1. Curriculum Vitae
Lynne Keoghan – 27A TanneryLane, Penketh, Warrington, WA5 2UD
Mob – 07719082064, Home – 01925 790244, lynne_keoghan@hotmail.com
Personal details
Last role Project Leader
Location Sopra Steria Manchester
Professional qualifications Association for Project Management Professional (APMP)
Specialisations
Special skills Project Management
Infrastructure Project Management
Miscellaneous skills Network Support / Management
Flexible, adaptable and open minded in response to change
Profile
Lynne is well versed with the full project lifecycle and holds the Association for Project
Management Professional qualification which can be applied to both business and IT projects.
Lynne is currently working as a Project Leader in the PMO, Supporting Project Managers to deliver
successful projects. Tracking budgets, reporting, maintaining resourcing forecasts, risk and issue
management and production of contractual documents.
She was previously working with Co-operative Financial Services as an IS Project Manager on
Co-operative Bank projects following the CFS Project Lifecycle (TUPED to Xansa / Sopra Steria
in 2007).
She has significant experience in large infrastructure integration projects within the Co-operative
Group, Gandalf, Egertons and British Aerospace.
Lynne also has experience in Supplier Management and Customer Relations whist managing the
networks for Iceland Frozen Foods and The Probation Service whilst working for Gandalf. This
also included working closely with the Sales and Pre-Salesteams on customer sites tendering for
new business, FM deals and outsourcing projects. She has excellent communication skills, and
Network and Infrastructure background.
2. Key Achievements
Passing the APMP qualification
Re-designing the Steria closure gateway to ensure that all projects achieved their SLA's for
closure and did not cost the company any financial penalties.
Assisting the Project Managers to remain in governance with contractual documentation,
reporting, planning, meetings, budgeting and managing risks and issues in the PMO role.
As a Project Manager, delivering all my projects within time, budget and quality.
Managing teams onshore and offshore to deliver projects.
Project managing the network merger between CRS and CWS, resulting in the relocation of
300 staff to Manchester within tight timescales.
Using my Project Management skills, applied them to deliver a business project, self-
employed, on behalf of the whole Cooperative organisation, to reduce the overall costs of
printed items throughout the entire spectrum of the supply chain.
Sopra Steria May 2007 to July 2015
Since joining Sopra Steria Lynne’s assignments have drawn on her Project Management expertise.
These have been outlined below.
Project Leader, PMO
Project Leader in the PMO team providing project support to Sopra Steria Project Managers who work
either in Sopra Steria or Co-op roles.
The high level scope of the work is to provide support to the Project Manager (PM) to ensure that
projects remain in governance. This includes, but is not limited to, delivery of the following:
Project Risk and Issue logs, Actions and Dependencies
Project plans
Project finance and resource planning
Project status reporting
Confidential Contractual documentation
Sharepoint
Use of Microsoft products
Lessons Learned Logs
Workshop Facilitation
Governance and Quality
Project Gateways
The Co-op has a strict (weekly) timetable that the above deliverables need to adhere to.
The PM retains accountability and responsibility for the tasks above but it is expected that the PMO
team member will deliver the outputs, with accuracy, to support the timetables. The PMO Project
Leader has responsibility to act as ‘Project conscience’. This requires that they flag up problems
3. initially to the Accountable PM, but ultimately to the PMs Delivery Stream Leader and to the Team
Lead for PMO should problems not be addressed in good time. The PMO role is regarded as a
supportive one but also has the mandate to be intrusive where appropriate. Working closely with other
team members, Project Managers and customers.
Project Leader
Co-operative Bank and CIS
Projects delivered: -
AVM (Automated Voice Messaging) Bankcard Debt Management – The project delivered
automated voice messaging capability via a Third Party company (Adeptra), Working as the ISPM for
this project, Lynne took on this project during the Preparing stage prior to the transfer to Xansa (Now
Sopra Steria). A decision had been made before handover, to allow Xansa to proceed with
development before completing the Preparing and Mobilising checkpoints. Using her Project
Management skills Lynne has managed all areas of IS, including CFS Co-operative Financial
Services) staff, to project implementation, managing budget, project planning, reporting and risks and
issues. The project was successfully implemented.
Removal of Float – An Inter-Bank project delivered to meet the Office of Fair Trading (OFT)
requirements for a ‘Faster Payments’ service. This project was to post inbound credit transactions to
accounts one day earlier than present i.e. on day 2 of the clearing cycle. Lynne, although new to
Xansa, took the ISPM role for this project and, using new procedures, moved this project from
Inaugurating to the end of Preparing, engaging and liaising with the business, Portfolio Manager and
all areas of CFS IS, producing Xansa specific and customer specific documentation. The project was
successfully implemented.
Sapphire Rules Data Stream – This project was to investigate, design, build, test and implement
options that would reduce the complexity of the rules managed by the business within Sapphire and
Pioneer, and to supplement these with a series of rules which could be maintained by Credit Risk.
Both set of rules would then be used to guide bank call-centre and branch staff on which products they
should try to sell to a customer.
As with previous projects, Lynne took on the role of ISPM for this project, which was currently in
Inaugurating, engaging and liaising with the business, Portfolio Manager and all areas of CFS IS,
producing Xansa specific and customer specific documentation. The project was successfully
implemented.
Bank and Smile Current Account Fees and Tariffs – The Office of Fair Trading (OFT) was leading
a review into the charges applied by Banks in relation to over-drawn accounts, which would be
published in 2007. In preparation of this, the Bank had reviewing the current account Terms and
Conditions (T&Cs) for all Bank and Smile current account products, the objective being to issue
revised T&Cs to reduce the long term exposure from customer claims for refunds of bank charges.
As with previous projects, Lynne took on the role of ISPM for this project, which was currently in
Preparing, engaging and liaising with the business, Portfolio Manager and all areas of CFS IS,
producing Xansa specific and customer specific documentation. The project was successfully
implemented.
Alignment of T’s and C’s on Smile Website – On the Smile Web-site, there were two instances of
current account T’s and C’s and each was different. The project ensured that these documents were
4. aligned for the new release of T’s and C’s and provided a more efficient process ensuring both could
be easily maintained.
Lynne took on the role of ISPM. This project was identified as a small change and was run under the
small change process. The project was successfully implemented.
Internal initiatives at Sopra Steria
Throughout her time at Sopra Steria, Lynne has undertaken a number of internal initiatives targeted at
the development and improvement of Sopra Steria’s services. These have included:
Taking an active role in the IS PM Special Interest group, meeting bi-weekly to improve the
methodology and processes involved with the role in the CFS account.
Taking an active role in the IS PM's Working Group looking at the stages of the Project
Lifecycle and ways of mapping them with the Xansa (Sopra Steria) delivery model.
Summary of previous employment
Co-operative Financial Services 2002 - 2007
Project Manager
Banking and Insurance company
Project Managing Bank projects as Project Development Leader, managing internal IS areas and
3rd party suppliers, to deliver projects following the SPM methodology.
Providing mentoring, guidance and consultancy to Project Development Leaders and Business
project teams, on Project Management methodologies (SPM) and Governance, helping Project
Managers to mobilise successfully and manage the project effectively by acting as a ‘trusted
advisor’
Providing effective, consistent, accurate and verified project/programme reporting
Undertake regular project assessments against defined criteria to assess their ability to deliver
successfully and to identify corrective actions to improve the likelihood of success and adherence
to agreed processes, standards, and best practices
Provide standard project tools, methods & knowledge to ensure consistency, quality and
adherence to best practices/standards and continually improve delivery capability. Enforcing and
aiding governance, standards, and quality management highlighting best practice and non-
conformance
Capture & communicate best practices & lessons learnt by facilitating the formal closure process &
reviews of projects at key milestones and feeding this back into Project Assurance activities.
Freelance Project Manager 2002 – 2002
Working on behalf of the Co-operative Bank, Co-operative Insurance Society, the Co-operative
Group’s Retail and Commercial Division, ACC and North Eastern Co-operative Society as a Freelance
Project Manager for their Print Procurement Project.
Managing a team of eight people representing each area of the Business and reporting to the Working
Group. Identifying current external Suppliers, products supplied and their costs to the Society. To create
and publish a policy, which would define Best Practice as a user guide for all areas of the business
where there was a requirement for Print Procurement. Producing Tenders to utilise to maximum effect,
5. the total buying power of the combined Co-operative Business. Ensuring that the quality of products and
services supplied to all parts of the Business would be maintained and to ensure all stakeholders/end
users were in partnership with the proposed recommendation. Reduce the overall costs of printed items
throughout the entire spectrum of the supply chain.
the Co-operative Group (CWS) Ltd. 1997 - 2002
Large Retail organization
Role - Project Manager
Effective management of change within the Business using Project Lifecycle methodology.
Identification and negotiation of schedules, milestones and resource requirements to meet successful
project completion.
Tracking, monitoring, reviewing, analysing and reporting project progress while effectively managing
change.
Using resources, methodologies and tools consistent with project management policy and
procedures.
Co-ordination of performance, cost, scope, quality and appropriate business / technical
measurements for the project or segment of the project, according to agreed guidelines.
Management of technical and project risks, including the development of contingency plans.
Completion of quality projects on schedule and within funding parameters.
Ensuring relationships are positive and total client satisfaction is achieved.
Building and motivating teams under a functional structure.
Recent projects include: -
Project managing a large integration project (CRS merger), reporting directly to the Programme
Manager and accountable to the business. Integrating 300 staff into the Manchester complex,
supplying PABX systems, desktop and network. Integrating their existing applications into tCG.
Managing a budget of £475,000 and a team of seven staff using a phased approach over a ten
month period.
As part of the integration, Project Managing the relocation of the bulk printing operation from CRS
to a third party supplier, providing new network links and relocation of servers. The project took six
months and a team of eight staff, including 5 external suppliers.
As part of the integration, Project Managing the provision of a new network connection to a remote
CRS office, and access to CWS applications. The project took eight months and a team of four
staff.
Project managing the relocation of network equipment and servers from one remote office to
another. The project took three months and a team of two staff.
Project Managing the development, installation and staff training needs, for a new web based
store ordering system for 39 Non Food stores. The project involved new hardware and software
and involved a team of six including two external suppliers and contractors, over a period of four
months.
Project Managing the integration of the CWS Solicitors onto the CWS network, integrating their
systems in line with the business. The project took three months, a team of four people, including
an external contractor.
Project managing the upgrade of software for the Postal Department, with a team of two people.
The project took six weeks.
Role - Senior Network Specialist
Project Management for network installations and upgrades.
Account Management for an area of the Retail business.
6. Ensuring network connectivity available according to SLA’s through fault resolution.
Provide out of hours cover for network support as required by the business.
Installations of network hardware and software.
Monitoring and control of network traffic using management tools.
Resource Centre configuration and management.
Gandalf Digital Communications 1995 - 1997
Network hardware and software company based worldwide, manufacturing WAN and LAN hardware
and software, providing network solutions, installations and support. Also providing outsourcing and
FM solutions.
Roles - Customer Relations Consultant, Network Controller
Gandalf manufactured, installed and maintained network hardware and software, provided FM and
outsourcing solutions and remote network management solutions.
Liaising with customers in order to achieve greater customer satisfaction and increase customer
loyalty.
Monitoring various aspects of the company, producing reports relating to Customer Satisfaction,
Improvement Summaries and Action Plans.
Handling calls from dissatisfied customers, received by the Help Desk.
Project managing installations and changes for Gandalf customers.
Working with Pre-Sales and Sales on customer sites, tendering for new business, including
tenders for FM deals and outsourcing projects.
Responsible for the Remote Network Management of a large X.25 WAN using OST NET/PC
management system
Investigating all network problems involving configuration, network equipment, BT circuits,
customer premises cabling, desktop equipment and DEC LAT configuration problems.
Liaising with third party engineers, taking ownership of all problems until resolution.
Reporting directly with the customer, constantly appraising the performance of the network and
increasing network availability.
Egerton Communications Systems 1994 - 1994
Role - Senior Computer Network Technician
British Aerospace 1989 - 1994
Role - Senior Network Technician
Senior Computer Operator
AHH Pharmaceuticals Ltd. 1985 - 1989
Role - Senior Computer Operator
BICC 1983 - 1985
Computer Operator
