•  Profile

Francesca is a senior business analyst with over ten years of experience, gained in Corporate and Government sectors. She has strong business analysis and delivery management skills and is confident of working and conversing at all levels. She has full project lifecycle experience using standard industry tools and methodologies, including Enhanced Telecom Operations Map [eTOM], I.T Infrastructure Library (I.T.I.L.) and Prince 2 standards.

Francesca is a team player who is committed and focused and has an ability to think on her feet and outside the box to deliver a solution that aligns business capabilities to the technical capabilities.

•  Business Skills

•  Technical Skills

WORK EXPERIENCE

British Petroleum (BP): Business Analyst (Contract) Aug 2008- Current

My role at BP was to define processes, governance and organisation for shared services, I presented options and best practice recommendations that then assisted in the communication and implementation of the proposed shared services. I also confirmed the MOSS functionality to the service line in the context of business requirements and I determined a relevant roadmap to bridge the gap. This role involved:-

• Analyse, design and baseline the processes, governance, roles, responsibilities, organisation, and integration protocols.
• Analyse, design and establish the functional requirements for the technical services for the early adopters of the first MOSS service line, piloting the concepts and generic processes which have been developed for the Services Framework and agreed governance and integration over split of functionality between shared services and the applications, ensuring that the applications are developed and delivered in a timely manner to meet business requirements.
• Assisted in the establishment of the rolling demand plan for the consolidation of the tiered Shared Services Solution.
• Delivered functional requirements for the initial MOSS based early adopters
• Engaged and agreed with stakeholders how the gap between the service and business requirements will be met.

AOL Broad Band (Car Phone Warehouse) TSA Project: Business Analyst (Contract) Nov 2007- July 2008

The TSA (Transitional Services Agreement) project was to establish AOL Broadband as a fully functioning trading entity from AOL Inc. This role required my experience within the ISP/Telecoms industry with my working knowledge of eTom & ITIL.

•  The role involved scoping, investigating, evaluating and defining the exact nature of process and systems changes that arose from the implementation of new systems within AOL Broadband. The main system being DiseMP from Martin Dawes.
•  Responsible for Revenue Assurance & Marketing ‘end to end' processes. I produced detailed Billing, Cash & Banking, Credit & Collections, AOL BB online portal and the customer facing self-care portal processes to an eTOM level four detail.
•  Conducted workshops to establish and map the ‘to be' processes & the impact of system and cultural change.
•  Worked with the System Architecture, Revenue Assurance team, Vendors, Testing and other project teams to determine interim and ‘to be' processes. Also documented the Incident Management support processes, which required 3rd party supplier liaisons.
•  Provided subject matter expertise through out the software development lifecycle.

Vodafone – HQ: Senior Business Analyst (Contract) Feb 2005 – Oct 2007 

Whilst working for Vodafone I have delivered numerous work packages for enterprise and consumer including those in network security, device management, product, marketing, customer experience and retail.

•  Working on these projects enabled me to demonstrate and deploy a comprehensive range of tools and techniques including requirements capture in DOORS, use cases in Visio and processes in ARIS.
•  I produced business processes for Next Generation Voice Mail (to re-platform Vodafone UK voice mail). This included processes to operate, support and manage NGVM according to ITIL ( Information Technology Infrastructure Library) standards. I also produced a gap analysis against legacy requirements versus target requirements for vendor selection.
•  As part of a major CRM programme I carried out extensive customer facing process mapping and requirement gathering by facilitating numerous workshops and interviewing business representatives. Demonstrating quality and cost benefits in a demanding timeframe. This was based on eTOM (Enhanced Telecom Operations Map) framework and had a six sigma influence.
•  Carried out gap analysis on reconciliation between Vodafone's event rating and charging systems. I had to resolve reconciliation issues and obtain ownership of these. I then developed and documented a process for the reconciliation after an information gathering exercise. I supplemented this with a plan for improving the current situation following the reconciliation audit. This resulted in system configuration updates and Sarbanes Oxley compliance.
•  I managed and developed extensive use cases, processes, entity model and data flow diagrams that incorporated the complexity of the end-to-end processes for the Vodafone Application Services and associated Mobile Applications. I had to assimilate vast information for the integration of 3 rd parties supplying mobile applications and produce evolving processes aligned with BPMN (Business Process Modelling Notation) standards. This was a high profile project and Accenture based their work on my business design document.
•  My last project was working on Vodafone's ‘store within a store' project in partnership with Dixon Store Group International (PC World) to provide mobility solutions for small businesses. As part of this project I have been responsible for delivering processes for store build, sales, provisions, returns and stock replenishment and distribution. This involved workshops with DSGi and working on site in the store with the client. This was another high profile project as it was part of Vodafone's winning in the market strategy.

Metropolitan Police: Business Analyst / Business Process Development. (Contract) May 2004 - Aug 2004

Metcall was a large-scale programme developing and implementing new processes, technologies, culture and structure for the Metropolitan Police. Command and Control functions and emergency services have under gone intense re-engineering to provide a communication service to meet London's increasing needs.

• Developed support processes and gathered requirements, by conducting individual interviews with business owners. I process re-engineered this area to provide a more flexible, efficient, multi skilled and centralised approach with interim processes, as transition was imminent.
• Responsible for the quality control of Standard Operating Procedures for Operations.

Slough Borough Council: Senior Business Analyst / Project Manager (Contract ) Oct 2003 - Mar 2004

The Slough Borough Council project was to improve the general competitiveness of local business within the wider marketplace and to provide a method by which they could increase their opportunities for conducting business with the Council. To achieve this, the ‘Supplier Portal' system provided visibility for their goods and services and provided information to SMEs to help respond to tenders, competitive quotations and fulfil pre-requisites.

•  As part of this programme, I managed the E-enablement project for the IT department with responsibility for the use of e-procurement and e-commerce amongst Slough's Small and Medium Enterprises (SMEs).
•  I also ran focus groups and interviews to develop a procurement strategy and recommendations.
•  I worked closely with the 3 rd party supplier in the development of the portal and its functionality after I produced and published the functional specification.

Westminster City Council: Business Analyst (Contract) Mar 2003 - Oct 2003

This role involved Business Process Re-engineering specific council departments; I focused on Development Planning Services.

•  I organised and lead workshops and conducted interviews to model the current processes and to collate the required data.
•  Using the Casewise corporate modelling tool, I was able to document the processes and then facilitate the development of the agreed vision with business users and management.
•  I also worked on the production of the Business Case, which identified opportunities and quantified the savings that will be realised by the solution.
•  In addition I completed individual pieces of work in the areas of Building Control, Trading Standards, and Libraries. This work demonstrated areas of business efficiencies, cost savings and benefits. 

Slough Borough Council: Business Analyst / Project Manager (Contract) Jul 2002 - Feb 2003

This role involved combining the skills of business analysis and project management on numerous E-Government projects using the Prince Methodology.

•  I was responsible for the documentation of standards, procedures, issues, plans, deadlines and milestones.
•  I liaised with all levels within the council and prioritised workloads.
•  Delivered and explained user requirements to the technical project manager for technical designs.
•  I used workshops as a change management tool, communication vehicle and as a method of understanding user requirements.
•  The role also included the production of feasibility studies, process maps and functional specifications.
I was also responsible for implementing a packaged application for Social Services department, after an extensive requirements gathering exercise.
•  My other role was in designing a new business area called Supporting People and had to develop processes and procedures to fit new Government legislation. I owned the functional specification and managed the tendering process with third parties for the project, which lead us into bench marking against other authorities and evaluating suppliers. This was achieved within a very demanding time frame and cost. 

Rural Payment Agency : Business Analyst (Contract) Jul 2001 – Jan 2002 

Within the Rural Payment Agency, existing processes had evolved organically and formal BPR was necessary to increase efficiency, highlight savings and provide better customer service.

•  This role involved the Business Process Re-engineering (BPR) of several Common Agricultural Policy schemes operated by the Rural Payment Agency.
•  Worked with the Operations Development Team to produce the Statement of Service Requirement (SSR). This involved developing a business vision, gathering and recording business requirements and producing various models.
•  I was responsible for all aspects of the redesign, including high-level data models, data flow diagrams, function hierarchies and process models. I achieved this by facilitating the BPR workshops, interviews and document reviews necessary to achieve a comprehensive and accurate requirement catalogue.
•  I was also directly involved in Design Integration. A task that detailed the specification for the logical design of the work packages and also identified and documented the business issues for progression in Tracker, an issue management tool. 

Siemens Business Services - Home Office : Business Analyst (Contract) Jan 2000 – Jan 2001

This was a large-scale project to provide the Immigration and Nationality Directorate (IND) with an IT based system to support the immigration application process. The objective was to increase efficiency in order to reduce the time taken to process new applications and tackle the considerable backlog of existing ones. This initiative encompassed the re-engineering of all aspects of the IND's business processes and the development of a complex IT solution to support it.

• I investigated and modelled the many disparate existing processes and subsequently designed more efficient cohesive procedures.
• Developed definition and documentation of new user roles and job descriptions. This work was achieved by a series of structured interviews with business users, combined with floor walking and analysis of the existing legacy systems to produce both data and process models.
• Oracle's Designer was used to capture all documentation and I lead the standards that were adopted for its use.
• I also used a simulation tool called Witness, to model business processes, to provide simulations to demonstrate different scenarios and outcomes within areas of the business to achieve a successful migration to different working practices and locations.
• In addition to this I was also responsible for undertaking a gap analysis for other areas of the organisation to determine how the existing processes could be supported by the developed IT solution, which involved an in depth understanding of the system design.

British Airways World Cargo, CRISALIS Project: Business Analyst (Contract) Jun 1997- Oct 1999

This was a large-scale Business Process Re-engineering project, set-up to implement a new cargo revenue accounting system. It involved the integration of a third-party package with a bespoke Data Management Layer (DML) that was designed to provide interfaces to existing legacy systems. The project was based on a phased implementation strategy and I was present for the full project life cycle.

• I developed current and future business processes for Interline, BA's system for sub-contracting cargo. I achieved this by a series of structured interviews with business users combined with interactive workshops.
• In addition, I undertook the high-level assessments and detailed analysis of legacy data to provide requirement specifications for the DML.
• I derived and specified interim manual processes required to bridge gaps in functionality of the various phased releases.
• I produced the Standard Operating Procedures and prepared and delivered all of the requisite training materials.
• I was involved in defining the scope of each of the phases and tracking the milestone progress.
• I also implemented the procedures for quality and change control required to meet the strict audit requirements.

Safeway Head Office Jan 1996 - 1997

Creation of product promotions, setting up new lines, own label development and range updates on the in-house system. Cost and retail analysis and KPI reporting.