Curriculum Vitae May 2011 Slideshare

409 views

Published on

See the level of experience offered by Intelipad’s management consultant’s. And let us help your business realise its true potential.

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
409
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Curriculum Vitae May 2011 Slideshare

  1. 1. Mark LeylandOverviewA proven and highly motivated Senior Project Manager and Functional SAP Consultant, with thirteen years experience in ITconsulting, spanning multiple industry sectors; Manufacturing, Financial Services, Aerospace, Travel / Tourism and PublicServices. Work to date has included implementing SAP across different geographies’, designing bespoke solutions to businessproblems, managing complex business change and transformation programmes, along with desktop / infrastructure rollouts all totime, quality and cost. Along with the successful design and setup of programme offices, to support complex programmes of work.Personal InformationAge: 37Place of Birth: Wigan, Greater ManchesterWork experienceApril 2011 to currentContracted to Co-Op Financial Services, ManchesterPMO Development Manager as part of the Business Transformation Programme (bTp programme), which is a £ multi-million programme created to develop and implement a re-platforming of the Banks core IT systems, based oncustomisation and localisation of a standard Banking package. - Management of the PMO development/improvement initiatives across the programme. - Ensure Programme Strategies, Processes, Procedures, Standards and supporting toolsets are developed and consistently rolled out across the transformation programme - Move the transformation programme office to Business As Usual, ensuring that it is fully operational to support and ensure consistency across the programme within a tight timeline - Support and work closely with the PMO Operational Manager to take on the new processes, procedures, strategies, standards and toolsets with the appropriate level of communications and training - Support the programme with regards to mentoring others in terms of both Prince 2 and Project Management Best Practice, through my extensive project and programme management expertise - Work closely with the Quality Assurance team to ensure that improvement initiatives are delivered appropriately and meet the requirements of the internal audit team - Produce the PMO Weekly and Monthly Reports for submission through to the Steering Management Group - Own the production of the Product Descriptions to support the Work Breakdown Structure, working with the Release Co- ordinators and Functional Areas - Produce and own the Project Definition Document and Project Plan as well as the other typical PM deliverables. - Work with and lead on the production of the Programme Planning Standards, Plan Template, supporting Management Information and supporting processes, specifically in the area of resourcing within the individual Release & functional area plansFebruary 2010 to April 2011Contracted to Department for Work and Pensions, BlackpoolMay 2010 onwards - Governance project manager as part of Programme Delivery Office supporting one of DWP’s highpriority programmes of work, delivering a Central Payment System for all UK benefits.- Support the Programme Delivery Strand Lead and the Deputy PMO Manager in their day to day activities and direct work inrelation to Risk, Configuration Management, Planning, Change and Stakeholder Management.- Lead the successful application of the DWP Business Change Lifecycle / Governance Model, working with suppliers, strands andstakeholders, ensuring all key components are understood and addressed, to ensure a successful passage through the DWP GatedReview Process.- Lead the Gated Review’s, ensuring all criteria are graded correctly and in line with the Business Change Lifecycle / GovernanceModel. Providing the presentation material to support these gated reviews, along with the production of other material for onwardcommunication to senior forums and stakeholders within DWP.- Work with DWP Business Change Lifecycle team to ensure correct adoption, along with providing any recommendation’s or bestpractice advice, for inclusion in to the next release of the Change Lifecycle rolled out across DWP.- Work with the Business Acceptance team to ensure consistency in terms of reporting and recommend appropriate changes, aswell as managing when manager is on leave / holiday. Page 1
  2. 2. - Provide best practice expertise in the areas of Planning, Configuration Management, Risk Management and StakeholderManagement. Instumental in providing automated tools for MI in the area of planning, which supports the automated productionof configuration management tracking reports and stakeholder product matrices. The overall plan, also automatically providingthe required information to support the gated reviews, as part of the DWP Governance Landscape and Business Change Lifecycle.Contracted to Department for Work and Pensions, BlackpoolInterim Risk and Configuration Manager as part of Programme Delivery Office supporting one of DWP’s high priorityprogrammes of work, delivering a Central Payment System for all UK benefits.- Negotiate and influence across all Strands of the Programme, engaging and building relationships with CPS Programme BusinessLeads and suppliers, to manage the day to day running of the CPS Risk Management Process and CPS Configuration Management.- Ensuring that CPS Programme level risks are identified, appropriate risk and action managers engaged, and mitigation actionsregularly reported upon;- Ensuring that CPS Programme Risk Review Board meets regularly to assess current risk log;- Providing information on programme risks to support programme reporting and governance requirements.- Management of an accurate, visible and protected Configuration Library;- Ensuring that all documents affected by agreed changes are identified and appropriately updated and reviewed having regard topracticality and Programme Timescales.- Ensuring adherence to documentation quality review processes.- Ensuring that Risk Management Plan, Configuration Management Plan and Quality Plan are written or updated to reflect currentphase of programme, along with the Business Change LifecycleJune 2009 to September 2009Contracted to CSC Limited – End Customer - Urenco, ChesterSAP Quality Management Functional Lead and with sole responsibility for gathering business requirements and ensuringsuccessfully mapped in to the SAP Quality Management system, for this high profile business change programme.- Ran workshops to confirm appropriate mapping of requirements in to overall design and to provide early demonstrations ofsystem to end customer- Confirm appropriate master data settings through workshops and make appropriate configuration settings to provide required endsolution to customer.- Unit testing carried out on master data and configuration settings, to ensure adherence to design.- SAP Quality Management solution required to incorporate elements of Purchasing, Inventory Management, Manufacturing (PP-PI) and Sales and Distribution.- Functional specifications written to cover complex interfaces, enhancements, reports and output documentation. Worked closelywith ABAP to reduce level of development time and to ensure correct interpretation of functional requirements.- Identified and confirmed data migration requirements from customers current system requiring mapping to upgraded system,working with SAP data migration team and assisting in the building of LSMW’s.January 2009 to April 2009Gold Medal Travel, PrestonProgramme Manager with sole responsibility for managing both Information Technology and Business Changeprogrammes. Line management responsibility for 3 project managers, 1 business analyst and 1 test analyst.Project value - £1million with budget responsibility for full amountProject duration – 6 monthsTeam size – 3 project managers, 1 business analyst and 1 test lead- Key programme of work to improve the customer experience offered by Gold Medal, as well as open up new distributionchannels and increasing their competitive advantage.- Managed supplier of Application delivery to ensure that solution developed in line with the business requirements. Managed thein house team who were redeveloping the internet solution to support the application change and also the fare engine, plus printing/ mailing solutions – which were all bespoke in house developments.- Manage programme plan, incorporating all business activities to enable the business change, training plan, testing plan, releaseschedule, pilot, and in house developments along with all the suppliers’ key activities for delivery of the application end solution. Page 2
  3. 3. - On my recommendation, based on previous experience from business change and transformation programmes, a team of keyusers from the business was pulled together. They would champion the change in to the business.- Dedicated room set up with computer terminals to provide early visibility of system to end business allowing for scenarios to bedemonstrated and proven, supported by the team of key users.- Reported direct to IT Director, with links in to HR DirectorAugust 2005 to December 2008Electronic Data Systems, LythamProgramme Management of Non DOI programme and security initiatives programme, on the request of the ClientDelivery Executive (CDE).- Scoping of a new project, as part of Security Initiatives programme, to deliver secure email across DWP. Scope jointly set withcustomer and project schedule built in consultation with third party suppliers, packaging team, testing team, network team, releasemanagement team, security team and help desk team.- Joint consultation on project schedule ensured agreed date in terms of achievability and based on customer requirements. On theback of agreement, change requests raised and circulated to the CAB for consideration and the other documentation as required bythe SIAM tower was commenced, along with the work required by the security teams.Programme managed final phase of Non DOI programme, from May 2008, which required delivering programme withintight commercial timescalesProject Value - £5million (over project life) with budget responsibility for £2millionProject Duration – 3 years from initial launch in 2005.Team size – 5 project managers – matrixed team of additional 10 people- Non DOI transformation programme responsible for ensuring that all non compliant desktop machines transformed to newstandard hardware, including migration to new infrastructure and email systems. Resulting in reduced support costs, due tostandard hardware and infrastructure for both EDS and DWP. The reduction in support costs and standardization was one of thekey business criteria for initiating the overall TREDSS programme of work- Business showed resistance to change, impacting on overall EDS cost model. Recommended to both DWP and EDS seniormanagement team that separate commercial agreement be instigated to capture surplus work, giving benefit to both EDS and DWP– since would now drive the change.- Reduction in headcount required me to project manage around 3 different projects within the overall Non DOI programme topush the programme forward. Requirements confirmed from an applications, infrastructure and desktop rollout perspective.Applications sourced from approved suppliers through both EDS and DWP procurement processes. Applications scheduled forpackaging, testing, user acceptance testing, pilot and release in to live. Release of application in to live co-ordinated with desktoprollout and accompanying infrastructure.- Scope of desktop rollout’s across all DWP business areas, requiring significant co-ordination of resources across a matrixed teammade up of engineers, implementation teams, data migration, network team (BT), release management and legacy email teams.Approach for rollouts brokered and agreed with the customer and accompanying implementation plan agreed. Rollouts requireddowntime, since users legacy email including all emails and users data to be migrated on to the newly installed infrastructure(LAD’s and CLAD’s).- Applications development co-ordinated with the packaging team to ensure that fully unit tested, solutions assurance testing andwhere possible either User Acceptance Tested or run as a pilot for a period of time. The release of these applications was co-ordinated and built in to an appropriate release schedule with the assistance of the DWP and EDS release management teams.- Customer satisfaction in terms of desktop rollouts extremely high, with business areas expressing this through to CDE.- Testament to my hard work in driving this transformation programme forward that one of my references / recommendations is amember of the DWP senior management team.Deputy Programme Lead for Non DOI programme from June 2007 on request of Client Delivery Executive, assistinganother programme manager to resolve this programme which was out of control.Project Value - £5million (over project life) with budget responsibility for £2millionProject Duration – 3 years from initial launch in 2005.Team size – 5 project managers – matrixed team of additional 10 people- Instrumental in ensuring consistency withinprogramme so that scope, finances, schedules, risks and reporting showed a true picture, as well as introducing a common projectmethodology and agreed levels of governance. Page 3
  4. 4. - Ensured scope understood and agreed between all parties, with commercial agreements put in place to support. Trackingobjectives from a commercial perspective with both EDS and DWP.- Whilst jointly managing Non DOI, requested to project manage high level / high visibility short term piece of work, to implementencryption solution across DWP. Project scoped and implemented all within a couple of months. Extremely successful outcome,leading to additional security initiatives with customer and increased revenue for EDS.Electronic Data Systems, Lytham & CheadleFrom August 2005, Programme Office Manager for Service Integration & Management (SIAM) team, as part of theoverall Transforming EDS Services (TREDSS) programme.Project Value – around £15 million, not directly responsible for budget although my team did financially manage.Project duration – 3 years from initial launch in 2005Team size – 6 project analysts and 2 planners- Instrumental in implementing key consistent processes for risk, issue and assumption management, change management, qualitymanagement, configuration management, financial management, resource management and project reporting.- Lead a team of planners and instrumental in ensuring that the plans reported in a consistent manner through the adoption ofplanning standards and templates deployed across the programme. Governance model to support planning process pulled togetherand rolled out across the programme, ensuring common understanding in terms of project manager expectations and milestone rollups.Assumption based risk management methodology implemented and a process for capturing and reporting the project risks / issues,programme risks / issues and joint risks / issues was put in place.- Change management process, incorporating a Change Advisory Board, change control documentation and reportingimplemented.- Quality Review Process and document standardization implemented, along with standard folder structure, naming convention andversion controlling, as well as appropriate configuration library implemented- Cost model created, managed and tracked on a weekly basis, incorporating appropriate resource profile- Team regularly received praise from the programme director and Client Delivery Executive.June 2004 to August 2005Electronic Data Systems, CheadleFrom June 2004, Product Development Manager for Post Office Card Account. A move in to the financial sector andaway from manufacturing /aerospace background. The Post Office offered those on benefits the opportunity for a bankaccount in to which their benefits would be paid, since other financial institutions would normally refuse to take them onand open bank accounts.Project Value – Time and materials so no fised budgetProject Duration – ongoingTeam size – 2 project managers and 4 business analysts- Led a team of Project Managers and Business Analysts, responsible for translating customer requirements in to businessrequirements and then implementing in to the overall solution currently in place.- Worked closely with release management team to ensure all changes appropriately planned before incorporating in to overallsolution.- Provided Business partnership relation management between the various distributed service providers, including JP Morgan, whoprovided the Post Office Card Account. Requiring me to ensure relationship maintainenance, through regular face to facemeetings and addressing of issues.- Involved in incident management, ensuring logged and escalated appropriately depending on severity along with underpinningSLA timescales apportioned to these severities. Trend analysis performed and common problems identified, with appropriatechanges built in to future releases.- Provide recommendations to customer in terms of opportunities to enhance existing product, so being proactive, resulting inincreased work and revenue from an EDS perspective. Page 4
  5. 5. April 1998 to June 2004Electronic Data Systems, DerbyFrom April 1998, lead QM SAP Consultant on one of the largest SAP / ERP implementations undertaken in the UK, forthe aerospace giant, Rolls-Royce.Project Value - £500,000 for serialisation project with overall responsibilityProject duration – in terms of serialisation solution 4 monthsTeam size – 2 additional SAP Consultants- Technical authority for SAP QM, covering the implementations in UK, Germany, US and Canada. Responsible for ensuringchanges made elsewhere within the SAP system had no detrimental impact to SAP QM rollout, across the various geographicallocations.- Member of SAP QM working group requiring regular presentations in SAP Walldorf. One such presentation covering a redesignaround some QM functionality that we had introduced, which SAP subsequently introduced in a later release.- Lead business process re-engineering workshops around the Quality Management function within Rolls-Royce and regularly metwith the Quality and IT directors within Rolls-Royce, to influence how the business change, as a result of the SAP rollout, shouldbe communicated to affected business users.- Taking the business requirements and transposing them in to the appropriate SAP functionality, taking through the fulldevelopment lifecycle, before being granted sign off within the UAT environment.- Lead QM authorizations development to support the Quality Management rollout- Developed several key director level ABAP reports to support the business and which were implemented in to SAP ProductionEnvironment.- Involved in 2 full SAP lifecycle implementations and 1 SAP upgrade implementation- Successfully project managed on time and to budget an SAP bespoke solution to Serialisation in to Rolls-Royce Germany, sincestandard SAP did not offer required functionality. Lead a team of SAP & ABAP consultants ensuring design encompassed MM,PP, SD, PM, QM and IM.- Liaised with Rolls-Royce customers in Indianapolis and Canada to ensure serialization solution could be rolled out to these sitesat a later date. Ran a series of business process workshops to present solution and ensure mapping to their current businessprocesses, along with understanding any underpinning risks / issues.- Project a huge success and plan was to rollout to UK and US. Solution put forward for an industry award in Germany.Role expanded to take in the support of the British Airways account, based at Heathrow Airport, due to successful bid for thisaccount by EDS.- Acted as Workflow Administrator, to support currently implemented workflows.- Offered QM support as dictated by business need.- Further enhanced industry sector knowledge within aerospace and travel / tourism.Since I was part of the Quality and Procurement team, I also regularly offered support within the Material Management moduleand was involved in a lot of their design / implementation work, due to being a fully Certified SAP Materials ManagementConsultant.September 1997 to April 1998Electronic Data Systems, HucknallA member of the core support team for the Rolls-Royce Hucknall site.- Enhanced Windows NT administrative skills along with enhancing my development skills in respect of the Microsoft Suite ofproducts, particularly Access and Excel.- Key player in rolling out new PC’s and networks to the site as well as being instrumental in solving some of the initial teethingproblems with the newly built and installed PC’s.EducationProfessional QualificationsPrince 2® Registered Practioner and Prince 2® Foundation Page 5
  6. 6. SAP QualificationsCertified SAP R3 Materials Management Applications ConsultantProblem Management / Quality Notifications (Version 4), Problem Management / Quality Notifications (Version 4.6), QualityInspections (Version 4), Quality Inspections (Version 4.6), Quality Management (Version 4), Quality Management (Version 4.6),Problem Management / Quality Notifications (Version 4.6), Workflow (Version 4) and Workflow (Version 4.6)Salford University - 1994 to 1997Awarded BSc(Hons) Information Technology degree.Sponsored by Electronic Data Systems (EDS), Rolls-Royce Group, Derby.Wigan & Leigh College – 1990 to 1993BTEC National Diploma in Business & Finance - 4 Distinctions & 2 Merits.BTEC First Diploma in Business & Finance - Awarded overall DistinctionBridgewater School – 1982 to 199010 GCSE’s Grades A - GInterests, activities and hobbiesMountain biking, photography, squash, swimming, golf and generally keeping fit – being a member of a local health club. Page 6

×