Working within the Unsecured Credit Risk team my main responsibility was to provide Project Management support to the Basel II Modelling team during the sign off process of model Annual Review's & Re-builds. I saw the sign off of two of the material models through all the required committees (RBRC, RCC, GCRC & GCC committees) . Support activities I provided included the following ;
o Set up of project documentation including TOR, ARIAD Log, Project plan, Contacts list, Availability sheet, Budget spreadsheet. This included getting these documents initially approved by stakeholders & then baselined.
o Regular communication with Retail IT & Group Representatives to ensure that the Business timelines tied in with Group & IT resources & timelines, ensuring that dependencies & milestone dates were clear on all sides.
o Regular update & monitoring of project plans & capture of minutes/actions, challenging where necessary.
o Set up of the kick off meeting, regular progress update meetings & ARIAD review workshops.
o Attendance at key workshops with external Consultants (Oliver Wyman) to capture consultancy input into the annual reviews.
o Provided cover for the Senior Project Manager at various meetings during absence.
o Provided support for Fraud Transaction Monitoring System (FTMS) project by producing project plans & product descriptions (PRINCE2 format) & captured minutes at meetings.
o I also provided ad-hoc support to the Decision Science department;
▪ Liaised with various internal contacts to arrange transfer of Fraud data to the Modelling Environment / server for Credit Cards & Cheques. Then arranged a follow-up session to discuss data quality.
▪ Vendor Evaluation – Designed website for vendor evaluation & liaised with website administrator to get these put in place. Produced a vendor evaluation questionnaire for evaluating vendors & for adding to the website.

Captured requirements for the MI workstream & co-ordinated feedback on these from various stakeholders & incorporated feedback into the requirements & then arranged for approval. Regular communication with stakeholders during this stage of the Programme was vital. I produced a resource forecast for the MI team which was done with the help of MS Project & also Excel. Arranged invoice approvals & maintained a financial tracking spreadsheet of actual v budget. Produced & updated the Programme plan & produced extracts from it for the Steering Committee, where I also captured the minutes & actions. Produced & updated a Programme Roadmap for general circulation to stakeholders to communicate progress updates. Maintained a change request log & co-ordinated feedback on impact analysis from other stakeholders prior to submission for approval. Analysed the RAID log (Risks, Actions, Issues & Dependencies) & followed up on outstanding actions with action owners. Collated workstream status reports into a Programme status report, pulling out the key milestones & Risks/Issues etc. prior to submitting to the Programme Manager for discussion with the Programme Sponsor. Co-ordinated requirements gathering workshops & playback sessions with suppliers for all workstreams. Also provided ad-hoc duties such as scribing at meetings & diary management when required.

(incl. 4 months maternity leave)
Working on the DWP (Department of Work & Pensions) account, I provided Project Management support on a project rollout which upgraded all existing Jobpoint systems to all Jobcentres nationally. On a daily basis, I spoke with engineers to gather progress on Jobpoint upgrades & to check on any unsuccessful upgrades, check why it wasn’t successful (& would resolve with the Jobcentre Plus staff directly to resolve if necessary) & to see when these could be re-scheduled. I then reported this information directly to the Client (Jobcentre Plus managers).

Working within the Programme Office I supported both multiple small & large projects, (small defined as £10K & below, large is anything above £10K). Using Microsoft Project I created & maintained project schedules for all projects. I maintained an earned value report using financial information which I retrieved from SAP where costs & budgets were entered & stored. I reviewed these figures with each Project Manager & where these were going off track I ensured that appropriate actions were captured & followed up on to bring the project back online again, ensuring escalation of issues as neccessary. I attended a weekly project meeting with the Programme Manager & Programme Office Manager to review progress & discuss any problem areas that needed addressing or remedial actions that were necessary / needed following up. Risk & Issue Management at a Programme level and Change control was managed centrally however day to day Risks & Issues were managed within the team via regular progress update meetings with the Project Managers. At the end of each reporting period (month) I gathered financial information together from SAP & organized & ran various meetings with Project Managers to review their projects finances, actions were taken & followed up on prior to then attending an Executive Steering Group meeting.

Working within the Project Support Office for the e-HR Programme, I provided project support to 6 different Workstreams and their Project Managers. Using Microsoft Project I created a Master Programme plan and pulled in all the Workstream project plans which I provided support in developing. With assistance from Project Managers, I identified dependencies between the different Workstreams and linked up all project plans via these dependencies.

Project Plans were maintained in one central location within the Project Support Office and progress updates were conducted on a one to one basis between myself and the Project Managers. I produced a one month lookahead report of Key Milestones and Dependencies (& their associated tasks) ready for each Project Manager to update on. I ensured that progress was updated on reported items and also that a RAG (Red, Amber or Green) status and commentary was recorded against each Key Milestone and Dependency along with commentary on action plans for Key Milestone slippage or potential slippage, to bring these back on track or identify an alternative proposal.

Weekly Project Status meetings were held and chaired by the Programme Manager, where I produced a weekly progress report using MS Project and reported on Key Milestones, Dependencies and any variances to plan along with their associated action plans / proposals for bringing the Key Milestone or Dependency back on track. Project managers were accountable for providing verbal update on key achievements in the period along with any issues.

I also produced a planning procedure on how to use MS Project and which fields/columns to use, what information was expected to be provided at each weekly one to one meeting and what information would be reported on at the weekly status meeting. I also provided MS Project training and support for all e-HR Programme team members & acted as a mentor to the Senior Project Analyst (permanent member of staff).

Working within the Network Sales team, I provided Project Management support on various projects, some of which included;

Successful delivery of implementation of Quotes Discs to C&G (Cheltenham & Gloucester) to allow their call centres to produce instant Life / Critical Illness quotes on the PC as opposed to calling Scottish Widows for quotes. I produced a full suite of documents for this project which I had approved, these included TOR (Terms of Reference), Requirements, Business Case & Benefits etc. prior to Implementation. During Implementation I liaised with stakeholders regularly to ensure that requirements were being met, progress was on track & any issues resolved or escalated as quickly as possible. This project was delivered on time & within budget.

During the re-structure of the entire Marketing & Network Sales department I acted as the co-ordinator & main contact for re-organisation of desks, cabinets etc. (for up to 300 employees) & worked closely with new Department Heads & the Property department to allocate desk & cabinet space as well as arranging the clear out of old literature etc. This move was co-ordinated successfully with minor issues being resolved during the actual move.

I provided support to the Senior Project Manager on a project which delivered a revised Shortfall Calculator to Financial Advisors nationally, in order to calculate life cover accurately, taking other customers aspects into account such as Mortgage payments etc. This project had a large IT involvement & I regularly attended progress meetings & communications meetings to ensure that we were joined up with other areas of the Business. I became familiar with the workings of the new Shortfall Calculator & eventually presented this to the Network Sales Development Managers (NSDM's) so that they could then present this to the Financial Advisors at training courses. I was also involved with the co-ordination of booking Financial Advisors onto training courses & also the dispatch of the discs to all Financial Advisors nationally, I worked well with the rest of the team that were involved with this task & it implemented successfully.



Whilst working within the Marketing department my duties included; I pulled together the master schedule of work using MS Project from areas such as IT, Training, Client/Customer Services, Compliance, Retail Sales Office etc. with input on deliverables and timescales from these various departments. Responsibilities included communication of various pieces of information e.g. decisions, sign-off’s, milestone & benefit tracking outcomes, sales figures to key stakeholders and executive level. I co-ordinated & actively participated in weekly project meetings by capturing action points, risks/issues (using RAG reports) & running through key achievements, progress, dependencies. I liaised with key stakeholders to compile project plans & monitored/controlled these regularly along with Risks & Issues, reporting variances & challenging where necessary.

I used lookahead reports generated from the master MS Project schedule to track whether milestones were still achievable & used the change control process for major changes to scope. I was also responsible for pulling together a Terms of Reference document for each project and also the Business Cases, which detailed the scope of work & key stakeholders within each project as well as high level dependencies identified. I tracked budgets on a monthly basis & re-forecast these every quarter, ensuring all invoices were consistent with original estimates & tracking all costs.

Project entails aligning the business processes of the RBS and Nat West. Working within the Programme office of a financial organisation, facilitating in the collation & completion of Milestone matrix information at Level 1 from each workstream. Liasing with Work stream owners from the Retail workstreams and Project Managers to present the benefits of the need for project plan integration & centralisation. Creation of processes to enable management of and consolidation of project plans on a regular basis and providing advice on how current planning processes could be improved. Responsibilities also included:
 Training & co-ordination of users on the use of MS Project
 Consolidate & monitor Level 1 milestone Programme plan & Workstream interdependencies
 Update Level 1 Programme Plan with progress
 Train users in the use of the planning tool which was MS Project
 Produce documentation & procedures for Workstreams to follow
 Present the Planning Process to all Workstream Leaders & respond to any queries
 Producing Reports ie. Lookaheads, Slippage, Impact Analysis, Statistics etc.

I worked on the eCRM project which entailed refurbishment of all Sky’s Scottish call centres and included new IT technology being developed, system tested & implemented. I worked with Process, Technology, Billing & Operational Finance, People&Change and Location groups working for the main contractor based in the client’s offices integrating the whole project plan. I monitored and controlled the overall project plan including dependencies between each groups plans, responsibilities included :
 Consolidate & monitor High level milestone Programme plan & Workstream interdependencies
 Maintained all detailed project plans
 Create processes for updating & maintaining Programme plans & using quality control to ensure project plans are being maintained in compliance with all procedures & standards ie Change control, Planning & Programme office procedures
 Update Programme issues & risks log to ensure that all concerns are formally documented and mitigated during the programme
 Identify Programme critical path once the Programme objectives, boundaries and dependencies are identified and the plan is baselined
 Create & maintain Programme plan coding structures ie WBS, Task Owner, Task numbering etc.
 Produce Programme impact analysis when a change request has been submitted and pass this to the Change Control Board for approval
 Produce exception / slippage reports and help take any steps to bring these back on target if possible whilst identifying whether these are on the critical path & reporting to management if pose any problems
 Consolidation & update of actual booked hours & hours to complete into MS Project on a weekly basis
 Holding regular one-to-one planning meetings to update project plans and discuss slippage reports & updates and generally how the project is going with each Workstream Leader

Working within the railway industry within a telecomms environment liaising with contractors where necessary. Working alongside other team members on tender evaluation of programmes submitted. Attending project kick-off meetings and progress review meetings on a regular basis. Receiving electronic progress from contractors and making sure that programmes are compatible to enable this to happen ie. WBS structure and coding structure etc. Updating major programmes on a weekly / bi-weekly basis and all others on a monthly basis in time for monthly reporting cycle to management. Produce ad-hoc presentation programmes using MS Project. Working with commercial / cost engineer when necessary to update actual costs and forecasts for future periods.

Maintaining engineering plans for 2 major platforms, North Rankin ‘A’ and Goodwyn ‘A’. This involved resource levelling and scheduling workloads and analysing results in conjunction with discipline engineers and project managers taking into consideration work priorities etc. Collected progress on a regular basis including chasing up project engineers for delivery of late progress returns if necessary. Running of validation reports and lookaheads at both discipline and management levels. Regular housekeeping of data to ensure integrity for reporting. Involved with integration of release of work for 2 year lookahead between both alliance partners and transfer and update of information. Running Access routines to import manhours for timesheet database on regular basis, ensuring timesheets are ready for import. Using XL to create graphical reports where Primavera P3 not suitable.

Working in a very busy environment on the BP Oil Kwinana Refinery Shutdown, involving the shutdown of 3 major production units for maintenance. Use Artemis 7000 planning tool to enter actual percentage complete of jobs to produce graphical and tabular reports. Working back-to-back with the Senior Systems Analyst, I provided dayshift Systems Support including amending reports with required modifications / trouble shooting any problems with the system. Creating ad-hoc reports where required. Booked hours were also imported on a daily basis from the Terroman System and I produced any manhour reports required & issued these reports to relevant team leaders. Maintained the schedule & wrote the code for the planning system in 3rd generation language using Artemis mainframe system.