CAREER PROFILE

PROFILE

Liz is a multi-skilled, energetic and highly capable manager with a demonstrable record of delivering quality, technical and business change projects and programmes to time and budget. Accomplished in building and maintaining effective relationships to ensure successful delivery, Liz is a confident and able manager who enjoys high level responsibility. Liz is self-motivated with an excellent ‘can-do' attitude with the ability to work alone, as part of a team and as a man manager.

HOBBIES / PERSONAL INTERESTS

Club / League player of Badminton and supporter of Newbury Rugby Club

CAREER DETAIL

Jan 2009 – May 2009 QinetiQ Ltd - Programme Manager

As Programme Manager within Applied Technologies in the Strategic Department, responsible for a ‘New Venture' programme of works within the Supply Chain Security arena. My Key accountabilities and responsibilities are as follows:

• Responsible for a group of projects, 18 opportunities in total, and three are currently high priority and being pursued via the Shipley bid process, collating input from the programme team, business development, finance, legal and tax, Quality Assurance, Technical and Operations.
• Ensuring successful planning to utilise efficiently resource for setup, integration delivery and the on-going resource identification for the operation.
• Costing of the Mauritius opportunity is the priority and costing the project plan has been a large part of the role to quantify the initial budgeting to enable funding to be offered for the larger programme of work.
• Point of contact for communication and escalation for issues and risks, both at the Programme and Project level.

•  Highlight and suggest any corrective actions and interdependencies, including solution options, whilst always considering the programmes overall strategic goal. Initiating extra activities where gaps are identified and ensuring their completion

•  Governance of quality and integrity within the programme and projects via change control and regular communication.

•  Chairing bi-weekly status meeting to ensure regular contact, communication and actions are carried out.

Oct 2008 – Jan 2009 QinetiQ Ltd - Lead Senior Project Manager

As Lead Senior PM within Applied Technologies in the Energy and Environment arena, responsible for a team of six Project Managers and two Project Support Officers. My key accountabilities and responsibilities are as follows:

•  Accountable for line and resource management; including managing the teams' performance, agreeing and ensure all training needs are highlighted, coaching, mentoring and communication.

•  Accountable for and highlighting all process improvement.

•  Responsible for keeping abreast of QinetiQs Performance Management Policy.

•  Completing all aspects of the Performance Management Policy: Setting performance expectations and objectives, at least one interim review, a career and development review, and end of year appraisals.

•  Making balanced judgements on Project Managers competencies against their objectives and their level using feedback from stakeholders.

•  Developing Project Managers in line with their career and development aspirations and their ability.

•  Dealing effectively and appropriately with success and failure; celebrating, coaching, and disciplining as required

•  Managing a number of key project deliveries.

Aug 2007 – Mar 2008 British Airways Ltd – Project Lead Manager

Project Management Lead for Heathrow Operations, as part of the Terminal 5 (T5) migration from current terminals to T5, utilising the PRINCE2™ methodology as adopted by BA. Total end-to-end process management was required from project inception synopsis, mandate, scoping, planning, test, delivery and closing.

•  Responsible for the migration of four 3rd Party Suppliers from their current working locations to the newly built T5 Campus. This included moving people, process, and Office requirements including: accommodation layout, Fixtures, Fittings and Equipment (e.g. Phone, PC hardware and software, workshop fit out).

•  Lead Manager for the delivery of the process and procedure to deliver consumables and stationery, company wide, to all BA areas migrating to the T5 Campus. This large-scale project incorporated reviewing current process and procedure, planning, requirements analysis, design, development, test and validation, creation and publication of business benefit KPI's to quantify the process success and all delivered to a tight timescale. Strong stakeholder management across a matrix-managed organisation was a key indicator to the project's success.

Oct 2005 – Mar 2007 Vodafone Ltd - Programme Portfolio Manager

As Programme Portfolio Manager I had overall delivery responsibility for multiple projects, varying in complexity, timescale and budgetary requirements. My key accountabilities were:

•  Responsible for a group of projects, ensuring successful delivery of planning, efficient resource use and delivery, creation and publication of business benefit KPI's to quantify success.

•  Management of the Portfolio budget totalling £17m incl. regular reporting to Senior Management team and Board level

•  Budget Challenge management, decision making and reporting

•  Single point of contact for communication and escalation to resolve issues, implement corrective actions, manage any interdependencies, including solution options of both tactical and strategic, whilst considering Vodafone's strategic plan and ensuring completion

•  Responsible for ensuring the Governance of quality and integrity within the programme and projects via change control

•  Interfacing with the technical departments, other programmes and Vodafone business units in a Matrix environment

•  Initiating extra activities where gaps were identified and ensuring their completion

•  Mentoring and advising via regular status meetings

•  Established, managed and influenced effective Stakeholder Management and presented at board level

•  Managed 3rd Party Suppliers

•  Security Clearance to work with HMG to enhance a stream of work being delivered.

•  Deputised as Delivery Manager during periods of absence

Jul 2005 – Oct 2005 Vodafone Ltd - Delivery Manager

Delivery Manager for Core and Transport, as part of this role my key accountabilities were:

•  Manage a team of 6 Vodafone and 26 Contract project managers across the Core Network domain providing mentoring and coaching

•  Manage the delivery of key project activities

•  Set up and create work packages for key project activities

•  Manage the Core Network budget totalling £129m and reporting spend

•  Manage the future FY forecasting process for Core Network budget currently £200m +

•  Ensure resource availability for all work packages including the procurement and management of external personnel if necessary

•  Ensure the resource capacity planning process for Core and Transport is monitored, managed and advertised both internally within the department and across all touch point business areas

•  Ensure the achievement of the Core Network Domain for all New Capability Development and New Product Development by reporting progress and achieving business benefit kpi results

•  Establish, manage and influence effective stakeholder and supplier management

Nov 2003 – Jun 2005 Vodafone Ltd - Project Manager

Responsible for a number of projects and a European programme of work, all project and programme tasks were undertaken and included internal / external stakeholder engagement and management whilst actively participating in the change management process and procedures. Reporting to the Delivery Manager my key deliverables were:

•  Programme Manager Nortel PS Core WG, Global Lead OpCo (Programme Budget £6.7M)

•  Hardware and traffic migration as part of Network Simplification Programme, delivered as a work package (Budget £700K)

•  Project managed hardware, software and traffic migration and release project (Budget £1.5M)

•  Work package managed resource and delivery of software migration - New Capability Development Project

•  Project managed a feasibility study of work to investigate an alternative vendor supplier

•  Project managed hardware and software upgrade at Southampton and Kings Cross (Budget £1.5M)

•  Work package managed the hardware installation, migration and integration for an Enhanced Security Project.

•  Project Manager for System Integration Programme including data migration and release management (Budget £34M)

Sep 2001 – Oct 2003 Vodafone Ltd - Problem Manager

Working within the Service Management Department in Technology Operations, the key accountabilities were :

•  Improving Service Quality by a review meeting of all interested parties.

•  Highlighting an understanding of the issue, its impact to the business, attributing root cause and actions necessary to resolve underlying causes of incidents and removing repeat failures.

•  Delivery of permanent solutions by ensuring tasks were assigned and managed by involved areas of the business and support arenas to service affecting issues and offering continual improvement.

•  Promoting a proactive and customer service minded approach to all staff servicing for internal, external and third party customers, with a view to improving customer satisfaction levels year on year.

•  Stakeholders included Billing, Corporate and all back office new and legacy products.

Oct 2000 – Aug 2001 S1 (EMEA) Ltd - Service Account Manager

S1, an Internet eCommerce service provider for international financial institutes, including data centre hosting as a facility.

•  Acted as first point of contact for the client, ensuring customer relations remained paramount.

•  Responsible for problem management, issue management, service level agreement and reporting, batch scheduling and facilitating change control on behalf of the client.

•  Created the business process flow and procedures for incident and problem management, which conformed to the principles and practice set out in the Information Technology Infrastructure Library (ITIL).

•  Involved, at a management level, in the creation of other business processes including change control, service level agreement creation and reporting mechanism, and business tool evaluation.