John D'Arcy's CV

1.
John
D’Arcy
Partner,
Consulting
Director,
Senior
Program
Manager
!
+45
40
89
88
39
*
jd@keycore.dk
Linkedin
Profil:
http://dk.linkedin.com/in/johndarcy
Summary
John
has
extensive
experience
on
the
international
scene
in
the
IT
industry
and
has
been
engaged
in
global
value
delivery
and
strategy
execution
projects
since
1996.
John
specializes
in
accelerating
the
delivery
of
the
desired
business
outcomes,
benefits
and
value
through
his
practical
and
pragmatic
approach
to
getting
things
done.
Optimisation
of
the
whole
process
from
business
idea,
through
project
initiation,
outcome
specification,
design,
development,
handover
to
production
and
most
importantly
implementation
into
the
business
so
the
benefits
can
be
realised
and
the
value
delivered
is
where
John
thrives.
Coming
from
a
technical
background
John
has
worked
with
many
different
business
domains,
IT
platforms
and
architectures.
John
has
a
depth
of
experience
as
senior
project
and
program
manager
for
large
initiatives
(over
30
man
years)
where
desired
business
outcomes
and
benefits
realisation
have
been
at
the
core
of
John’s
deliveries.
Through
all
the
projects
John
has
participated
in,
there
has
always
being
a
passion
to
ensure
that
the
end
result
was
a
delivery
which,
not
only
could
live
up
to
the
desired
business
outcomes
from
the
client,
but
also
works
in
an
operations
environment
so
that
the
end-­‐user
could
experience
the
delivered
business
benefits
in
a
stable
and
predictable
operations
environment.
Therefore,
service
and
systems
management
of
the
delivered
software
is
imperative
in
delivering
a
successful
system.
The
non-­‐
functional
requirements
to
a
system
are
just
as
important
as
the
functional
requirements.
All
the
projects
John
has
worked
on
have
been
global
projects.
This
means
that
customers,
subcontractors
and
colleagues
came
from
different
cultural
backgrounds.
He
has
also
been
involved
in
sales
pursuits
on
an
international
basis
and
has
experience
from
both
European
and
American
pursuits.
As
John
comes
from
Ireland
and
has
been
working
in
Denmark
for
almost
30
years,
he
can
very
easily
integrate
and
manage
international
teams.
Core
Skills
Portfolio
Management,
Program
Management,
Project
Management,
Value
Delivery,
Strategy
Execution,
business
outcome
definition,
benefit
and
value
identification,
Change
Management,
Agile
project
management,
Service
Management,
Global
Rollout,
Implementation
Projects,
Back
on
track
services.

2.
Education
• Diploma
in
Advanced
Computer
Science,
Trinity
College,
Dublin,
Ireland
(1981
–
1984)
Certifications
• Totally
Optimized
Projects
Practitioner
(2014)
• Prosci
Change
Management
Practitioner
(2014)
• MSP
(Managing
Successful
Programs)
Advanced
Practitioner
(2009)
• MSP
(Managing
Successful
Programs)
Foundation
(2009)
• MSP
(Managing
Successful
Programs)
Practitioner
(2009)
• PRINCE2
Practitioner
(2009)
• PRINCE2
Foundation
(2005)
Employment
• KeyCore,
Co-­‐founder,
Senior
Program
Manager
(2011
–
present).
• Asseco
Denmark
A/S,
Head
of
Consulting
(2009
-­‐
2011)
• IT
Practice
A/S,
COO
and
Head
of
Consulting
(2001
-­‐
2009)
• Cap
Gemini
A/S,
Project
Manager
and
Service
Line
Manager
(2000
-­‐
2001)
• Rambøll
Informatik
A/S,
Project
Manager
and
Department
director
(1994
-­‐
2000)
• Dansk
Data
Elektronik
A/S,
Developer
and
Project
Manager
(1984
-­‐
1994)
Experience
Jan
2012
–
present
KEYCORE
Co-­‐founder
and
consulting
director
for
KeyCore.
Established
KeyCore
with
two
partners
in
December
2011,
with
the
aim
of
establishing
a
company
that
employed
top-­‐notch
consultants
who
can
be
catalysts
for
sustainable
improvements
for
KeyCore’s
customers.
Responsible
for
Sales
in
KeyCore.
Feb
2014
–
present
PTP
Project
manager
performing
a
stress/performance
test
(SPT)
for
the
Port
of
Tanjung
Pelepas
(PTP)
in
Malaysia
on
their
terminal
operating
system.
The
project
entailed
answering
scalability
questions
from
the
business.
See
linkedin
article
here.
Jun
2014
–
present
DAMCO
Head
of
Programs
&
Projects
I
lead
a
team
of
senior
project
and
program
managers
delivering
global
projects
to
the
Damco
organisation.
The
job
entails
portfolio
management,
senior
management
reporting
and

3.
process
optimization.
Implementation
of
a
value
delivery
version
of
the
global
program
&
project
process
supporting
the
execution
of
the
Damco’s
business
and
IT
strategy.
Apr
2014
–
present
DAMCO
Process
implementation
manager.
The
global
rollout
of
a
requirement-­‐to-­‐service
process
for
all
IT
projects
in
Damco.
Included
in
the
project
were
the
generation
of
templates
and
the
design
of
processes
to
cover
requirement
management,
benefits
realization
management,
software
development,
implementation
into
production
and
the
closure
of
the
project.
Feb
2014
–
Jun
2014
DAMCO
Technical
Project
Manager.
Creating
new
dashboards
for
customers
in
the
Business
Analytics
tool,
based
on
Oracle
OBIEE
and
OWB.
Also
managed
the
transition
over
to
the
Microsoft
BI
platform
based
on
SSRS
and
SSIS.
Dec
2012
–
Jun
2014
DAMCO
Program
Manager.
Transformation
project
moving
all
Damco
trading
partners
over
to
GXS
Managed
Services
from
IBMs
GENTRAN
platform.
The
program
included
the
physical
migration
of
all
connections
and
map
from
GENTRAN
to
GXS
managed
service
platform
plus
the
establishment
of
a
global
governance
processes
to
interface
with
GXS
going
forward.
Map
packaging,
map
development,
trading
partner
connectivity,
infrastructure
setup
and
promotion
to
PROD.
John
also
took
the
role
of
Technical
manager
for
the
migration
liaising
with
IBM,
GXS
and
the
Damco’s
clients
to
establish
the
connectivity.
The
program
consisted
of
120
members
including
all
sub
suppliers
(GXS,
ESSPL,
IBM)
and
Damco
internal
EDI
teams.
Sep
2012
–
Dec
2012
DAMCO
Technical
Project
Manager.
Managing
the
migration
of
LPARs
from
a
Power
6
to
a
Power7

4.
box
on
Damco’s
PowerPlant
platform.
Sep
2011
–
Dec
2012
NETS
DANID
IT
Landscape
master-­‐planner.
Planning
of
migration
of
processes,
infrastructure
and
applications
from
SUN
Sparc
setup
to
z/Linux.
Apr
2012
–
Nov
2012
NETS
DANID
Program
Manager
for
the
IT
Landscape
HR
project.
This
was
a
business
transformation
program
to
re-­‐locate
the
development
team
at
Nets
while
also
transforming
the
processes
and
preparing
the
new
department
to
implement
Nets’
new
strategy.
Establish
a
new
eSecurity
Application
Development
and
Application
Maintenance
(ADAM)
department
in
Ballerup
and
move
the
positions
in
present
ADAM
department
in
Århus
to
the
new
department
in
Ballerup.
Establish
an
operational
model
for
the
new
department
and
ensure
knowledge
transfer
to
the
new
department.
Jun
2012
–
Oct
2012
DAMCO
Solution
Manager
in
the
UNITY
program.
This
program
implemented
a
new
freight
forwarding
system
globally
in
Damco.
The
Solution
Manager
gathered
all
the
requirements
from
all
global
countries
and
managed
the
team
(6
SMEs)
writing
the
requirement
specifications
for
these
requirements.
Oct
2011
–
Aug
2012
NETS
DANID
Project
manager
and
advisor
for
Nets
DanID
senior
management.
Oct
2011
–
Jun
2012
DAMCO
Planning
and
requirements
manager
of
the
UNITY
program.
Damco
rolled
out
a
global
freight
forwarding
system
to
102
countries.
John
assisted
in
the
planning
and
requirements
management
of
this
program.
Nov
2001
-­‐
Dec
2011
IT-­‐Practice
later
Asseco
Denmark
Head
of
Consulting
in
IT
Practice.
Responsible
for
the
delivery
of

5.
all
the
engagements
IT
Practice
consultants
are
working
on.
Involved
in
customer
steering
committees
and
ensuring
that
the
correct
resources
are
available
to
deliver
the
optimal
result
to
our
clients.
As
partner
and
member
of
the
IT
Practice
management
team,
John
has
experience
in
deciding
and
implementing
the
strategy
for
the
company.
Role:
Management
Team
Also
responsible
for
the
IT
Practice
products,
including
Portal
Protect
security
infrastructure
IT-­‐Practice
A/S
-­‐
COO
Chief
Operating
Officer
for
IT
Practice.
Responsible
for
the
delivery
of
all
projects
in
IT
Practice
and
part
of
the
senior
management
team.
Designed
and
introduced
an
agile
project
model
(PACE2)
into
the
company.
Standardized
the
delivery
apparatus
in
IT
Practice
and
speed
up
project
start-­‐up
and
increased
the
quality
of
deliveries
across
the
organization.
PENSAM
A/S
PenSam
were
designing
an
Information
Management
data
warehouse,
based
on
IBM's
Infosphere
Suite,
to
deliver
among
others
data
for
the
Solvency
II
requirements.
Data
is
sourced
from
all
their
transactional
systems
into
the
data
warehouse
and
exposed
as
datamarts
to
the
business.
Role:
My
role
in
the
project
was
to
coordinate
the
technical
implementation
from
architectural
design,
development
of
the
interfaces
delivering
the
data
to
the
warehouse,
modelling
of
the
data
into
the
warehouse's
analytical
and
atomic
bases
to
the
delivery
in
the
relevant
datamarts.
The
warehouse
is
based
on
IBM's
generic
IIW
data
model
for
pension
and
insurances
companies.
Vestas
Vestas's
Group
IT
department
needed
to
establish
a
framework
for
measuring
and
delivering
on
their
IT
Services.
I
established
and
implemented
a
framework,
which
could
map
all
Vesta's
Business
Services
to
the
relevant
IT
services
and
wrote
SLA's
for
each
service
model.

6.
Role:
Service
Level
Management
Experian
A/S
Program
Manager
for
a
transformation
project
for
Experian.
The
objective
of
the
program
was
to
create
a
strategic
platform
for
Experian’s
portfolio
of
credit
service
applications.
The
program
created
a
service
catalogue
of
components
from
which
a
number
of
product
initiatives
could
be
developed.
The
product
initiatives
where
based
on
a
new
flexible
IT
architecture
platform.
The
program
also
managed
the
change
management
process
within
the
Experian
organisation.
The
program
was
delivered
with
internal
Experian
resources,
on
site
ITP
consultants
and
off-­‐shore
Code
Connexion
resources.
Role:
Rainbow
Program
Manager
Tryg
-­‐
WCMS
As
part
of
a
transition
from
distributed
companies,
Tryg
wanted
to
become
more
Nordic
with
one
common
Web
presence.
The
project's
objective
was
to
gather
all
the
Tryg
websites
and
implement
one
common
content
management
system
(under
SDL
Tridion)
and
one
common
design.
John
was
program
manager
for
the
design,
development,
implementation
and
launch
of
the
16
sites
and
4
applications
in
scope.
Role:
Program
Manager
Maersk
Line
–
Regional
IT
Delivery
In
November
2001,
John
started
at
IT
Practice
where
he
joined
the
management
team.
Business
IT
Solutions
Manager
for
European
Region
of
a
large
transport
company.
Based
in
London.
Managing
of
large-­‐scale
enterprise
wide
projects.
The
role
included
a
detailed
review
of
available
skillsets
in
the
region,
assessment
of
current
systems,
existing
projects
and
candidate
projects
with
the
view
to
implement
a
well
structured
professional
IT
Delivery
capability
to
meet
Regional
as
well
as
Global
business
needs.
Review
and
selection
of
high
quality
suppliers
where
extensive
networking/industry
knowledge
was
required.

7.
Maersk
Line
-­‐
MARS
Program
Manager
for
the
implementation
of
a
pricing
system
for
a
large
transport
company.
The
project
was
implemented
using
IT
Practices
agile
project
model.
The
project
was
delivered
on
time
and
within
budget.
Maersk
Line
–
MARS
Support
and
Maintenance
Project
executive
for
the
support
and
maintenance
of
a
large
pricing
system.
Maersk
Line
–
Weblogic/Websphere
Proof
of
Concept
Project
Manager
for
a
proof-­‐of-­‐concept
project
with
Maersk
Line
to
choose
an
infrastructure
for
their
"Next
Generation
Platform".
This
involved
looking
at
Websphere
5
and
WebLogic
8.1
application
servers,
their
respective
portal
servers,
security
technologies
(single
sign
on),
and
Tuxedo
integration
for
both
internal
and
external
users.
The
project
involved
close
stakeholder
management
with
both
the
internal
stakeholders
and
the
product
suppliers.
Maersk
Line
–
Unified
Security
Infrastructure
Project
manager
for
a
project
to
deliver
a
security
infrastructure
to
Maersk
Line.
This
included
single
sign-­‐on
for
all
applications,
setup
and
integration
to
an
LDAP
repository
containing
user
authentication
and
authorisation
credentials.
WebSphere,
Weblogic,
.NET
and
Tuxedo
based
applications
where
integrated
into
the
security
infrastructure.
Maersk
Line
–
MARS
Program
Manager
Program
Manager
for
large
pricing
and
contract
system.
Several
releases
plus
support
running
in
parallel
within
the
program.
Overall
responsible
for
system
and
daily
manager
for
the
55
resources
on
the
project.
Maersk
Line
–
MARS
Business
Implementation
Project
Manager
for
the
implementation
of
a
large
mission
critical
system
into
the
business
community.
Management
of
education,
SOPs,
promotion
to
production
and
supplier
management.
Maersk
Line
–
Portfolio
of
Application
Support
and
Maintenance
Project
Executive
for
a
series
of
projects
running
for
Maersk
Line.

8.
Management
of
20
resources
working
on
different
projects
for
the
same
customer.
Includes
management
of
the
projects
at
a
program
level,
starting
up
new
projects
and
following
interdependencies
and
resolving
issues.
Maersk
Line
–
Portfolio
Support
and
Maintenance
Service
Level
Manager
for
a
portfolio
of
6
mission
critical
systems,
for
Maersk
Line.
Hotline,
release
planning,
resource
planning,
forecasting
and
lead
for
20
developers,
analysts
and
implementation
resources.
One
of
the
systems
under
the
portfolio
is
a
centralised
security
solution
for
both
external
and
internal
systems.
This
security
infrastructure
logs
all
users
on
to
the
systems
by
authenticating
and
authorising
their
access.
This
is
a
cross
platform,
cross
application
server
security
infrastructure
solution.
Maersk
Line
–
Single
Customer
View
Release
Manager
for
a
master
customer
database
for
Maersk
Line.
This
system
holds
all
customer
information
with
over
30
interfaces
to
other
systems
supplying
them
with
customer
data.
The
system
is
a
mission
critical
system
with
99,999%
up
time
requirement.
2001
-­‐
2001
Cap
Gemini
Denmark
A/S
At
Cap
Gemini
John
was
employed
as
service
line
manager
for
the
technology
consulting
service
line.
This
involved
pre-­‐sales
technical
support,
technical
project
management
and
technical
support
for
other
projects.
John
was
Technical
Project
Manager
for
the
development
of
a
portal
for
the
Danish
tourist
industry.
John
architected
the
solution
in
the
proposal
phase
and
was
responsible
for
the
delivery
after
winning
the
case.
Other
activities
included
the
start-­‐up
of
a
Danish
Accelerated
Development
Centre
(ADC)
in
the
Cap
Gemini
Ernst
&
Young
group.
This
centre
delivers
software
development
projects
based
on
proven
methods
and
development
tools
in
an
accelerated
manner.
(Project
management,
INTERSHOP
enfinity,
iPlanet,
eXtremeProgramming,
Java,
Rational
Rose,
Interwoven
TeamSite,
opendeploy)

9.
1994
-­‐
2000
Rambøll
Informatik
A/S
–
Establishment
of
the
Facility
Management
Data
Centre
John
established
Rambøll
Informatik's
System
and
Service
Delivery
and
facility
management
organisation
whose
goal
was
to
supply
mission
critical
operations
to
Denmark’s
largest
companies.
This
was
a
new
business
area
for
Rambøll
with
operations,
24x7,
twin
production
sites
and
99.99%
uptime
requirements.
John
employed
the
staff
necessary
to
run
the
operations,
established
the
procedures
for
24x7
operation
and
negotiated
the
contracts
with
the
customers.
Today
Rambøll’s
facility
management
department
is
a
well-­‐established
facility
management
supplier
on
the
Danish
market.
Rambøll
Informatik
–
e-­‐business
department
In
October
1999
John
was
given
the
opportunity
to
establish
the
e-­‐business
solutions
department,
with
the
intention
of
addressing
the
e-­‐business
market
both
in
Denmark
and
the
rest
of
Europe.
The
job
involved
getting
a
department
organised
in
such
a
way
that
technical
creativity
could
blossom
as
well
as
keeping
a
close
eye
on
the
bottom
line.
John’s
department
consisted
of
45
employees
divided
into
different
groups:
Development,
E-­‐
commerce,
Architecture,
Support
and
Facility
Management.
From
July
1997
until
October
1999
John
was
senior
project
manager
for
two
large
projects.
The
first
project
was
to
build
an
international
web-­‐site
for
the
Kompass
organisation
(www.kompass.com)
and
the
second
project
was
to
build
an
electronic
product
catalogue
for
a
large
international
Danish
shipping
company.
The
first
project
entailed
gathering
data
from
72
different
countries
and
inserting
the
data
into
a
common
Oracle
database:
building
an
application
to
search
in
this
database
and
maintain
it:
and
putting
this
application
on
the
Internet.
This
was
a
large
global
web
site
where
the
project
team
consisted
of
many
different
nationalities
and
most
of
the
work
was
done
over
the
Internet.
The
second
project
involved
getting
data
out
of
legacy
systems
into
an
Oracle/Unix
environment
and
putting
a
web
front-­‐end
on
the
database.
This
was
a
very
complicated
project
involving
GIS
technology,
messaging
architecture,
and
heavy
business
logic.
This
project
took
35
man-­‐years
to
complete
and
was
completed
within
one
year.
Before
these
projects
John
was
working
on
a
series
of
different
projects
for
the
company.
One
such
project
involved
designing,

10.
developing
and
implementing
a
customer
service
system
for
a
large
Danish
tele
operator
Sonofon.
This
system
was
based
on
a
workflow
system
to
ease
the
process
of
registering
and
servicing
mobile
telephone
customers.
Fax
integration,
direct
scanning
and
viewing
of
documents
where
the
main
challenges
of
the
project.
(CGI,
HTML,
Oracle
PL/SQL,
UNIX,
Project
Management)
1984
-­‐
1994
DDE
–
Administrative
Systems
At
DDE
John
was
employed
as
a
project
manager
and
had
responsibility
for
developing
a
standard
accounting
system
to
be
sold
with
DDE?s
hardware
platform
Supermax.
This
system
was
developed
using
Oracles
database
and
an
Oracle*Forms
front-­‐
end.
Other
projects
at
DDE
included
developing
systems
for
an
accounting
factory
in
Denmark,
which
did
the
accounts
for
1300
farmers.
During
the
last
years
at
DDE
,
John
was
responsible
for
implementing
all
of
DDE's
internal
administrative
systems.
These
included
standard
financial
modules,
sales
forecasting
systems,
service
contract
systems,
installation
tracking
systems
and
a
service/support
system.
(Pascal,
C,
Oracle,
Project
Management)
Skills
Area
Level
Years
of
experience
Last
used
Strategy
Execution
Portfolio
Management
5
8
2015
Investment
Management
5
4
2014
Process
optimization
5
10
2015
Strategy
Execution
5
10
2014
IT
Strategy
4
10
2014
Business
&
IT
alignment
5
10
2013
Change
Management
4
8
2014
Project
Governance
5
10
2014
Project
Management
Office
5
10
2013
Project
Lifecycle
Project
Initiation
5
15
2015
Project
Justification
4
10
2014
Business
Case
preparation
5
15
2014

11.
Value
Equation
Workshops
4
2
2015
Solution
design
5
15
2014
Requirements
Analysis
3
6
2012
Resource
planning
4
12
2014
Estimation
5
12
2014
Change
planning
4
8
2013
Project
Management
5
20
2014
Application
Architecture
3
10
2013
Program
definition
and
Planning
5
10
2014
Value
Delivery
Value
delivery
capability
4
2
2014
Value
delivery
diagnostics
4
2
2014
Architecture
Enterprise
Architecture
3
10
2011
Security
Architecture
3
4
2009
Business
Optimization
3
5
2010
Service
Management
4
5
2011
Business
Domains
Logistics
4
5
2015
Finance
3
4
2012
Shipping
4
10
2001
Ports
and
terminals
4
2
2014
Spoken
languages
Danish
5
20
2015
English
5
Mother
Tongue
2015
Levels:
1:
Limited
knowledge,
2:
Novice,
3:
Intermediate,
4:
Advanced,
5:
Expert