ResFunct8nid

SSTEVENTEVEN DDUHIGUHIG
Highly versatile management professional with a proven record of significant accomplishments, based on continuously
progressive responsibilities including large-scale cost avoidance resolutions. Service oriented project leader with
exceptional expertise in acquisition, budget control, application development, process and problem solving and change
management. Built and motivated cohesive teams while achieving aggressive goals on an impressive scale.
• Leadership, appraisal and team development
Interpersonal Skills Communication and Diversity
• Independent adjudication decision-making
Problem Management and Project Troubleshooting
• Acquisition, procurement, inventory and asset management
Labor and Finance Resource Utilization
• Vendor contract management
Technical Manual, Legal Writing and Visual Presentations
Microsoft Office, WordPerfect and Desk Top Publishing
• Corporate configuration and document management
• Process and workflow engineering
• Training (IT applications, IT ergonomics and soft skills)
Finance Accounts Payable (SAP and PeopleSoft
User)Initiating 19 Quality of Work Life Committees
• Interpersonal communication and diversity
• Problem management and project troubleshooting
• Labor and financial resource utilization
• Technical, legal writing and tribunal presentation
• Finance (SAP and PeopleSoft)
• MsOffice, Outlook, and desk top publishing
• Database and user interface design
Key Accomplishments
(UK) = BRITISH GOVERNMENT, (VZ) = USA VERIZON, (DHHS/SRA) = USA CONSULTANCY FOR FEDERAL GOVERNMENT
Leadership and Resource Management
• (UK) Unexpectedly assigned a new reserve clerical team of mixed abilities which contained one challenging
“unwanted” individual. Aggressively worked with him to raise his quality so that he subsequently became a Manager
in his own right.
• (VZ) Assigned a team of four highly assertive talented and capable leaders with overlapping sense of responsibilities.
Leadership course introduced them to the effect of stress on personality traits. This resulted in an enormous growth in
mutual respect and the highest reputation for troubleshooting others problems and difficult effective deliveries.
• (VZ) Inherited a team of highly specialized system engineers, responsible for 50 systems which supported several
functionalities in multiple product lines and services. Analysis of each individual’s skills highlighted some conflicts
with their job description. They themselves resolved competency issues and openly supported each other for the
benefit of the whole team. Ensured that all customers had a clear road for escalations and established formal pairing
of team members to support each other during their absence or over commitment.
• (VZ) Maximized system availability and enabled 100% visibility of major engineering equipment in the field.
Achieved rapid development objectives for the corporation within budget. Jointly spearheaded and implemented 14
major multiple releases with an additional 21 equally critical system upgrades during 2007. These had to be
performed within the lab, production and disaster recovery centers. Many high value services including FiOS were
deployed without any adverse impact to any product line or services. Increased team from 3 to 7 carefully
supplemented and strengthened their skill set areas. Rated as “Exceptional” on appraisal as a result of these
achievements.
Process Engineering
• (UK) Determined there was no need to carry out home visits on the majority of bona-fide claims for one time
government payments, and introduced a brand-new process with new custom mail forms to enable statutory
entitlements to be made within the office. This significantly reduced home visiting costs. Successfully audited by the

Steven Duhig resume Page 2 of 5
UK Chief Adjudication Officer, a very similar process was adopted nationwide.
• Invited to the Departmental (Social Policy) School at King's College Cambridge as an expert on this subject. Rated
within the top ten students and invited to join Private Office and to take up study at Brunel and York Universities.
• (VZ) Configuration item dependencies and relationships were base lined as the basis for corporate configuration
management. As a result all changes to versions, releases and revisions in engineering, data communications network
and operational support systems were recorded in as much detail as necessary to avoid adverse customer impacts.
This had never been achieved on such a scale in the U.S telecommunications industry before.
• (VZ) More than 20 points of purchase were consolidated into one new system, duplicate purchases and their storage
requirements were avoided and a consistent price approach ensured.
• (VZ) A single point of delivery was introduced and the loading dock itself managed for internal customers. Ensured
that delivery was constantly tracked for the customer and that deliveries were not turned away because of the local
residential truck curfew.
• (VZ) The team introduced an entirely new document management process and tool to customers and became the
single point of contact for all types of documentation produced both internally and externally. A new workflow
process was introduced, together with a high quality hard copy storage area and state-of-the-art document hyper-
linking and version control. Three separate document repositories under development were re-formed into this new
document library for all new and pre-existing internal categories of document and included graphically interactive
flow relational diagrams and (where copyright permitted) external vendor documentation.
• (VZ) A new process strategy continued to enable rapid critical purchases, and also satisfied new post-merger process
requirements. New group-specific Statements of Work were drafted and a compromise process introduced to avoid
adverse impact on legacy contractual commitments.
Vendor and Contract Management
• (VZ) Identified an apparent $7m shortfall due to incorrect license-type interpretation. Legally correct interpretation
of an FCC requirement was updated. This enabled the correct use of wider corporate contracts already held and
avoided unnecessary cost. Similar contracts were subsequently consolidated with significant cost economies of scale.
• (VZ) Defined contract scope, pricelist options and negotiated reasonable cost effective approaches with multiple
vendors. In particular, declined to pay $500k per annum for additional 7x24 simple telephone advisory support
while warranty fix coverage still applied and actual fixes remained chargeable in any case.
• (VZ) Reduced first year’s (network-element-type based) outlay for surveillance system, engineering deployment
based, right-to-use licensing by $250k per annum on a growing network and set a much lower cost precedent.
Impact Analysis and Change Management
• (VZ) Identified the need and scope of responsibility for high-level change management impact analysis team
representatives. Chaired their weekly meetings, ensured analyses were completed on time notified completed change
results semi-automatically back to all interested parties.
• (VZ) Maintained the record of relationships and dependencies between all corporate configuration items within the
engineering, operational support system, data communications and administrative networks.
• (VZ) External vendor product change notice and system fix (pre-change request) approval workflow managed.
• (VZ) Ensured that a change request could be raised accurately with a minimum of effort so that all interested parties
including external vendor suppliers would be notified of the change. This was so that each organization could
identify any adverse impacts and take into account all changes in their future development programs.
• (VZ) Combined changes into official release programs aligned with major external vendor release programs.
• (VZ) Provided online change status reports release letters (defining all change dependencies) and release asset
Website: http://www.linkedin.com/in/stevenduhig
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relationship timeline for executives and external vendors to see precisely what corporate changes were coming. This
highlighted functional and resource risk factors for each deployment.
• (VZ) Full system integration lab change content made available included test results and test progress status etc.
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Requirements Gathering and Application Development
• (VZ) Identified all corporate change processes. Gathered specific change management database requirements from
contract managers, operations, information technology, change control board, laboratory management, engineering
and all other impacted interested parties included project, and release management.
• (VZ) Gathered system requirements and, where appropriate, developed with external vendors for the following:
o Change request, product change notice request and interactive workflows for change management.
o New acquisition forms and reports for information technology hardware and software purchase
tracking and IT asset inventory system.
o New content for GlobalDoc corporate document management system introduced (to include, and
hyperlink, all three internal document types with the facility to import most external vendor material).
o From senior management, operations, engineering and IT reports for a new configurable approval
system.
• (VZ) Consolidated Verizon Core, former MCI, and pre-merger Verizon Business organization requirements, enabled
a seamless consolidation of pre-merger acquisition and workforce costing processes.
Finance, Asset and Budget Management
• (VZ) At one time our group had to raise all its own software contracts. The contract writers were held to be
responsible for overseeing that operational software use was correctly covered by licenses. The contract writers were
not connected to change or asset management and so had no way of knowing what systems were in use, or changed
unless the impact was pointed out to them by a PM. Operational system owners and administrators were not always
privy to the detailed operational meaning of the contract content either. A new point of expertise was established to
interpret and coordinate all IT operational licensing requirements necessary for liability compliance.
• (VZ) Inventoried and checked all licenses against contracts held, audited software in use and established release by
release detailed impact/requirements. Ensured that all additional licenses were properly purchased and activated.
• (VZ) Achievements include centralized acquisition and asset management. A particularly efficient large scale sale of
surplus IT equipment was made to staff and merited direct compliments from the Executive Director. This exercise
was part of the manhandled disposal of over 5,000 cu ft of equipment.
• (VZ) IT configuration management recorded 200 systems valued at around $100m within three data center server
software environments to fix level and license type. A software library was established. The first full IT inventory
resulted in an accounting adjustment of $5m. Team nominated as finalist for the highest Verizon Excellence Award.
• (VZ) Determined new correct activity definitions for labor effort so that capitalization of workforce costs could be
increased from 1% to 65%. Correctly defined new essential IT workforce expense activity deemed essential to
support of network operations customers for the first time.
• (VZ) New, group specific, “fixed deliverable” statements of work implemented for three organizations.
Presentation, Training and Technical Writing
• (UK) Trained and experienced in interviewing and home visiting included fraud recognition and conflict resolution.
Experienced in writing legal motions and public presentation to engineers, medical practitioners, IT technical
professionals, tribunals and senior judges.
• (UK) Supported and trained 80 first-time computer users. Training included; workstation ergonomics to European
standards, basic hardware, peripheral maintenance and keyboard use for data entry for multiple new custom software
applications. The result was formal acceptance of 2 small local networks and 4 critical systems, ahead of schedule.
• (UK) Wrote detailed job aids and easy maintenance procedures for system workstations and peripherals. Recognized
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for achieved uninterrupted customer service through introduction of a supporting manual process in parallel with
special system maintenance procedures for the extremely volatile new Social Fund system network.
• (UK) Drafted the tribunal Judge President’s responses to address all complaints from any correspondents in England,
Scotland and Wales made by the public directly or through: Members of Parliament, Secretary of State for Social
Security, Prime Minister or Her Majesty’s Private Office.
• (UK) Successfully commissioned a professionally produced documentary and instructional video of a tribunal, co-
wrote the script, training material and coordinated location facilities.
• (VZ) Carried out process and application training sessions for configuration and change management users.
Advised, supported and wrote all user and system administration guides.
• (VZ) Hosted regular team meetings with training agendas for greater technical project/program shared understanding.
Used basic graphical matrices and timelines to enhanced team communication skills.
• (VZ) Trained a group of 30 Users to correctly apply their activities to their time sheets and used both multi-media
PowerPoint and formal class training sessions. Produced regular informational multimedia presentation updates.
• (VZ) Presented training on all aspects of finance work for the four weeks immediately before departure from Verizon
Business. Included project analysis and its impact on their new “Fixed Deliverable” Statements of Work.
• (Business Consulting) Studied and achieved IT Projects and Contract Management Principles & Practices
certification.
• (DHHS/SRA) Identified DHHS (DESOM & HRESM) legacy system process issues and weaknesses.
• (DHHS/SRA) Initiated effective change, program, release and prioritization management processes and tools.
• (DHHS/SRA) Developed change control board process charters, change requests and prioritization documents.
• (DHHS/SRA) Defined change metrics and contributed towards a new over-arching governance model.
• Directed, produced and mostly edited a full length movie of an amateur stage production DVD set of “Les
Miserables”.
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