CB_CV_2016_04

CURRICULAUM VITAE – CHRISTINE ELAINE
PERSONAL DETAILS
Name: Christine Elaine Brennand
Email: cosborn64@hotmail.com
Telephone Number: 07786570388
Location: Preston, UK
Linkedin
Available: 02/05/2016
PROFILE
I have proven excellent organisational, communication and analytical skills and I am a
proactive and efficient team leader / member who enjoys producing high quality products
aligned to customer requirements.
I enjoy liaison with peers, senior management, consultants and the business community
and mentoring, guiding and supporting new joiners to the business
I enjoy deadlines and perform well under pressure. I give wholehearted commitment to
each task and display a high degree of tenacity and resilience when facing difficult
situations. I consider myself to be an effective team player with skills in team building
and gaining commitment from team members and effective management through
persuasion.
UK Public Sector SC Clearance held.
CAREER SUMMARY
April 2013 – Present. Hewlett Packard. Global Transformation Programme PMO Manager
responsible for the set-up and management of Programme Management Office
(PMO) in support of large and complex Transition and Transformation programmes
(> $250m) in both commercial and UK Public Sector environments.
Aug 2012 – April 2013. Hewlett Packard. Transition Programme Programme Manager
Oct 2011 – Aug 2012. Hewlett Packard. Transformation Programme PMO Manager
April 2009 – Oct 2011. Hewlett Packard. Transition Programme Project Manager
Feb 2008 – April 2009. Hewlett Packard. Communications, Media and Entertainment
Project Manager
April 2007 – Feb 2008. Hewlett Packard. Delivery Assurance Project Management
Process SME
July 2006 – April 2007. Hewlett Packard. Information Analyst
April 2005 – July 2006. Monster Mob. Project Management Lead / Mentor.
March 1998 – April 2005. Express Gifts. Systems Analyst
Confidential Page 1 15 April 2016

1990- 1997 – Department of Work & Pensions. Requirements Analyst
CAREER - DETAILED DESCRIPTION
July 2006 – Present Hewlet t Packard (Enterp rise
Services)
April 2013 – Present. Transition & Transfor ma t io n (TT) PMO Lead – Various
Private Sector / UK Public Sector Accoun ts.
• Responsible for the onboarding of new starters to TT Programmes working with
Finance and Resource Management to ensure alignment to baselined budgets
and demand / resource profiles.
• Responsible for ensuring governance with regard to programme and project
tools, process and standards, e.g. Schedule Management Risk Management,
Change Management, Contract Deliverable Management, Reporting, Finance.
• Responsible for providing visibility to HP Executives, Account and Project and
Programme Management (PPM) Practice management on the TT programme
health
• Responsible for supporting HP Executives, Account and PPM Practice
management with information in order to make decisions and take corrective
actions
• Responsible for escalating to Account Management in case of
programme/projects conflicts/overlaps or not aligned with ES strategies.
• Responsible for providing project/programme managers with project
management methodology, processes, procedures and tools that support
Programme PMO Services
• Provide mentoring / coaching to programme and project managers in PPM and
Transition & Transformation Methodology (TTM).
• Responsible for identifying projects in trouble and assisting with recovery and go
to green plans.
• Responsible for ensuring review processes are in place which support Account
governance. Participation in weekly reviews with the programme management
team to review internal/external reports, top issues/risks, dependencies,
deliverables and change requests.
• Responsible for preparing and agreeing the content/structure/frequency with the
Transition & Transformation Programme Managers on the reports expected to be
developed and distributed t to the account, customer and HP management
• Responsible for reviewing the customer dashboard consolidated package with
the Transition & Transformation Programme Management team

October 2012 – April 2013. Transition Lead – UK Public Sector
• Responsible for leading the Transition programme where HP was the incumbent.
• Provided support with regards to the set up of the TT PMO, to include support for
all TT projects.
• Responsible for initiating and overseeing Management of Change activities with
regards to Transition
• Responsible for initiating and overseeing Communications Management with
regards to Transition
• Contributed to Service Excellence Reporting via the Service Excellence
Dashboard
• Participated in Current Mode of Operation (CMO) Readiness Acceptance
• Refinement of Transition Plans – development of project schedules with greater
detail, scope documents and other planning deliverables
• Oversight of Individual Service Transition Project Management
• Transition Programme Management - PPM standards implemented, schedules
base lined, lessons learned at close down
• Finalization of TT Programme Planning including schedules base lined
• Managed cross tower issues during Transition implementation
August 2012 – Septembe r 2012. Technical Transition Lead – Health Trust
• Responsible for understanding the customer / contract requirements in relation
to Technical Transition
• Responsible for documenting the consolidated Integrated Transition Plan (ITP) in
preparation for Transition, ensuring that deliverables align to both the contract,
Transition organisation and subsequent Operational Readiness review (ORR).
• Responsible for supporting creation of the Transition Programme schedule
aligned to the ITP.
• Responsible for ensuring that suitable resources were in place in preparation for
Technical Transition
• Provided support to the team with regards to PMO Management.
January 2012 – July 2012 Perfor ma nce Manage me n t – Private Sector - Utilities
• Responsible for conducting trend analysis relating to key PM processes and
presenting reported findings to the Transformation leadership team.
• Responsible for providing coaching to the TT PMO with regards to applying
effective governance
• Responsible for conducting PM Health Checks across the Change Organisation
including Account Programme Management Office (APMO) and Portfolio / Projects
to identify key areas for improvement.
• Responsible for presenting findings and identifying improvement solutions
aligned to HP standard processes and procedures.
October 2011 – Decembe r 2011 Transfor ma t io n PMO Lead – Private Sector -
Utilities
• Responsible for re-structuring a very immature PMO team aligned to Global TT
PMO requirements
• Provision of coaching / mentoring to new PMO Manager and Project Support
personnel
• Provision of coaching / mentoring regarding Governance
• Documentation / Implementation standard PMO roles / responsibilities
• Revision and Communication of required standard PMO documentation,
processes and procedures
• Provision of additional ad-hoc support to the Transformation Director on a
frequent basis.

May 2011 – Sept 2011 Transition Project Manager – Private Sector - Utilities
• Responsible for ensuring timely transition of EON France & Spain in support of
the HP France & Spain Delivery Leader.
January 2011 – April 2011 Transition Project Manager – Private Sector -
Utilities
 Responsible for managing 8 Service Readiness Country Leads across 10
countries (1100 employees) and personally performing the Service Readiness
Country Lead role in the UK, supporting 200 transitioning employees.
 SR Count ry Leader Role:
o Ambassadors/Champions of the Transition programme
o Listen/support local country issues/concerns - weekly meeting with local
country defined representatives
o Support the HP ‘Day 1’ Project Manager and all the central HP towers HR,
Asset Transfer, Third Party Contracts, Account Business Management,
APMO as required
o Identify local country gaps/issues/concerns and feed these into the HP
Central towers for management
o Support Knowledge Transfer processes in local country
o Assist in Day 1 Readiness Activities
o Support Day 1 Kick Off Events
o Act as focal points for issues for Day 1 locally, and help/support resolution
of issues encountered working with the central 'War Room/Command
Centre‘
o Local country Subject Matter Expert (SME) on HP policies and processes
linked to employee on boarding and HP integration.
October 2009 – Decembe r 2010 Transition Project Manager – Private Sector -
Telecoms
Responsible for defining the Non Standard Service Request Management
process for Applications Delivery and working with the customer and internal
stakeholders to develop, implement and institutionalise the agreed solution.
April 2009 – Septe mbe r 2009 Project Manager – Private Sector - Telecoms
 Responsible for managing resources attached to Service Request
Management (SRM) and ensuring that Requests received from the customer
are acknowledged and processed in a timely manner aligned to agreed
Service levels.
 Ensuring quotations are completed and issued to the client in line with
agreed Service Levels.
 Maintaining effective communications with the client, managing expectations
and resolving problems / issues relating to Service Requests (SR’s) or
subsequent quotations / deliveries.
 Maintaining effective internal communications to ensure effective delivery to
the client
 Proactively escalating problems / issues to senior management when
required.
 Responsible for managing Project Support services
 Identifying requirements and associated available budget in relation to the
provision of project support.
 Ensuring project support requirements are fulfilled and that the appropriate
level of skills / knowledge is available
 Identifying skills gaps and training needs with regards to Project Support
resources.
 Ensuring effective lines of communication are maintained across the E-
Commerce On-Line Programme in relation to Project Support Management.
 Managing issues / problems in relation to management of Project Support

services
 Responsible for policing Quality, in relation to Project Management processes,
across the E-Commerce On-line Programme.
 Working with Delivery Assurance to identify gaps regarding Quality Assurance
and subsequently working with the Programme Manager and Project
Management Community to implement mandated standards, processes,
procedures and use of Gold tools.
February 2008 – April 2009 Project Manager – Private Sector - Telecoms
 Responsible for managing an Applications Development project, from
inception to completion which will deliver an integrated and automated
incident and problem management system for the purpose of supporting
applications maintained by EDS for one of the largest global mobile network
providers.
 Leading a project team of 8 based in Germany, coordinating solution
implementation across four countries (UK, Germany, Hungary, and
Netherlands) and reporting to a management team near Reading, UK.
 Ensuring effective communications, management of assumptions, issues, and
risks, timely completion of tasks against the project schedule, escalation of
issues where necessary, management of costs against financial outlooks,
effective progress reporting and identification and communication of process
improvements.
April 2007 – February 2008 Delivery Assurance Project Manage me n t
Process SME – UK Public Sector
 Responsible for providing support to a group of Project Managers and
ensuring that EDS recognised Project Management processes and procedures
were adhered to during the end to end Project Management life cycle.
 Responsible for providing advice and support regarding implementation of
new procedures.
 Responsible for conducting process audits, analysing project deliverables /
data and documenting / communicating findings in a timely manner.
 Responsible for identifying and communicating process improvements.
July 2006 – April 2007 Analyst / Project Leader – UK Public Sector
 Responsible for analysing EDS Applications Development Project
Management process for a specific Account.
 Performing gap analysis to identify where changes and improvements where
necessary in order to achieve CMMi accreditation.
 Responsible for leading a small team of people whose objective it was to
provide support at an organisational level in terms of identifying and
implementing process changes and improvements.
April 2005 – July 2006 Monste rMo b (mobile phone media)
Business Projects Manager/Coordina t o r
 Responsible for introducing and managing controlled Project Management
processes and procedures, which previously did not exist, and tailoring them
to company requirements.
 Implemented roles and responsibilities in line with Prince Methodology to
control business and system development for on-line (Web/ Wap) mobile
media business.
 Management / escalation of management issues / problems.
 Responsible for the day to day management of the QA / Test function.
 Responsible for educating Customer Services staff re new / amended
products and services.
 Responsible for ensuring effective communications re new / amended
products and services.
 Provision of guidance to all staff re Project Management and planning.

March 1998- January 2005 Express Gifts
July 2004 – Jan 2005 Lead Project Analyst - Supply Chain Managemen t
 Responsible for establishing current business processes for end-to-end stock
management.
 Responsible for documenting current business processes and relating
strengths, weaknesses, opportunities and threats (S.W.O.T) and presenting
findings, using Power Point, to the Working Party, chaired by the company
Financial Director.
 Responsible for analysing business requirements
 Responsible for investigating 3rd
Party suppliers of Chain Management
Systems.
Feb 2004 – June 2004 System Test / User Acceptance Test Co-ordinator –
Introduction of Interest Charges by Parcel
 Responsible for documentation and approval of System Test Strategy and
subsequent System Test Plan
 Responsible for identification / documentation / x referencing of test conditions,
test scripts, test data set up, and expected results.
 Responsible for execution of system test running and identification / escalation
of issues / problems.
 Determination of solutions in relation to any problems.
 Responsible for implementation and relating escalation / contingency
procedures.
March 2003 – Jan 2004 Assistant Tactical Team Manager
 Responsible for managing system related problems and new requirements in
terms of escalation / prioritisation / estimating required resources and tracking
progress.
Oct 2001 – February 2003 Project Team Leader – Automa tion of Credit Error
Managemen t System
 Responsibility for successful planning, co-ordination and implementation of
all Project phases from Inception through to Post Implementation, reporting to
the Project Manager.
 Responsible for project planning and estimation of required resources and
tracking estimated deadlines / costs against actual deadlines / costs.
 Responsible for managing issues / risks
 Responsible for managing business expectations in relation to project scope
 Responsible for successful project closure
Feb 2001 – Sept 2001 Coaching Exercise
 Provided coaching in relation to all phases of Project Life Cycle including
standards, policies and procedures relevant to the Systems Development
Department, to a new member of the department, employed in the role of
senior systems programmer analyst.
June 2000 – Jan 2001 Joint Lead System Analyst – Integration of a new
Financials / Purchase Order Managemen t System with
the Existing IBM Mainfra me
 Joint responsibility for successful planning and implementation of all Project
phases following Inception.
 Co-ordination of Working Party and chairing meetings.
 Responsible for managing all Working Party actions
 Responsible for co-ordinating and chairing regular progress meetings and
recording actions / issues.
 Liaison with the business, senior management, peers and a very challenging
3rd
party system supplier
 Responsible for managing project issues / risks.

Nov 1999- May 2000 System / Test Analyst (IBM Mainfra me) -
Introduction of Payment Protection Premiu ms
 Responsible for the design of new on-line CICS applications in line with new
business requirements.
 Responsible for the production of Functional Design documentation and QA of
subsequent Required Physical Design documentation.
 Responsible for system test planning.
 Responsible for providing input to implementation plan.
 Liaison with the business community, senior management and peers.
Nov 1998- Nov 1999 System Analyst (IBM Mainfra me) - Market
Services Team
 Analysed business requirements provided by the company Marketing
Department and established their impact on the business community and the
end customers.
 Documented agreed business requirements to the required standards and
deadlines in order to meet business objectives.
 Reviewed / signed- off final products relating to business/technical
specifications.
 Resolved queries providing accurate effective oral/written responses to the
business community and management.
March 1998- October 1998 System / Test Analyst (IBM Mainfra me) - Y2K
 Responsible for determining/analysing current system functionality (CICS on-
line, processing batch processes and interfaces).
 Responsible for determining/analysing new/additional system requirements.
 Documented Project scope, strategy, business processes.
 Produced and maintained the Project plan using PMW.
 Reviewed and signed- off technical documentation (data process models,
technical design).
 Determined/documented system test plan.
 Identified test data.
 Documented test scripts
 Executed system test.
 Identified / analysed test errors and raised appropriate incident reports
 Documented implementation/contingency plans.
 Implemented final tested product.
 Worked as part of a team to effectively deliver the required product according
to the Project plan.
October 1996- March 1998 Benefits Agency
Job Seekers Allowance Payment System (JSAPS) - Various Roles:
 Application Incident Problem Analyst
 Data Analyst
 System Conversion Team Leader
 Help Desk Manager (national)
May 1983- Sept 1996 Employmen t Service
National Unemploymen t Benefit System 2 (NUBS2) – Various Roles:
 System Test Team Leader
 JSA Design/Development Team Member
 Problem Manager
 NUBS2 Business Support Team Leader
 Systems Analyst/System Tester

SKILL SET
Tools: Microsoft Office
Microsoft Project / Microsoft Project Server
VISIO
Programme and Project Management Centre (PPMC)
SAP
Online Interfaces : CICS, Web, Mobile
Methodologies: SSADM
PRINCE 2
CMMi
EDUCATION
Sept 1975- June 1980 St Thomas More RC High School, Wigan
8 GCE 'O' Levels
June 1989 Wigan College of Technology, Wigan
Computer Literacy & Information Technology,
Stage I - RSA
June 1990 Wigan College of Technology, Wigan
Information Technology, Stage II - RSA
May 1999 Parity
Structured Systems Analysis & Design
OUTSIDE INTERESTS
Most of my spare time involves dog walking, cycling and socialising.

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