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(Oppdatert %updatedDate %)Scrum Master
uk
Innfødt English, Nybegynner Italian
- • Cloud Computing (AWS, Azure, Salesforce)
- • Scrum master (scrum-ban, ATDD, BDD)
- • JIRA, MIRO, AHA! Administrator
Ferdigheter (111)
COACHING
TELCO
Matrix Management
Jira
PMI
SATELLITES
WEB UI
WBS
CI/CD
agile methodology
ADVANCED
WORKFLOW
BI
PAYMENTS
PROGRAM MANAGEMENT
PROJECT PLANS
Agile
REQUIREMENTS GATHERING
PRINCE2
BUSINESS REQUIREMENTS
Business Intelligence
ServiceNow
REQUIREMENTS MANAGEMENT
PROJECT LIFECYCLE
CRM
PRODUCT ROADMAP
Product Management
Project Management
SOFTWARE DEVELOPMENT
RAPID PROTOTYPING
Scrum
GAP ANALYSIS
CUSTOMER RELATIONSHIP MANAGEMENT
CONTINUOUS IMPROVEMENT
BILLING
Change Management
PMO
OFFSHORE
Atlassian
PRODUCT LAUNCH
ERP
CADENCE
VISUAL SOURCESAFE
EVENT
SYSTEM-LEVEL
Portfolio Management
BUSINESS PROCESS RE-ENGINEERING
TRANSLATE
RETAIL SALES
PROPOSALS
ISSUE MANAGEMENT
LOGGING
PERFORMANCE TESTING
DATA SERVICES
PRODUCTION ENVIRONMENT
WINDOWS SERVER 2008
FUNCTIONAL TESTING
COOLING
BUTCHER
SYSTEM LEVEL
WELDING
API
BUDGET
SUPPLIER MANAGEMENT
Relationship Building
RETAIL
SCANNING
INVOICING
Xamarin
ADJUSTMENTS
FORECASTING
CUSTOMER SERVICE
WIREFRAME
EMISSIONS
SERVICE CENTER
TELEPHONY
SALES TEAM
STEERING
FINANCIAL PROJECT MANAGEMENT
QUOTATIONS
Data Analysis
LOGISTICS
INTERVIEWING
Recruitment
MARKETING ANALYSIS
ESTIMATION
SPI
TOOLING
CUSTOMER RELATIONS
RECONCILIATION
PIPELINE
SECRETARY
CAPACITY PLANNING
BUSINESS PROCESS MANAGEMENT
Sales Contract
EMISSION
WIREFRAMES
TEST PLANS
CFD
MENTORING
CASE MANAGEMENT
TRADING
PRICING
GOVERNANCE
ACCOUNT MANAGEMENT
WordPress
SCRAPING
OPERATIONS
WINDOWS SERVER 2008 R2
BUSINESS DEVELOPMENT
Solace / Advanced Event Mesh
Oppsummering
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.
Arbeidserfaring
Supply Chain Planning & Visibility DevOps, Agility Master / Agile Coach
BASF SE
2022-06 - 2022-06
Remit: Replace legacy logistics planning platform with Open Manufacturing Platform (OMP) supply chain planning solutions vendor Current Day to Day tasks includes 1. Supporting APAC, LATAM & EU product-owners with the implementation and preparation of Agile ceremonies 2. Ensuring backlog refinement sessions adhere to BASF DoR and DoD 3. Supporting squad leaders within Agile related questions 4. Conducting agile coaching /open door sessions 5. Ensure squads achieve a consistent sprint velocity whilst resolving bottlenecks and not compromising on quality 6. Finding ways in which to keep the squads motivated and focused on continuous delivery to the "Acceptance system" Strategic goals 1. Planning the 2023 "Production system" rollout phases 2. Align governance structure with roles and responsibilities with Rollout team leads Tactical goals 1. Propose adoption of SAFE4 agile release train process 2. Train and coach roll out team leads as release train engineers Other Activities 1. Manage BASF program tools - JIRA, Azuredev Ops, MIRO etc
Consultant Salesforce CRM Project Manager, Agility Master
Zalando SE
2022-02 - 2022-02
Remit: scale up Service Cloud case management processes, zPU Partner Portal (end-to-end support ecosystem that brings together partner and Zalando support teams) Challenges resolved: 2. Inconsistent ways of working across support teams resulting in "silos" processes 3. No SLA and PSAT (Partner satisfaction) tracking for internal support teams, only vendors were available 4. Lack of collaboration between support teams resulting in mis alignment of some information 5. Partner experience with cases in ZPU was limited and incomplete.
6. No centralised and unified support infrastructure in place for internal team's case resolution resulting in an increase in the cost per case increased due to inefficiencies.
Solution highlights: 1. 5 New support related processes were created 2. 2 new teams were enabled in support ecosystem 3. 2 existing processes were transformed along with case management 4. 15 partner facing improvements were done along with agent performance enhancements 5. GetFeedback tool integrated with SalesForce Teams engaged: 1. Salesforce team together with teams in Partner Program (PaCa, Product Operations, Success Management, MCP TF, Product Safety, Zalando Payment Solutions) and Connected Network (ZFS PaCa, ZFS Operations, ZFS KAM, Zalando Return Solutions) and ZPU team worked as one Zalando team in order optimize processes and improve partner support experience.
Consultancy Activities: 1. Provide project management support for CRM salesforce teams 2. Perform planning and tracking of CRM salesforce initiatives and projects 3. Lead regular alignment meetings with steerco and business champions/leads 4. Prepare and communicate project status report and present project updates to management team and decision-making sponsors 5. Communicate effectively with partner teams and stakeholders, providing regular project updates and mitigate risks 6. Provide agile coaching to project teams and BA community 7. Create and maintain project artifacts 8. Run all agile ceremonies 9. Manage JIRA as the project management tool.
6. No centralised and unified support infrastructure in place for internal team's case resolution resulting in an increase in the cost per case increased due to inefficiencies.
Solution highlights: 1. 5 New support related processes were created 2. 2 new teams were enabled in support ecosystem 3. 2 existing processes were transformed along with case management 4. 15 partner facing improvements were done along with agent performance enhancements 5. GetFeedback tool integrated with SalesForce Teams engaged: 1. Salesforce team together with teams in Partner Program (PaCa, Product Operations, Success Management, MCP TF, Product Safety, Zalando Payment Solutions) and Connected Network (ZFS PaCa, ZFS Operations, ZFS KAM, Zalando Return Solutions) and ZPU team worked as one Zalando team in order optimize processes and improve partner support experience.
Consultancy Activities: 1. Provide project management support for CRM salesforce teams 2. Perform planning and tracking of CRM salesforce initiatives and projects 3. Lead regular alignment meetings with steerco and business champions/leads 4. Prepare and communicate project status report and present project updates to management team and decision-making sponsors 5. Communicate effectively with partner teams and stakeholders, providing regular project updates and mitigate risks 6. Provide agile coaching to project teams and BA community 7. Create and maintain project artifacts 8. Run all agile ceremonies 9. Manage JIRA as the project management tool.
Program Agile Coach, Scrum Master
GEO & LEO Satellite connectivity
2021-09 - 2021-09
Remit: Delivering capabilities that enable lifecycle management of our digital partners (Salesforce, AWS, MuleSoft, low Earth orbit (LEO) satellites. etc) At Team level, on a regular basis, I * Field questions from the various delivery teams on WoW and interpretation, and guidance on workflow and desired use of tooling * Define WoW (Scrum and Kanban) * Feature/Epic * (User) Story * Task & Sub-Task * Tooling (JIRA, AHA!, Miro, ServiceNow) * Setting up JIRA & AHA! To work with either Scrum or Kanban * Workflow & Statuses * Define the exit and entry criteria for each status * Jira Custom Fields * Planning - sprint cadence, Kanban deliverables within a PI * Tracking - scrum ceremonies, Kanban ceremonies * Answer questions/provide guidance on the delivery reporting needs, how to capture and how to use to gain insight into improvement opportunities * Join, by invite, into various intra-team discussions to offer best practice advice on creating and refining backlogs, Stories, acceptance criteria shaping * Drop into SoS to observe and provide any feedback needed * Coach, train and then coach teams and team members on workflow and efficiency, e.g. the IH sessions to establish the Kanban system, and a Kanban training session that I'm currently working on * Accessing each Teams agile maturity level At Programme level, on a regular basis, I * Design the interactions across DPs (i.e. WoW) * (Help) Design and run PI Planning (cross programme scope) * Design, coach and provide guidance on the programme reporting needs, intent, and, if necessary, tooling usage (mostly PO/PM and SPO coaching) * Review the weekly and fortnightly report packs first with LT to provide insights on learnings that the reports are surfacing and use that as an opportunity to further coach the PO/SPO/PM/Leadership team * Reporting Overall Progress vs Plan - Aligning reporting structure for all the hubs to focus on business outcomes not on tasks/activities * AHA! roadmap to show progress on the Features * JIRA - CFD to show progress on stories not on tasks/subtasks * RAG status on Scope, Cost, Time * Risk & Remedial action * Hub Delivery Health * Escaped defects (Quality) - Are we delivering working software? * Predictability (Committed Vs Actual) - Do we plan our sprints well enough? * Customer satisfaction (polling) - is delivery making our customers happy? * Team satisfaction (Polling at the retrospectives) - What is the cost to our team? * For hubs running Kanban no predictability but Lead Time Trends by Work Type (Control chart/Kanban metrics * Interact with the Architect community to help ensure that the tooling and process works with the WoW (e.g. automated test, CI/CD) * Review and assess the above to identify and suggest improvements (e.g. Outcome orientation and tracking, Impact Mapping, etc.) * Help on-board new joiners (typically PO/SPO/SM) Other tasks 1. Overseeing the end-to-end delivery of multiple integrations (based on MuleSoft) to support initiatives from the other hubs 2. Engaging with multiple 3rd party stakeholders (Nokia, Axiros, Celfocus, B-Yond, CSGI, WIPRO etc) 3. Managing a team of offshore and onshore DevOPs team 4. Administration of the following tools - JIRA, MIRO, AHA!
Salesforce CRM Program/Product Manager, Scrum Master
Novozymes A/S Denmark
2021-04 - 2021-09
Remit: Deliver the end-to-end business processes for receiving and processing customer orders using Salesforce Order to Cash (O2C).
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
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
Senior Consultant
First City Corporate Services
2020-07 - 2021-03
working for UK government Covid -19 response team Agile Coach/Product Manager UKHSA Remit: Delivered a wide range of products used by the cabinet office and ministers to make nation-wide decisions on covid-19 1. Lead a multi-disciplinary Product delivery team of Data scientists, visualisation analysts and data engineers to build data products based on scientific evidence / data sources and insights from across UKHSA giving the UK government secretary of state and cabinet office accurate information required to make decisions in response to Covid-19 2. Product management activities include: a. Clearly articulating the product vision/roadmap and mission.
b. Creating structured epics and user stories to communicate desired functionality and work with product team and BA's c. Lead backlog refinement sessions, design review and prototype demo sessions d. Supporting the BA community to elicit high-level requirements and capture business/customer needs e. Provide the crucial link between internal & external customers, Product delivery team and different government bodies to ensure product enhancement requests are understood and delivered according to schedule f. Assist with prioritization of competing business demands. Participate in release and strategic planning g. Assess the benefits and risks of various solutions. Obtain key inputs from data engineering to identify solution inter-dependencies h. Coordinate product delivery by participating in design reviews and walk-throughs to communicate and validate proposed solutions i. Provide end of sprint, release, and benefits realisation reporting j. Provided thought leadership in customization/development of product features and the product delivery process k. Participated in the 3x weekly inter-department Covid-19 situation awareness meetings 3. Coaching activities a. Defined the Product delivery teams WoW b. Defined and facilitated the release management process c. Field questions from team members and other UKHSA departments on WoW, provide guidance on workflow and statuses of JIRA d. Workflow & Statuses - Defined the exit and entry criteria for each status e. Planning - 2 weeks sprint cadence, weekly backlog grooming, biweekly sporing planning f. Tracking - running the scrum ceremonies g. Help on-board new joiners h. Adopted rapid prototyping agile delivery methodology to cope with the ever-changing steer from the ministers, cabinet office & secretary of state.
4. Solution Highlights: a. Cleaned and processed data files and automated data pipelines b. Analysed and processed data c. Dashboards and user friendly Jupyter notebooks d. Built a compendium of tools and products used by various UKHSA Assessment teams which included the full spectrum of requirements from data pipelines, calculations, visualisations, and dashboards as an end-to-end capability e. Provide one channel for Assessment Teams to request a new data source, data products and any data cuts / aggregations f. Create a common library of trusted data sets that the whole of JBC can access 5. Agile Training a. 1:1 personal training from an Enterprise Agile Coach i. Understanding when and how to properly setup Kanban, scrum, or a mixture of both frameworks to deliver a set of program strategic objectives ii. Assisting in setting the goals and running Program Increment (PI) Planning sessions b. 1:1 personal training from an enterprise software Product Director i. Understanding the differences in output from a business analyst and product owner ii. Assisting in the requirements gathering process - As is, To Be, gap fit analysis, business process re-engineering iii. Assisting in defining "outcomes based" product progress reporting using the following Tool (AHA!, JIRA, MIRO)
b. Creating structured epics and user stories to communicate desired functionality and work with product team and BA's c. Lead backlog refinement sessions, design review and prototype demo sessions d. Supporting the BA community to elicit high-level requirements and capture business/customer needs e. Provide the crucial link between internal & external customers, Product delivery team and different government bodies to ensure product enhancement requests are understood and delivered according to schedule f. Assist with prioritization of competing business demands. Participate in release and strategic planning g. Assess the benefits and risks of various solutions. Obtain key inputs from data engineering to identify solution inter-dependencies h. Coordinate product delivery by participating in design reviews and walk-throughs to communicate and validate proposed solutions i. Provide end of sprint, release, and benefits realisation reporting j. Provided thought leadership in customization/development of product features and the product delivery process k. Participated in the 3x weekly inter-department Covid-19 situation awareness meetings 3. Coaching activities a. Defined the Product delivery teams WoW b. Defined and facilitated the release management process c. Field questions from team members and other UKHSA departments on WoW, provide guidance on workflow and statuses of JIRA d. Workflow & Statuses - Defined the exit and entry criteria for each status e. Planning - 2 weeks sprint cadence, weekly backlog grooming, biweekly sporing planning f. Tracking - running the scrum ceremonies g. Help on-board new joiners h. Adopted rapid prototyping agile delivery methodology to cope with the ever-changing steer from the ministers, cabinet office & secretary of state.
4. Solution Highlights: a. Cleaned and processed data files and automated data pipelines b. Analysed and processed data c. Dashboards and user friendly Jupyter notebooks d. Built a compendium of tools and products used by various UKHSA Assessment teams which included the full spectrum of requirements from data pipelines, calculations, visualisations, and dashboards as an end-to-end capability e. Provide one channel for Assessment Teams to request a new data source, data products and any data cuts / aggregations f. Create a common library of trusted data sets that the whole of JBC can access 5. Agile Training a. 1:1 personal training from an Enterprise Agile Coach i. Understanding when and how to properly setup Kanban, scrum, or a mixture of both frameworks to deliver a set of program strategic objectives ii. Assisting in setting the goals and running Program Increment (PI) Planning sessions b. 1:1 personal training from an enterprise software Product Director i. Understanding the differences in output from a business analyst and product owner ii. Assisting in the requirements gathering process - As is, To Be, gap fit analysis, business process re-engineering iii. Assisting in defining "outcomes based" product progress reporting using the following Tool (AHA!, JIRA, MIRO)
Agile Coach
TfL
2019-09 - 2020-06
Capita -Transport for London (Road User Charging) Account Supplier Program Manager TfL Remit: Delivered a range of small to large & BAU projects within the Capita -TfL Transformation portfolio involving SaaS, PaaS and IaaS within the £25M budget for millions of users using the congestion charging zone
Uplift the following Partner
LEZ
2020-01 - 2020-01
3rd party supplier systems & data enrichment a. Amdocs - (Enabling Auto-pay sign up for LEZ), whilst extending: Product catalogue services, Auto-pay settlement for LEZ, identified charge settlement, Look up and data services, Customer journey services for LEZ Auto-pay, Voicing, statements, customer letter, Operator screens (Telephony Channel), MIS data b. Taranto - Extending: EOPs PCN generation services, Custom Journey services for Pay PCN & PCN Challenge, Look up and data services, Operator screens, MIS data c. Kapsch - Extending: Events processing services, Charge identification services, Look up and data services, Operator screens, MIS data d. BizTalk - Extending: LEZ data lists and web services, Customer Journey web service APIs e. Operations - Extending operation teams to support double the current LEZ scheme volumes f. TfL Online - added new "Contravention Type" to the EOP's WSDL and new "FinancialTransaction complex type" the BOP's WSDL, added new complex data types to support the LEZ2020 changes, updated the payment engine to incorporate the revised charge descriptions. Updated the API mappings & workload model., updated the Interactive Map & Postcode Checker, Compliance Registration, Amends/Refunds, Autopay, Fleet Autopay & Selected Partners, Vehicle Tile, Pay Flow 7. Direct Vision Standards Enforcement (DVS-E) Web Frontend Updates Only; Uplift the following Partner/ 3rd party supplier systems a. Taranto - Extending: Creation of new DVS penalty type under existing TRO, MIS data b. Kapsch - Implement: Creation of new DVS scheme, Events processing services, Look up and data services, MIS data enrichment, Integration of feed direct into Taranto c. BizTalk - Implement: DVS data lists into data hub d. Datahub - Extending: New DVS compliance lists, New interface for compliance check e. Eptica - Extending: New DVS Knowledge Base tile, adding new category 'Penalty Charges and Enforcement' to the DVS Enquiry form to fulfil an operational requirement to ensure that DVS queries regarding Penalty Charges and Enforcement are routed to the correct Eptica work queue and categorised accordingly.
8. 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.
9. 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 10. 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 11. 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
8. 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.
9. 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 10. 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 11. 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
Agile Scrum Master/Change coach/Business Program Lead
Roche Pharma Switzerland
2019-02 - 2019-08
Roche Pharma Switzerland Remit: Delivery of a new Global Omnichannel Commercial and Medical CRM based on Salesforce backend involving SaaS, PaaS, IaaS, ERP, SAP MDM, BI, CRM, DWH (Veeva), 50k+ users, within CHF20m+ transformation budget * Business Deliverables for the delivery of a Global Commercial and Medical CRM across 12 countries * Driving the requirements gathering process * Running requirements gathering workshops in America (San Francisco), LATAM (Sao Paulo), APAC (Singapore) and Europe (UK) to elicit the "needs" of affiliates through "blue sky thinking" in these regions * Workshop output included * Definition of standardized Commercial & Medical processes (workflows & business rules) * Categorized the processes into current and future * Definition of Global Commercial & CRM Personas * Identification of "bespoke" systems that would potentially integrate with the Global CRM * Defined the end to end content delivery and consumption processes * Categorized the processes into current and future * Identification of wave 1 pilot countries (Taiwan & Australia) * Identification of training needs * Decomposed the business processes into capability maps which then drove the JIRA concepts of initiatives (customer facing, Marketing, data mgmt., service mgmt.), capabilities, Epics and user stories, * Technical Deliverables * Worked with 3rd part vendors (Veeva (Promomats, DAM), IQVIA, Gigya, SAP MDM) to produce High Level designs * For Integrating the "bespoke" systems using Mulesoft as the api management platform * For the Data model in order to drive the data/content enrichment workstream * Delivered Salesforce IAM as part of the CRM rollout to cater for GDPR rules * Defined meta data for the end to end content delivery and consumption processes * Program Management Deliverables * Defined and executed the "Roche Ways of working" (quasi-agile) to include * Approach to User story & acceptance criteria documentation process * Testing approach * Ran the agile ceremonies and scrum of scrums * For example, for sprint planning - prioritised the capability maps and their corresponding Epic and User stories for delivery in each sprint cadence * Governance * Setup was based on the Spotify agile framework with DevSecOps made of 4 tribes (Commercial, Medical, Content and Analytics) having 2 squads (configuration and development) each with clearly defined roles and responsibilities * Each squad had a mixture of 8-10 resources (PO/BA's, Developers, architects (solution, technical & data), test & release engineers, 3rd party vendors, Master Data Team, IQVIA salesforce functional & technical consultants, Infrastructure/platform specialists and scrum masters) spread over 4 different time zones * PI cadence was 6 weeks, beginning with a 2/3 days PI planning workshop followed by * Loading and prioritisation of the ART (using the MoSCOW technique, backlog grooming etc) * Fostering collaboration between teams and system-level stakeholders supporting delivery of the ART.
* 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
* 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
Agile Scrum Master/Change coach/ Program Manager
Danfoss A/S Denmark
2018-05 - 2019-01
Danfoss A/S Denmark Remit: Transformation of existing Salesforce Omnichannel Sales & Service Cloud Classic User Interface to the new Lightning User interface involving SaaS, PaaS, IaaS, SAP (ERP, BI and MDM), CRM, DKK10m+ budget * Technical Deliverables for the Transformation of Classic interface to Lightning interface for 40k plus users across 46 countries * Classic/Lightning Gap analysis across the following areas * Account Management - (Account/Contact Mgmt, Account Planning, Sales Contract Management) * Sales Process - (Sales Contract Mgmt, Opportunity Mgmt, MY Pipeline, Lead Mgmt, Quote) * CSC Service Console - (CSC Console incl. Technical Hotline & Conversion of Knowledge articles to Lightning Knowledge, Customer Complaint Handling, Field Service) * Activity Management - (Activity Mgmt. (incl. Qualtrics), Salesforce Lightning for Outlook and Set Up Lightning Sync configuration) * Connected Apps - (Remedy force, Cloud coach and Chatter) * CTI integration (New Voice Media), * Others - (Case Mgmt, Reports & Dashboards, General features (Homepage, Sidebar Components, Global Search, Chatter, O-o-O.), C&E Apps (Climate & Energy, Customer service center, MY Pipeline), Migration of Notes & attachments to Salesforce files, Sales Community) * Implementation details * Enriching data/content across sales and service * Provision of new sandboxes * Re-write custom Java Script & Custom URL buttons, update style sheets and configurations to Lightning, * Update Visual force page layouts * Migration of Attachments and Notes to Files * Change logic for creation of opportunity, Account and Contact Persons (shared across segments) * Uplift Configit and Quote integrations.
* 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
* 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
Agile Scrum Master
Solar A/S Denmark
2016-04 - 2018-04
Change coach to the Digital Transformation Program Delivery /JIRA Administrator Solar A/S Denmark Remit: Migration of MS Dynamics CRM to Salesforce Omnichannel Customer Experience Program (CXP) involving SaaS, PaaS, IaaS, IAM, SAP (ERP, IDOC, PI, O2C, MDM and Hybris), BI (Tableau), CRM, 25k+ users, DKK100m budget * Setup the CXP Agile DevSecOps delivery framework and ways of working constituting 8 agile delivery/Devops/scrum teams spread across 5 countries using full SDLC processes.
* 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
* 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
Agile Scrum Master
Assurant Solutions
2015-04 - 2016-04
Change coach to the Digital Transformation Program Delivery Assurant Remit: Insurance Digital Transformation Program involving SaaS, PaaS, IaaS, IOS, Android, SAP (Hybris), CRM, 100k+ users, £2.5m budget * Formed and managed 5 (onshore and offshore) agile delivery/DevSecOps teams all working to a 6-week delivery cadence * Coached and mentored the dev teams (App, Digital, Database), senior project managers, business and systems analysts, solution & infrastructure architects, test (SIT, UAT, OAT) and release managers, BAU support teams etc. to re-enforce the behaviour's that foster agile way of working.
* 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
* 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
Agile Scrum Master/Change coach to the Digital Program Delivery
Vodafone Group
2015-01 - 2015-04
Vodafone Remit: Oracle WCMS migration (BSS) and Consolidation of 5 product line WCM environments involving SaaS, PaaS, IaaS, Oracle WCMS, CRM, 1000's of B2B & B2C users * Consolidated 5 product area sites (Global Enterprise, Machine to Machine, Cloud and Hosting, Carrier Services etc) to the new VGEO site look and feel * Provide a seamless customer experience by additional new functionality * Content author around 1000 pages on the new Oracle WCMS Key Duties & Achievements: * Managed the creation of the Wave 2.1.2 Vodafone Group Enterprise site * Migrated all content from old WCS to Oracle * Scrum Master/Dev manager - Managed offshore scrum/Devops teams based in India and the US, delivering to a 4-week cadence * producing and migrating the content * Managed the user story estimation process (BPE with planning poker), backlog grooming and sprint planning sessions to ensure stories were appropriately sized and prioritised using MoSCoW and sprints planned with available resource capacity * Defined the Wave 2.1.2 Web content management and CRM strategy * Agile coach - Define the process, people and cultural change management procedures * Defined and managed the route to live release management process to include operational readiness etc.
* 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
* 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
Digital Program Delivery Manager and Agile Scrum Master
GradWeb Ltd
2014-07 - 2014-12
Change involving SaaS, PaaS, IaaS, Umbraco (WCMS), CRM Gradweb Remit: TalentSee Video Assessment Azure SaaS Platform - BSS * Built a SaaS based asynchronous video interviewing product on the Azure cloud infrastructure to work as a standalone service or a replacement for the Telephone interviewing process within volume recruitment ATS like GW3, Sonru etc * Built a VI smart phone hybrid App (HTML5 in a native wrapper) targeted at Android devices.
* 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
* 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
Digital Retail Program Delivery Manager (Tesco Mobility API)/ Agile Scrum Master\Coach
Tesco PLC
2014-01 - 2014-06
Tesco Remit: Integration of 2 Mobile Product Suggestions & Product Locations channel API services with the MyStore app (Tesco Mobility API) involving SaaS, PaaS, IaaS, 1m+ users * Based on the new SOA framework * Built and integrated 2 new Mobile (Product Suggestions & Product Locations Channel API's) services with the MyStore app * Mobile (Grocery API Migration) - Upgraded about 12 current Mobile API services and their 46 call back operations to remove dependency on Grocery website SCrAPI's.
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
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
Digital Automobile Program Delivery Manager/Agile Scrum Master/Coach
Jaguar Land Rover Limited
2013-02 - 2013-12
Key Duties & Achievements: * Launched JLR virtual experience digital vehicle showroom into 6 pilot dealerships around the globe (US, China, Germany, Russia and 2 multi brand dealerships in the UK). Total program value £3.2 million. (based on Java and .Net technologies) * Matrix management of technical partners IBM, EUTECHNYX and RTT, support partners TCS and Imagination, dealer training partners CDA, quality assurance team etc.
* 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
* 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
Digital Project Manager /Agile Scrum Master
Pfizer Paris HQ
2012-11 - 2013-02
Key Duties & Achievements: * Direct responsibility for managing the website rebranding of Pfizer Animal health to Zoetis in multiple languages and consolidation of 18 different B2B Pfizer Inc web sites to 3 in multiple languages * Scrum master/Dev manager - Managing off-shore development team in India producing the websites using quasi agile delivery methodology * Managing global test team in 27 countries to validate accuracy of content * Delivery management of core web portal functionality * Client relationship management with clients both on a project management and business development basis * Work shopped the requirement gathering session with client stakeholders to identify gaps between the as is and to be requirements * Production of detailed requirement specifications (WBS/work packages) for development team * Defined the test strategy taking into consideration testers are from different countries and backgrounds * Management of the solution development, testing and delivery back to the client.
Digital Program Delivery Manager/Agile Scrum Master/coach
Pitney Bowes Management Services Limited
2012-04 - 2012-10
Key Duties & Achievements: * Direct responsibility for managing the definition and implementation of key business solutions, focusing on enhancing customer relationships through effective monitoring, reporting and solution delivery.
* 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
* 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
Mobile Program Delivery Manager/Agile Scrum Master/coach
Gala Coral Group UK
2012-01 - 2012-03
Key Duties & Achievements: * Successfully managed the scope re-clarification and requirements definition phase to bring the project back on track and give directors time-lined visibility of deliverables for launch and product roadmap of Coral Interactive, Gala Bingo and Gala Casino Product verticals.
* 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.
* 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.
Business Change Program Manager (Retail Portfolio)
Volkswagen Group UK
2011-08 - 2011-12
Key Duties & Achievements: * Direct responsibility for the successful implementation of VWG iPad strategic Digital Media Concept delivering a central mechanism for media distribution along with the end point technology to receive this media in the Wi-Fi / 3G Mobile space, success measured by the number of other brands taking up this end point technology.
* 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
* 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
Akademisk bakgrunn
B.Sc.
2024-12 - 2024-12
Sertifiseringer
MCP
CSC
CIC