Lloyds Banking Group, Commercial Servicing Lab – Integrated Service Centre (ISC)May 2019 - Présent
* Planning and managing the delivery of Voice ID and BB (Business Banking) IVR (Interactive Voice Response) improvements with Scrum Team. Using CMT (Change Management Tool)/Clarity including Work Requests, engaging with business stakeholders to plan and cost manage this change. Email, Text and Voice changes. * BB IVR Improvements covering tuning, IBH (Internet Banking Helpdesk) call routing and Grammar changes.
MBNA Integration Programme migrating Credit Card Statements and Non-Statements to LBG* Engaging with Senior IT and Business stakeholders to plan and deliver the integration of Credit Card Statements and Non-Statement Documents and Images from MBNA systems over to LBG systems. I worked across various Business workstreams and IT platform teams to lead and deliver this transformation project. * Scrum Master for Card and Loans Hopper Projects. Project Planning and Processes* Project planning, PMO, budgets/costs, RAID log and Change Requests, CMT (Change Management Tool). * End to end migration reconciliation, Dress Rehearsals, SOE's (Schedule of Events), implementation. Clarity tool for resource planning, external non-labour costs (infra and vendor 3rd party staff). Use of JIRA and Confluence. Working closely with Business Lead PM's and BA's, SME's, Lead Solution Architects, Security Architects, Security Advisors, Infra Delivery Managers engaging with delivery platform teams such as QA, SIT, UAT, FT, NFT, ADM, and Service Introduction (route to live) including warranty Gateway and Governance. MBNA Credit Card Statements* Successfully delivered the integration of MBNA Open Statements (annual and monthly) which was critical path for the whole MBNA Programme as Customers needed to see their Statements on-line (Digital) after the main migration event. I worked with various cross platform teams and business workstreams to make this happen; which included updates to BaU applications systems and infrastructure uplifts required with the additional load of new MBNA Customers. Connect Direct used to deliver data from CFS (Central File Store). * Statements requiring ETL (extract transform load), data Ingestion and meta-data enrichment for open statements only into the BaU systems for on-line Customers. * Planning and delivering of the 9 years of annual and monthly including affinities brands Closed historic Statements integration solution. Procured licences and agreed budget costs for 2 new systems to host historical archive statements with new infrastructure and build and installation of vendor products (CDMS Streamweaver Clone and E2Vault Clone). I integrated these 2 new systems into LBG's environment using full RTL project life cycle, delivering in-time for live migration event. Conducting UAT with the Business. * Detailed planning the transfer of AFP/JRN files from CFS for Ingestion using Connect Direct and JIRA Tickets.
MBNA Credit Card Non-Statements Documents* Planned and successfully delivered Non-Statements documents migration and integration from MBNA across to LBG FileNet system which required ETL with ingestion and meta-data enrichment per doc class. Working closely with the Business to also understand the impact on defects found and fixed. UAT with the Business. POC conducted for NetApp Storage and initial ingestion solution with setup of object stores, followed by new infrastructure to process documents for ingestion, mime utility, SQL Server and ICC Servers. Full RTL environments used to deliver this solution, including the planning of the transfer of files from CFS to FileNet for Ingestion. Front Book CCA's implemented in FileNet as Acquire system being decommissioned. * ECM (Enterprise Content Manager) 14 Doc Classes encompassing 120+million documents. POC conducted for NetApp Storage and setup of object stores, followed by new infrastructure to process documents for ingestion, mime utility, SQL Server and ICC Servers. RTL environments used to test and deliver this solution. * CCA's (Credit Card Agreements) from MBNA across to Oracle Staging area requiring ETL across to the FileNet solution developed for Ingestion and enrichment. This was for 20+million documents 4TB of data.
Lloyds Banking Group, GOFESeptember 2015 - December 2017
GOFE (Group Operations Functions and Enterprise) - Group Corporate Affairs/Responsible Business* Engaging with IT and Business senior stakeholders and accountable for £ 1m budget across portfolio of 7 different GCA/RB projects. * Working in an Agile project methodology user stories, iterative/build/test/release cycles. * Use of Agile Scrum and Waterfall methodology and specific LBG IT governance to pass various Stage Gateways as part of the Project Life Cycle. * Vendor management with Business in selecting proposals and implementing 3rd party products including SaaS solutions.* Working with software agencies, consultants and 3rd party vendors/partners to develop, integrate and deliver for the Business. * Project planning aligned with budget management, RAID log using CMT (Change Management Tool). * Use of Clarity tool for resource planning, external non-labour costs including project costs. * Working closely with Lead BA, Lead Solutions Architect, Security Architect, Security Advisor, Infra Delivery and Solution Managers engaging with delivery platform teams such as QA, FT, NFT, ADM, and Service Introduction and Service Delivery including warranty Gateway. * Close involvement with Business Managers on identifying the Business change for their applications. * New Digital Preservation project for the Archivists team which followed full Route to Live (RTL) environment setup housed internally with service delivery implementation. * Project list include: Digital Preservation, Delegate Registration Management System, Volunteering Management System and Responsible Business Data Management, Talk on-Line, CALM Archivist database and Helping Britain Prosper website.* Delivery of smaller websites.
Solvency II Programme for Risk and Capital functions - Project managed multiple projects currently using the Agile methodology, lead from Group, engaging with all Global Markets The project followed standard Agile Scrum delivery protocols and procedures throughout the delivery, benefitting from the expected agile practices such as close team working with direct business SME access with the efficiencies this brought. The evidence management system was delivered across 8 global markets and the group actuarial system was successfully delivered across 34 global markets in Sharepoint intranet environment. • Successfully delivered multiple IT projects using the Scrum Agile methodology ensuring all projects conform to the IT Aviva framework • Ensured system requirements and robust plans were in place to deliver the Workstream outcomes and that these were bought into by all Stakeholders and actively managed • Managed projects from inception planning, requirements capture, creation and management of backlog, sprint planning, story completion, daily scrums, demo/reviews, retrospective look ahead’s and release management • Worked closely with the product owners to capture and manage the Stories in the Backlog as business processes (Solvency II) evolved, designed and agreed. • Conducted workshops to prioritise the backlog stories based on business needs and estimation based on story points (relative) estimation • Being proactive in responding to ad-hoc change (business processes) being introduced by the Business. Managed solution architects to produce solution designs for scalable and functional solutions. Co-locating off-shore development and testing teams • Governance planning and tracking involved regular reviews of the Plan and Product Backlog with Product Owners. Managed project plans, risks and issues using the CARDI Log (Constraints / Assumptions / Risks / Dependencies and Issues). • Liaised with Product Owners to agree Sprint alignment to Releases • Worked closely with third party suppliers for WO (Work Orders) and PO (Purchase Orders) • Ensured budget in-place for additional resource and continuation of current project demands • Certified systems solutions were documented to be supported by Technical Solutions Delivery Work stream / Group IT. Transition into BaU • JIRA for managing Agile projects – Backlog, Story Boards, Sprints, Velocity tracking etc. • Used Avivaworld Project Team site (Sharepoint) for Backlog, Sprints, Story Boards and documentation, standard project communications – WebEx, Excel & PowerPoint • Training and support activities including resourcing agreed as part of the planning process • Close collaboration with the regulatory delivery team to ensure that robust delivery plans were in place and with specific markets to obtain buy-in to the system process • Worked closely with the release management team for implementation and rollout of releases to Group and Markets including deployment live commissioning (certification) Solvency II Projects 1. Economic Capital Model Evidence Management System (ECMEMS) within the Solvency II Programme providing the Risk and Capital functions with an Evidence Repository that supports Solvency II functionality for Weaknesses & Limitations, Model Change and IoE (Inventory of Evidence) item fulfils one or many Regulatory requirements. System is used by IMV (Internal Model Validation) and IMJ (Internal Model Justification) business teams globally. The system generates the SAT (Self-Assessment Template) for the PRA (Prudential Regulatory Authority). 2. Group Actuarial Submissions Site (GASS) - a global system used by Markets – Group Actuarial sets up and publishes Milestones based on Submission Cycles and Types across Reporting Periods for Non-CATC and CATC Business Units (BUs) to meeting Group Milestone deliverables. The system provides the BUs visibility of relevant Group activities, providing a more coordinated and comprehensive view of cycles related to the production of Economic Capital. 3. SF&PIM (Standard Formula and Partial Internal Model) Upgrade Project: The current SF and PIM calculation process is manual and human intensive with minimal controls and audit. The calculation spreadsheets are published periodically by Group, and Group receive BU results by emails. As part of this upgrade project a layer of controls over the Excel SCR calculators will be delivered. The solution will retain the core SCR calculation in Excel considering project delivery costs/timescales and Finance/Actuarial preference. The final solution will deliver a robust global solution, across all Aviva business units, with automation and better usability. Current project IT team consisting of 12 using the off-shore and on-shore model, with 9 based off-shore in Bangalore and 3 (BA, Technical Lead and Solutions Architect) based on-shore.
RSA (Royal Sun Alliance)January 2012 - September 2012
Project managed business change, delivery and implementation of the TP2 transition project to a new mid-range environment. * Planned project change releases across different RSA sites in the UK including and Bangalore, ensuring BAU is not affected. Defined project and implementation approach per release and walk through with key IT and Business Areas and business engagement group. Followed the Gate phased approach ensuring essential Gates are met and passed with use of entry and exit criteria working closely with PMO across each of the project life cycles.
Managed complex business change project, the Archiving and Decommissioning (retiring) of Retail Business Applications; harmonising the Business and IT landscape. Close involvement with stakeholders in all stages of the project lifecycle.
Project managed Application development for Reach Skills. Identifying and gathering requirements from Users using Issue Manager Software tool for the Phase II release IT issues, finding appropriate solutions.
(4 years - Associate Director) KEY ACHIEVEMENTS • Close involvement with stakeholders in all stages of the project lifecycle to ensure that key project/application milestones are met, providing regular updates on progress, risk and issues logs. • Managed and implemented various projects (Applications) including new functionality for different business streams across 3 different global regions. Managed resources across different global regions, including managing development and support teams on and off-shore. Experience of managing third party suppliers. Conducted UAT for owned projects. • Managed data migrations integration projects, closely liaised with the business including testing, sign-off, dress rehearsals and go-live implementation planning including command and control for weekend migrations. Managed development teams from 4 to 16 in sizes depending on project size. Responsible for development of OTC Equities Settlements and Confirmations projects in a F2B (Front to Back) environment. Use of matrix management structure to achieve deliverables. • Developer for OTC Equities back office team – Unix Sybase.
Oracle, Microsoft SQL Server, Sybase
Microsoft PowerPoint, MS Office (Word, Excel, Powerpoint, Outlook), MS Project, Microsoft Excel
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