Helen Brown is an experienced project manager and PMO specialist with expertise managing major business and IT projects. She has experience leading cross-functional teams and managing projects ranging from small 30-day changes to large multi-year, multi-system initiatives. Her background includes managing programs at Hewlett Packard Enterprise and EDS, where she was responsible for activities like risk management, scheduling, communication, quality assurance, and budget control. She has a track record of successfully delivering projects on time and on budget.

1. Hshpesltd@gmail.com
07951 042934
: uk.linkedin.com/helen-
brown
Helen Brown
Energetic, versatile and highly experienced project manager and PMO specialist with a particular expertise in
the management and delivery of major Business and IT projects within leading edge business units mainly
through the leadership of cross-functional teams.
Experienced in a range of project management tools and methodologies including budgetary control,
metrics, risk, reporting, change and quality management.
Professional Experience
Hewlett Packard Enterprise Services 2010 - 2015
Account Programme Office Manager (Ministry of Justice)
The Programme was a 3 year technology refresh designed to ensure continued IT infrastructure operations
for future IT expansion across the Prison estate. With a £60m budget, work included the upgrade of site core
switches, WAN Optimisation, switch and LAD upgrades and over 900 laptop refreshes.
• Managed the relationship between HP and the customer
• Led a team of Specialists (11 direct reports) whose role is to provide the information for the Account
against its delivery objectives and 9 Programme Management Office’s (47 indirect reports).
• Ensured concurrent project activity was being correctly monitored and reported on.
• Defined and maintained governance standards & processes across the Account.
• Ensured that the Account is compliant with the contract; project methodology is adhered to and
commercial compliance was achieved and maintained.
• Responsible for the following activities:
o Risk and Issues Management, Finances, Scheduling, Communication Management,
o Configuration Management, Quality Audits, Reporting, Benefits Realisation,
o Change Control, Resource Management and Project Governance.
EDS / EDS Credit Services
2001 to 2010
Project Manager
Projects included: the Bestshoring of the ABN AMRO Packaging team & Infrastructure from Europe to India
and the successful implementation of a Radia (System Management Toolset) Infrastructure to the Aon Estate,
which covered 7,000 desktops and the deployment of 2500 applications to a £11m budget.
• Managed virtual project team (between 3 and 25 people)
• Delivered a number of projects ranging from small 30day minor changes to large 1000day + multi
system initiatives from start-up through to post implementation review.
• Responsible for the overall management and implementation of projects which includes scoping,
estimating, planning, design, development, testing and post implementation reviews
• Ensured development teams work to agreed designs and use the company specified Systems
Lifecycle processes
• Managed Issue/ Risk assessment, including financial evaluations, risk interviews and mitigation
plans
• Managed financial control of project budget for people, consultancy and hardware
• Managed the communications and relationships of all Business, IT Stakeholders & Third Party
Suppliers
• Ensured Quality Assurance processes are applied to each phase of the project lifecycle by use of
health checks, quality gates and action plans
Helen Brown
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2. Senior Lead Business Analyst 2000 - 2001
• Managed a team of Business & Process Analysts involved in Business Process Re-Engineering and the
production of Business Design Specifications
• Supported and managed the development of business requirements and business design solutions
through Business and System Analysis for projects assigned to the team
• Formulated and defined system development scope and objectives based on user needs and good
understanding of information technology, business processes and industry requirements
• Represented the programme by providing consultant advice
• Produced financial models and change control impact assessments
• Facilitated workshops with end users and system developers to provide validation and buy in for
improved efficiency
Abbey National PLC
IS Project Manager 1999- 2000
• Developed and managed a streamlined Abbey National Mortgage Offer Process
• Following business as usual requests, analysed where changes to the system are required, re-wrote
system specifications, management of development and User Acceptance Testing
• Managed assigned programmers on daily basis ensuring development achieved within timescale
• Controlled external IT relationships with suppliers to support the implementation of new IT Survey
Strategy and managed ongoing relationships through the project life cycle
• Delivered value from IT to the business through introducing new automated processes that reduce
processing times and hand-offs
Project Manager 1998- 1999
• Managed projects assigned to Business Process Re-Engineering for the Abbey National Survey
Instruction Process
• Produced Business Requirements, System Interfaces, Future State Design and System Overview
Documentation
• Developed and Managed the communications strategy between Abbey Survey Operations, Abbey
National IT and 3rd Party Software Supplier
• Managed changes, issues, risks and dependencies by applying a consistent programme methodology
Change Manager 1997- 1998
• Devised and managed the implementation of strategy to establish large scale mortgage
administration in 5 sites across the UK to enhance customer service and reduce overall cost
• Managed the introduction of automatic call distribution (ACD) systems into the new sites.
• Managed cross division, multi-functional relationships with Abbey National and with external
suppliers
Customer Relations Manager 1995- 1997
• Set up and managed 3 customer relation sites with responsibility for root cause analysis of
complaints, complaint handling and implementation of continuous improvement programs
• Established and represented Abbey National on external experience sharing / bench marking groups
to ensure application of leading edge practice for complaint handling
• Management of division budget for IT Capital and operating costs, report on expenditure, account
for variances
Earlier career involved several operational team leadership roles
KEY BUSINESS SKILLS KEY TECHNICAL SKILLS
Helen Brown
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3. Project management (PM2, GSMS, ABCD, PRINCE) Microsoft Office & Project
Third party supplier management Microsoft Visio
People management & development Lucent Call Centre Management System
Budget/finance management
Helen Brown
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