complexity, high visibility and criticality of the projects adopted the following project controls: - ◦ Scope management - Used wireframes, user stories, customer journeys and GUI mock-ups for requirements definition and scope clarification. Weekly reviews of product and sprint backlogs items with stakeholders to identify any scope creep/seep. Defined the mobile betting product roadmap ◦ Quality assurance - Engaged various testing teams (international content testers (multilingual), functional testers, device testers and security penetration testers) in a rigorous testing regime. Encouraged regular code reviews and refactoring, unit and user acceptance testing. Produced test completion reports, release notes and test scripts.
◦ Set up weekly stakeholder meeting to review - resource utilisation, upcoming milestones, any outstanding issues, dependency plans, task burn down, and bug burn down charts, RFC's, test drops and risks.
◦ Provided weekly management information reports - RAG status, checkpoint and highlight reports.
◦ Matrix managed 3 agile development teams on an 80% focus factor to deliver the m-commerce, and e-commerce IT strategies.
◦ Setup change and technical advisory boards to effectively manage change requests, enhancements and new customer requirements.
◦ Ran the daily scrums, encouraged pair programming and agile mentoring workshops - increased productivity in terms of code quality and code delivery, improved task estimation amongst team members • Kept abreast of international regulatory guidelines, ensuring all products conformed.
• Defined and implemented and agile release management process to reduce the number of rollback/back out operations.
2008-03 - 2010-11
◦ Replaced the 25-year core legacy RAW binary platform with a new XML Sports data virtualised, clustered, high-availability platform giving SIS Data Centre the ability to cover additional content, schedule new meetings without setting up complicated duplicate or parallel systems • Defined and implemented a new sport betting framework for Numbers games, Irish Lotto, Greyhounds, Football and Horses (Live & Virtual), Golf, Cricket etc.
• Managed the systems analysis piece to identify dependencies and assess impact of removing Inter-System dependencies.
• Direct reports: Business analysts, data & technical architects, senior developers and testers, development and QA mangers.
• Delivered a web-based Sports data editor to improve system performance by removing legacy Netware and DOS library functions; to provide operational flexibility, auditing and accountability and the security of system and data entry operations to reinforce quality and value of the service offered to SIS data customers.
◦ Delivered a new Fantastic League Virtual Football Service (FLVF) on its own dedicated satellite channel and website to independent bookmakers EPoS systems, increasing SIS product range, revenue and competitiveness as a supplier of virtual football to the online gaming sector.
◦ Replaced the existing legacy Bet Settling Feed (BSF) with Bet Automation Feed Collector (BAF) to improve performance, system reliability, data integrity and security, supportability and give bookmakers using 3rd party EPoS systems access to SIS BAF data transmitted via satellite IP to authorised bookmaker decoders.
◦ Re-developed the SMACConsole application as a web-based application to enable it run on remote PC's or embedded in EPoS systems.
◦ Using Application-interface integration delivered a Web Service to run on the iSIS receiver to enable bets created on EPoS, Settling, Captioning and Feature Card systems to be sent to and formatted for local display on iSIS and a resulting service for bookmaker Ante-Post data feeds generated either from Betedit or other external sources.
◦ Improved integration between iSIS Display Systems and various 3rd party EPoS systems (e.g. Finsoft and Alphameric) to enable bookmaker shop display system match what is available on their EPoS and till system.
◦ Delivered a new comprehensive, consolidated, coherent and low latency XML Sports Data Super Feed integrated with other third-party governing body feeds (e.g. UEFA) and EPoS systems in order to accommodate the future expansion and enhancement of all SIS data services. Developed a new pricing structure for the SIS data services based on tiered distribution options for the data.
• Through SIS workflow customisation implemented and integrated travel and expenses, time and attendance modules of the HR.Net enterprise resource planning (ERP) system with outsourced SIS payroll system providers.
• Managed the connectivity requirements specification and bid/ vendor selection process (BT MPLS (multi-protocol label switching system) network solution chosen) for upgrading the corporate video and audio connectivity infrastructure between London, Milton Keynes and external sites/clients in order to provide scalability and redundancy for disaster recovery.
• Prepared RFP response for the maintenance of communications equipment and IMaC services of all Camelot communications and Altura Lottery equipment on 28, 000 sites.
• Managed the people and process change management initiatives using CMMI level 2 models to optimise, align and improve the help desk, data operations and SIS field force engineering functions to gain better operations efficiencies. Defined break points and escalation procedures in order to meet changing customer needs.
• Improved service support in line with SIS ITIL v3.0 strategy for Service Delivery by redesigning DR platforms so that any new platform that sits on it would conform to the same service levels (OLA), upgrading the uplink of the IP data feed by piggybacking off the BT MPLS network solution to make provision for server, multi site back end failover and updating the service catalogue.
2007-10 - 2008-02
◦ Designed and built a web cast studio in the DHL Brussels meeting room through contract negotiation, vendor management (Belgacom Telecoms Europe (Leased ISDN line providers), ON24 (web cast service provider) and AV Communications (Digital Equipment and production provider)) and relationship building.
◦ Using business change analysis, context analysis and information architecture impact analysis redesigned the proxy and firewall of DHL ITS EU and DHL ITS CBJ data centres whilst complying with DHL ISO 20000 service management process.
◦ Conducted a series of dress rehearsals using customer satisfier analysis and dependency analysis • Defined KPI reporting structure and SLA for third party vendors/contractors and risk mitigation strategies.
• Managed the people and process change management initiative using DHL's CMMI level 3 model and ITIL service management by designing the user support model, support escalation procedure and support prioritization procedure for internal and external stakeholders.
2007-05 - 2007-10
• As part of managing the people side of the corporate change management initiative, developed training documentation for SIMMS, implemented training regimes for all users of Microsoft Project and trained network technicians on SQL 7 server backup and recovery techniques.
• Utilising service delivery best practice (ITIL) and business process management delivered an Asset management and help desk management solution.
2006-09 - 2007-04
◦ Migrated all pre 10g Oracle applications servers and all applications running on older versions of Oracle to the new Oracle 10g application servers ◦ Migrated the eLibrary, Ebis, and CMS Systems to the new Oracle portal, involving data export from non -Unicode system using multiple servers and various import/export tools, data cleansing and data conversion techniques.
◦ Upgraded internet and intranet sites and their web content on GLA's web content management servers.
• Using agile continuous integration build process, deployment and change management best practices: - ◦ Delivered a new Blackberry enterprise Server and migrated all users to the new server.
◦ Delivered a Linux AS4 server host (Red hat Linux server 4.1 and 4.5) with a VMware guest operating system of windows 2000, ◦ Delivered a Citrix presentation server using VMware for remote connection to 3rd party supplier's database ◦ Delivered new test, development and production environments (Hp blade server technologies) in line with the GLA information security management processes (ISO 27001) and upgraded existing test, development and production environments to the new HP blade servers.
• Developed and tested the 'GLA' business continuity strategy, defined a concise change management approach and change control procedures. Reviewed the KPI reporting structure & SLA management of GLA third party suppliers.
• Conducted a technical audit of the GLA IT infrastructure, updated the GLA service management process (ISO 20000), IT Asset Portfolio (policies and processes) with a view to reduce risk and overall cost to GLA.
• Conducted a functional/technical evaluation of the migration of GLA clients from Active Directory to Oracle Collaboration suite and a technical evaluation of Microsoft Share Point (MOSS 2007) versus Oracle collaboration suite.
2005-08 - 2006-08
• Through effective release and business process management, 3rd party vendor contract negotiation, problem solving techniques and Agile implementation best practices delivered a recruitment management (HRM) system, management accounting (MIS) system for Alumacco, vehicle tracking system with speed delimiters (Logistics) for an overseas transport company and integrated a wireless Electronic point of sale system (EPoS) with Protea's hotel management system.
• Scrum Master - Using Scrum, Behaviour driven development (BDD), agile web development and pair programming techniques delivered a corporate email system over a wireless VSAT networked system incorporating push email from intellysync and a shrinkage prevention system for a small retailer incorporating the latest RFID technology.
◦ Managed the people and process change initiatives by designing and documenting organisation wide access control policies and procedures as well as developing in-house training programmes.
2001-03 - 2005-07
• Agile Scrum Master - Using Agile Unified Process (AUP), continuous integration (CI), Test-driven development (TDD) and pair programming delivered a Feed Management System and a data feed extraction system for S&P ratings and fund analysts.
• Through strong communication, data analysis, rigorous quality assurance and compliance management migrated data from the S&P Fund Universe and French data (Unit Trusts etc) to the new infrastructure using various import/export tools and oracle warehouse builder ETL tool.
• Designed and tested business continuity strategy for trans-Atlantic failover using VERITAS, EMC and RAC guard architecture. Developed a capacity planning strategy for implementation in 5 EU offices.
• Developed appropriate change control procedures at programme and work-stream levels.
Koulutus
2025-04 - 2025-04
Sertifikaatit
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