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Pamela Birch
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United Kingdom
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2016 - ?
temp
Business Change Senior Project Manager
University of Reading.
Project PROJECT DETAILS PROJECT COST (resource) CORE SOLUTION TECHNOLOGIES
Programme Manager: Website re-structuring & migration project
Programme to design and build a new CMS platform and migrate content from the end-of-life CMS housing 90% of University web content. Both automated and manual migration approaches used.
Set up and recruiting a cross functional team (internal staff + contractors) and utilising an external agency for user centred designer / user experience (UCD/UX). carried out significant business engagement and comms.
Including content inventory & audit, Sitecore 9 platform build, UCD/UX to design and build of the SXA components. Accessibility audits also included to ensure content and platform meet the requirements of the new Public Sector Bodies (Websites and Mobile Applications) Accessibility Regulations 2018 and conformity with WCAG2.1 AA.
The project impacts every department across the university (academic and functional) requiring careful planning along with clear messaging, communications and support from the University Leadership Team.
This has been a sensitive project with significant push back from many areas of the business, requiring ongoing and clear expectation setting at Project Board level.
The project includes bringing support for the CMS in-house (an offshore agency was previously used) along with business process change within both the MCE (Marketing, Comms & Engagement) and DTS (Digital Technology Services) teams.
£4.5M
Activedition to Sitecore 9 CMS
Campaigns management
Selected, procured, designed and configured the campaigns and communications solution Dotdigital Engagement Cloud and integration with Dynamics 365.
In an increasingly competitive market for student recruitment, the University needs a solution that supports strategic marketing and conversion activity by allowing Global Recruitment and Admissions to manage complex campaigns with accurate segmentation, data and diagnostics across the student journey timeline.
£180K
Replacement of Microsoft Dynamics Marketing (MDM) with Dotdigital
Integrated with Dynamics 365
1. University of Reading - Business Change Senior Project Manager (contract) ..
Customer Relationship Management & Prospective Student Enquiries Management
Working with the Marketing Comms and Engagement Team, IT Teams and business stakeholders on process transformation and the design, implementation and rollout of Dynamics CRM to support new processes associated with the 'attract and apply' phases of the student journey.
This includes a prospective student enquiries worksteam focused on identifying and implementing both the business processes and system improvements necessary to ensure that actionable prospect data is captured, evaluated and contact data enriched. This has included the introduction of online forms.
Worked closely with the Content and CMS teams to integrate the new processes into the existing digital landscape.
An optimisation workstream was also completed to focus on improving efficiency and effectiveness of the enquiry management process including operational changes associated with data integrity and reporting.
Introduced agile approaches for software delivery, supported by Atlassian's Jira, which was necessary to deliver a solution within the fixed constraints of time and budget. Integrated this with the university's Prince2 based project management methodology being introduced by the recently established PMO.
£1M
Programme Manager: Website re-structuring & migration project
Programme to design and build a new CMS platform and migrate content from the end-of-life CMS housing 90% of University web content. Both automated and manual migration approaches used.
Set up and recruiting a cross functional team (internal staff + contractors) and utilising an external agency for user centred designer / user experience (UCD/UX). carried out significant business engagement and comms.
Including content inventory & audit, Sitecore 9 platform build, UCD/UX to design and build of the SXA components. Accessibility audits also included to ensure content and platform meet the requirements of the new Public Sector Bodies (Websites and Mobile Applications) Accessibility Regulations 2018 and conformity with WCAG2.1 AA.
The project impacts every department across the university (academic and functional) requiring careful planning along with clear messaging, communications and support from the University Leadership Team.
This has been a sensitive project with significant push back from many areas of the business, requiring ongoing and clear expectation setting at Project Board level.
The project includes bringing support for the CMS in-house (an offshore agency was previously used) along with business process change within both the MCE (Marketing, Comms & Engagement) and DTS (Digital Technology Services) teams.
£4.5M
Activedition to Sitecore 9 CMS
Campaigns management
Selected, procured, designed and configured the campaigns and communications solution Dotdigital Engagement Cloud and integration with Dynamics 365.
In an increasingly competitive market for student recruitment, the University needs a solution that supports strategic marketing and conversion activity by allowing Global Recruitment and Admissions to manage complex campaigns with accurate segmentation, data and diagnostics across the student journey timeline.
£180K
Replacement of Microsoft Dynamics Marketing (MDM) with Dotdigital
Integrated with Dynamics 365
1. University of Reading - Business Change Senior Project Manager (contract) ..
Customer Relationship Management & Prospective Student Enquiries Management
Working with the Marketing Comms and Engagement Team, IT Teams and business stakeholders on process transformation and the design, implementation and rollout of Dynamics CRM to support new processes associated with the 'attract and apply' phases of the student journey.
This includes a prospective student enquiries worksteam focused on identifying and implementing both the business processes and system improvements necessary to ensure that actionable prospect data is captured, evaluated and contact data enriched. This has included the introduction of online forms.
Worked closely with the Content and CMS teams to integrate the new processes into the existing digital landscape.
An optimisation workstream was also completed to focus on improving efficiency and effectiveness of the enquiry management process including operational changes associated with data integrity and reporting.
Introduced agile approaches for software delivery, supported by Atlassian's Jira, which was necessary to deliver a solution within the fixed constraints of time and budget. Integrated this with the university's Prince2 based project management methodology being introduced by the recently established PMO.
£1M
Transformation, Sitecore, Dynamics 365, Strategic Marketing, Website, Technology, Recruitment, It, Offshore, Implementation, Support, Content, Public sector, Software, Web, Atlassian, Dynamics CRM, Audit, Online, Processes, UP, Manager, Prince2, Design, Project Management, User Experience, Web content, Project Manager, CRM, UX, CMS, Websites, Jira, Marketing, Budget, Agile, Audit, Cloud, PMO, Leadership, Optimization, Management, Integration
2014 - 2016
temp
Senior Project Manager
CORE SOLUTION TECHNOLOGIES.
I worked as a Senior Project Manager and completed the following projects for ACAS:
Project PROJECT DETAILS PROJECT COST (resource) CORE SOLUTION TECHNOLOGIES
Senior ECM Project Manager for the O365 Rollout Programme across 12 sites & 1000 users
Played a pivotal role as part of a multi-disciplined team, on ACAS's transformational IT Modernisation Programme (Dec 2014-Apr 2016) to rollout O365 to all ACAS users. Key drivers for change included an aging Novell server architecture, the need to leverage the benefits of the latest versions of MS Office productivity tools and to introduce more efficient ways of collaborating both internally and with external stakeholders.
Project managed the implementation of SharePoint Online for 1000 end users across 12 sites. Took the project through to completion of a successful pilot at the Fleet office. Then handed over to the O365 Transition Manager to complete the rollout to the remaining 11 sites over the following 6 months.
I was responsible for:
- SharePoint Online Design, System Test and UAT
- SharePoint Online integrated testing with the identity management (FIM) and Desktop work streams
- Migration of content from the current Novell e-directory environment into SharePoint Online (PowerShell)
- Migration of content from a TRIM records centre into SharePoint Online (TRIMPort & PowerShell)
- Remediation of core line of business applications to allow them to work on both the Novell eDirectory and AD environments for the rollout co-existence period of 6 months.
- Support of full end to end user testing and signoff of the new platform
- Stakeholder management, working closely with the trainer, other project managers, change manager and other key stakeholders within the programme
- Transition planning, including utilisation of a CMDB for rollout, with the infrastructure & Desktop teams.
- Successful rollout of SharePoint to the Pilot site in Fleet.
The other project streams within the O365 rollout programme I worked with to deliver an integrated and tested platform were:
- The Infrastructure team who replaced the current Novell e-directory environment with MS Active Directory including Identity and Access Management (using FIM) and federated services (AD FS) and migration of Novell fileshares to SharePoint Online and from GroupWise to Exchange Online
- The desktop team for the new build machines, group policy changes and logistics.
I was also interim programme manager and prepared the programme plans and costs (>£3m) which I transitioned to the Programme Manager once they were in post Jan 2016.
£3M+
O365 Plan E3 including SharePoint Online.
PowerShell.
Active Directory / AD FS.
Novell / eDirectory.
Project Management tools:
Visual Studio TFS
Jira
Project PROJECT DETAILS PROJECT COST (resource) CORE SOLUTION TECHNOLOGIES
Senior ECM Project Manager for the O365 Rollout Programme across 12 sites & 1000 users
Played a pivotal role as part of a multi-disciplined team, on ACAS's transformational IT Modernisation Programme (Dec 2014-Apr 2016) to rollout O365 to all ACAS users. Key drivers for change included an aging Novell server architecture, the need to leverage the benefits of the latest versions of MS Office productivity tools and to introduce more efficient ways of collaborating both internally and with external stakeholders.
Project managed the implementation of SharePoint Online for 1000 end users across 12 sites. Took the project through to completion of a successful pilot at the Fleet office. Then handed over to the O365 Transition Manager to complete the rollout to the remaining 11 sites over the following 6 months.
I was responsible for:
- SharePoint Online Design, System Test and UAT
- SharePoint Online integrated testing with the identity management (FIM) and Desktop work streams
- Migration of content from the current Novell e-directory environment into SharePoint Online (PowerShell)
- Migration of content from a TRIM records centre into SharePoint Online (TRIMPort & PowerShell)
- Remediation of core line of business applications to allow them to work on both the Novell eDirectory and AD environments for the rollout co-existence period of 6 months.
- Support of full end to end user testing and signoff of the new platform
- Stakeholder management, working closely with the trainer, other project managers, change manager and other key stakeholders within the programme
- Transition planning, including utilisation of a CMDB for rollout, with the infrastructure & Desktop teams.
- Successful rollout of SharePoint to the Pilot site in Fleet.
The other project streams within the O365 rollout programme I worked with to deliver an integrated and tested platform were:
- The Infrastructure team who replaced the current Novell e-directory environment with MS Active Directory including Identity and Access Management (using FIM) and federated services (AD FS) and migration of Novell fileshares to SharePoint Online and from GroupWise to Exchange Online
- The desktop team for the new build machines, group policy changes and logistics.
I was also interim programme manager and prepared the programme plans and costs (>£3m) which I transitioned to the Programme Manager once they were in post Jan 2016.
£3M+
O365 Plan E3 including SharePoint Online.
PowerShell.
Active Directory / AD FS.
Novell / eDirectory.
Project Management tools:
Visual Studio TFS
Jira
Content, Manager, Access management, Interim, Online, Server, Office, Testing, Infrastructure, Support, Implementation, TFS, It, Architecture, Design, Test, PowerShell, Management, Visual Studio, Stakeholder Management, Exchange, User testing, Active Directory, SharePoint, MS office, Jira, Project Manager, Project Management
2014 - 2014
temp
Senior Project Manager (contract)
Animal Health and Veterinary Laboratories Agency.
Project PROJECT DETAILS PROJECT COST (resource) CORE SOLUTION TECHNOLOGIES
Senior Project Manager
In December 2013 the DEFRA agency, AHVLA (now APH) announced a major organisation and strategic change to its Scanning Surveillance operations which demanded new ways of working and a revised approach to the capture of disease surveillance information.
I worked with the internal change team and undertook a review of areas where potential systems development could support the organisational change programme.
Working under the guidelines of the Government Digital Service (GDS), completed the initial 'Discovery' phase where a high-level view of system requirements was required, driven by user and stakeholder consultation.
Implicit to the GDS process is that developments identified as having potential to meet the business objectives must demonstrate value for money.
GDS Discovery phase
Senior Project Manager
In December 2013 the DEFRA agency, AHVLA (now APH) announced a major organisation and strategic change to its Scanning Surveillance operations which demanded new ways of working and a revised approach to the capture of disease surveillance information.
I worked with the internal change team and undertook a review of areas where potential systems development could support the organisational change programme.
Working under the guidelines of the Government Digital Service (GDS), completed the initial 'Discovery' phase where a high-level view of system requirements was required, driven by user and stakeholder consultation.
Implicit to the GDS process is that developments identified as having potential to meet the business objectives must demonstrate value for money.
GDS Discovery phase
Project Manager, Operations, Service, Support, Development, Organization, Manager
2012 - 2014
temp
Global Information Services Project Manager
Caterpillar UK.
I worked as a contract project manager for Caterpillar Global Information Systems, within the EAME Programme Management Office.
Project PROJECT DETAILS PROJECT COST (resource) CORE SOLUTION TECHNOLOGIES
PROS Pricing solution implementation
Introduction of a new high-profile business intelligence (BI) pricing tool to tight deadlines to support 2014 pricing decisions.
Fast delivery of an early version of the solution allowed it to deliver business benefit well ahead of its formal launch in December 2013 and has supported the rapid implementation of revised pricing best practice.
Significant data cleansing and transformation required.
Managed a tight collaborative IT/business/supplier team and the external consultancy McKinsey
$1M+
PROS Pricing - Scientific Analytics
XP Sunset; Windows 7 upgrade
Manage the retirement of Windows XP and refresh of all pc's across the facility (offices & factories) to Windows 7, ahead of Microsoft discontinuing support for XP.
Core team size - 15. Plus SME's across the business.
This was a critical project with no tolerance for operational downtime or loss of revenue to the business as a result of the upgrade.
$800k
3500 pc's and 480 site-wide applications
Programme Manager for the strategic VPP (Virtual Process Planning) software tool in EAME
Established an EAME matrix team responsible for the deployment of virtual process planning software which is strategic to the introduction of SAP ERP into the global business.
Managed the programme of work across EAME with team members based in in the UK, Ireland, Belgium and Switzerland
Significant $
Virtual Process Planning for Assembly and Manufacturing (VPP/A & VPP/M)
Business process and 3D enabling software tools
Shopfloor Manufacturing Execution System (MES) - add modules
Introduced new track-side stations in the factory to cope with sales demand. Included enhancements to the MES software and integration with existing shop floor systems and tooling. Delivered the supporting technical and physical infrastructure (inc. gantry for housing computer cabinets)
$210k
Paperless MES Manufacturing Execution System
Oracle 8 -> 11g upgrade of shopfloor Manufacturing Execution Systems
Oracle 11g database upgrades on the factory floor.
As with all shopfloor projects, successful testing (system, regression, interface and user acceptance) were critical to ensuring no factory downtime was experienced at go live
$90k
Paperless MES and MSYS
Manufacturing Execution Systems
Business Transformation Automation Project Manager for introduction of SAP ERP at Peterborough site as part of a global rollout
Worked with Technical Leads / SME's covering all process areas of the business to document and overlay the as-is application architecture over current processes. Gaps were then highlighted between these and to-be processes, supported by SAP.
This project was to support a 6-year programme to rollout SAP globally; within 9 months of my joining the UK rollout was put on hold due to delays in the US.
$300k
Business process - site-wide applications and processes
Project PROJECT DETAILS PROJECT COST (resource) CORE SOLUTION TECHNOLOGIES
PROS Pricing solution implementation
Introduction of a new high-profile business intelligence (BI) pricing tool to tight deadlines to support 2014 pricing decisions.
Fast delivery of an early version of the solution allowed it to deliver business benefit well ahead of its formal launch in December 2013 and has supported the rapid implementation of revised pricing best practice.
Significant data cleansing and transformation required.
Managed a tight collaborative IT/business/supplier team and the external consultancy McKinsey
$1M+
PROS Pricing - Scientific Analytics
XP Sunset; Windows 7 upgrade
Manage the retirement of Windows XP and refresh of all pc's across the facility (offices & factories) to Windows 7, ahead of Microsoft discontinuing support for XP.
Core team size - 15. Plus SME's across the business.
This was a critical project with no tolerance for operational downtime or loss of revenue to the business as a result of the upgrade.
$800k
3500 pc's and 480 site-wide applications
Programme Manager for the strategic VPP (Virtual Process Planning) software tool in EAME
Established an EAME matrix team responsible for the deployment of virtual process planning software which is strategic to the introduction of SAP ERP into the global business.
Managed the programme of work across EAME with team members based in in the UK, Ireland, Belgium and Switzerland
Significant $
Virtual Process Planning for Assembly and Manufacturing (VPP/A & VPP/M)
Business process and 3D enabling software tools
Shopfloor Manufacturing Execution System (MES) - add modules
Introduced new track-side stations in the factory to cope with sales demand. Included enhancements to the MES software and integration with existing shop floor systems and tooling. Delivered the supporting technical and physical infrastructure (inc. gantry for housing computer cabinets)
$210k
Paperless MES Manufacturing Execution System
Oracle 8 -> 11g upgrade of shopfloor Manufacturing Execution Systems
Oracle 11g database upgrades on the factory floor.
As with all shopfloor projects, successful testing (system, regression, interface and user acceptance) were critical to ensuring no factory downtime was experienced at go live
$90k
Paperless MES and MSYS
Manufacturing Execution Systems
Business Transformation Automation Project Manager for introduction of SAP ERP at Peterborough site as part of a global rollout
Worked with Technical Leads / SME's covering all process areas of the business to document and overlay the as-is application architecture over current processes. Gaps were then highlighted between these and to-be processes, supported by SAP.
This project was to support a 6-year programme to rollout SAP globally; within 9 months of my joining the UK rollout was put on hold due to delays in the US.
$300k
Business process - site-wide applications and processes
3D, Manager, Processes, Go, XP, PC, BEE, Software, Office, Testing, Infrastructure, Transformation, Support, Implementation, It, SAP ERP, Business Intelligence, Architecture, Windows, Analytics, Sales, Integration, Management, Business transformation, Deployment, Database, Automation, ERP, SAP, Oracle, Project Manager
2000 - 2012
freelance
PRINCIPLE CONSULTANT & PROJECT MANAGER
SFW LTD.
(Microsoft Gold Partner software house)
I worked as a permanent member of staff at SFW for 12 years and was involved in a range of client projects, see selection below.
As well as core fee earning work, was also involved in pre-sales and bid writing, together with process improvement activities within the company. I was an internal ISO 9001 auditor after the company first successfully achieved this accreditation.
JOB ROLE CLIENT PROJECT DETAILS PROJECT COST CORE SOLUTION TECHNOLOGIES
Project Manager
PepsiCo
~ Implemented a system which transformed the methods of work for front line operations for quality and food safety.
~ European Intranet
Delivery of an initial pilot, followed by rollout of the full system to 2000 end users for the capture, monitoring and reporting of quality compliance data for all PepsiCo products across their 8 UK manufacturing sites; compliance is measured against critical food safety and regulatory requirements.
A challenging project due to tight deadlines and budget and the fact that technology was being used to drive through business process alignment across the manufacturing sites. This required a strong collaborative client/supplier team with tight control of scope while following a hybrid agile development approach for the delivery of a quality system. Successfully introduced Scrum and agile techniques to PepsiCo.
The project was one of 10 projects shortlisted for the BCS 'Project Team of the Year' award 2012.
£0.5M
£0.25M
Silverlight, .NET4 C#, SSRS, MS SharePoint 2010 (inc. PerformancePoint)
Transition Manager
ACAS
~ Case Management System.
~ Bid team lead and Transition Manager for project take on from previous supplier, Dell
~ A mixed team of newly recruited contract/ permanent, onshore/offshore
On the successful bid team to take on the ongoing development, rollout and support of a key line of business application ('Caseflow') for Employment Tribunal case management.
This was a strategic win for SFW, being the first project utilising technologies outside the Microsoft arena.
Transition Manager to take-on operational and applications support from the incumbent supplier Dell. With no available technical resource in-house, a new project team had to be recruited and mobilised within 6 weeks. Brought on 10 team members, made up of contract and permanent / onshore and off-shore resources.
>£1m
Red Hat Linux, Java, Oracle, eFirst Capture & eFirst Process
Project & Support Manager
Heritage Lottery Fund
~ Manage all applications and operational support and development for this client.
~ Software implementations include:
~ a core line of business Grant Management System including on-line forms
~ Corporate website, working in collaboration with the design agency Clear Signal.
Managed the development and ongoing support of a centralised grant management system (GMS), leveraging business domain knowledge to create a best of breed solution, a key feature of which is a suite of 50+ online forms. The new GMS has delivered significant measurable business efficiencies to the organisation.
The application has been used for many reference site visits and was instrumental in SFW winning a key contract with the Environment Agency.
>£1m
.NET3.5 C#, WF, WSS, InfoPath, SQL Server 2005, QAS, OfficeForms,
MS SharePoint Server (MOSS) 2007
Project Manager
Defra
~ Design, build, service transitioning of Surveillance Profiles data capture & management system
~ ongoing support
The solution was delivered in 2 phases, working on a collaborative basis with ATOS. The first phase provided a system ready for data capture to enable population of the disease profiles. Phase 2 delivered the publication mechanism for access by the general public.
>£1m
.NET2.0, SQL Server 2005, Business Objects
Project & Account Manager
Vehicle Certification Agency
~ Delivery of a Business Intelligence pilot for boardroom reporting
~ SharePoint support take-on
£70k+
(work ongoing)
MS SharePoint Server (MOSS) 2007
MS PerformancePoint
Business Change Manager
ACAS
~Information management - HR systems
~ Reporting / Business Intelligence
Project objective: improve information management within the organisation in relation to 'people' data stored in the centralised ResourceLink (RL) data repository.
Focus was on short term priority work to meet immediate legislative and regulatory reporting requirements and the needs of operational reporting and decision making.
This provided the groundwork for a follow-on organization-wide centralised reporting project.
£80k+
Northgate Arinso
ResourceLink
Cognos 7
Project & Delivery Manager
Sport England
~ A core line of business Grant Management System
Managed the re-design, development, rollout and ongoing support of a new centralised grant management system for application assessment, awardee monitoring, compliance and payments. Included system integration with the back-office finance system (Great Plains) and a significant data migration exercise. Extensive business process re-engineering was also required. Supported the business through a period of significant organisational change including both regionalisation and modernisation over a period of 4 years. Responsible for the delivery of a flexible and scalable design to allow the application to support future business growth and change. Managed a technical team of 8-10 throughout the project (excluding client team members).
£2M
ASP VB
SQL Server 2000
Project Manager DWP (Dep't for Work & Pensions) ~ Worked with Capita to deliver a document management system, using an offshore team based in Mumbai £2m IBM WebSphere 4.1 SQL Server
I worked as a permanent member of staff at SFW for 12 years and was involved in a range of client projects, see selection below.
As well as core fee earning work, was also involved in pre-sales and bid writing, together with process improvement activities within the company. I was an internal ISO 9001 auditor after the company first successfully achieved this accreditation.
JOB ROLE CLIENT PROJECT DETAILS PROJECT COST CORE SOLUTION TECHNOLOGIES
Project Manager
PepsiCo
~ Implemented a system which transformed the methods of work for front line operations for quality and food safety.
~ European Intranet
Delivery of an initial pilot, followed by rollout of the full system to 2000 end users for the capture, monitoring and reporting of quality compliance data for all PepsiCo products across their 8 UK manufacturing sites; compliance is measured against critical food safety and regulatory requirements.
A challenging project due to tight deadlines and budget and the fact that technology was being used to drive through business process alignment across the manufacturing sites. This required a strong collaborative client/supplier team with tight control of scope while following a hybrid agile development approach for the delivery of a quality system. Successfully introduced Scrum and agile techniques to PepsiCo.
The project was one of 10 projects shortlisted for the BCS 'Project Team of the Year' award 2012.
£0.5M
£0.25M
Silverlight, .NET4 C#, SSRS, MS SharePoint 2010 (inc. PerformancePoint)
Transition Manager
ACAS
~ Case Management System.
~ Bid team lead and Transition Manager for project take on from previous supplier, Dell
~ A mixed team of newly recruited contract/ permanent, onshore/offshore
On the successful bid team to take on the ongoing development, rollout and support of a key line of business application ('Caseflow') for Employment Tribunal case management.
This was a strategic win for SFW, being the first project utilising technologies outside the Microsoft arena.
Transition Manager to take-on operational and applications support from the incumbent supplier Dell. With no available technical resource in-house, a new project team had to be recruited and mobilised within 6 weeks. Brought on 10 team members, made up of contract and permanent / onshore and off-shore resources.
>£1m
Red Hat Linux, Java, Oracle, eFirst Capture & eFirst Process
Project & Support Manager
Heritage Lottery Fund
~ Manage all applications and operational support and development for this client.
~ Software implementations include:
~ a core line of business Grant Management System including on-line forms
~ Corporate website, working in collaboration with the design agency Clear Signal.
Managed the development and ongoing support of a centralised grant management system (GMS), leveraging business domain knowledge to create a best of breed solution, a key feature of which is a suite of 50+ online forms. The new GMS has delivered significant measurable business efficiencies to the organisation.
The application has been used for many reference site visits and was instrumental in SFW winning a key contract with the Environment Agency.
>£1m
.NET3.5 C#, WF, WSS, InfoPath, SQL Server 2005, QAS, OfficeForms,
MS SharePoint Server (MOSS) 2007
Project Manager
Defra
~ Design, build, service transitioning of Surveillance Profiles data capture & management system
~ ongoing support
The solution was delivered in 2 phases, working on a collaborative basis with ATOS. The first phase provided a system ready for data capture to enable population of the disease profiles. Phase 2 delivered the publication mechanism for access by the general public.
>£1m
.NET2.0, SQL Server 2005, Business Objects
Project & Account Manager
Vehicle Certification Agency
~ Delivery of a Business Intelligence pilot for boardroom reporting
~ SharePoint support take-on
£70k+
(work ongoing)
MS SharePoint Server (MOSS) 2007
MS PerformancePoint
Business Change Manager
ACAS
~Information management - HR systems
~ Reporting / Business Intelligence
Project objective: improve information management within the organisation in relation to 'people' data stored in the centralised ResourceLink (RL) data repository.
Focus was on short term priority work to meet immediate legislative and regulatory reporting requirements and the needs of operational reporting and decision making.
This provided the groundwork for a follow-on organization-wide centralised reporting project.
£80k+
Northgate Arinso
ResourceLink
Cognos 7
Project & Delivery Manager
Sport England
~ A core line of business Grant Management System
Managed the re-design, development, rollout and ongoing support of a new centralised grant management system for application assessment, awardee monitoring, compliance and payments. Included system integration with the back-office finance system (Great Plains) and a significant data migration exercise. Extensive business process re-engineering was also required. Supported the business through a period of significant organisational change including both regionalisation and modernisation over a period of 4 years. Responsible for the delivery of a flexible and scalable design to allow the application to support future business growth and change. Managed a technical team of 8-10 throughout the project (excluding client team members).
£2M
ASP VB
SQL Server 2000
Project Manager DWP (Dep't for Work & Pensions) ~ Worked with Capita to deliver a document management system, using an offshore team based in Mumbai £2m IBM WebSphere 4.1 SQL Server
Organization, Engineering, Compliance, SSRS, Offshore, Growth, Support, Monitoring, Information Management, Development, Office, Software, Regulatory, Safety, Technology, Server, Assessment, Feature, Off-shore, Online, Vb, Silverlight, Hybrid, Winning, UP, Manager, SQL Server 2005, Agile development, Sql, Java, Scrum, Linux, Business Intelligence, Writing, Project Manager, SQL Server, Oracle, Operations, Budget, SharePoint, Design, Agile, Account Manager, C, ASP, System Integration, Management, Integration, Finance, Sales, Sport, Service, Website
1988 - 2000
freelance
IT CONSULTANT (Contract)
UBS Warburg.
BUSINESS ANALYST (Contractor): UBS Warburg Global Asset Management (Human Resources Department) Business Process modelling
PROJECT MANAGER (Contractor):
Carillion (formally Tarmac PLC)
on behalf of the Metropolitan Police Service
Delivery of a facilities management application based on Archibus technologies
Managed the development and roll out of a facilities management system including interfaces to the finance system and 24x7 Helpdesk application. Trained 100 Tupe'd out MPS employees & managed the on-going programme of development work including take-on of legacy applications.
This was achieved on time and budget, during a period of organisational change for the MPS staff concerned; Tarmac/Carillion won a 5-year outsourcing contract to take on MPS facilities management. Carillion was created through a de-merger from Tarmac, a process that happened during the development phase, leading to other project challenges.
Managed a team of 6 Indian on shored technical staff with 2 UK staff for transitioning and user training. Responsible for all stakeholder engagement.
TECHNICAL PROJECT & SUPPORT MANAGER (Contractor):
Diageo
Managed 24/7 global support and applications development of the Group Worldwide Financial and Management Information Systems
For 4 years was Support and Applications Development Manager for the global 24/7 support of the Group Worldwide Financial and Management Information System. This was during a period of significant organisational change when Guinness was taken over by United Distillers.
Responsible for a team of 7 technical staff and reporting to the Group Financial Accountant.
Maternity leave I also took maternity leave during this period for my three children.
PROJECT MANAGER (Contractor):
Carillion (formally Tarmac PLC)
on behalf of the Metropolitan Police Service
Delivery of a facilities management application based on Archibus technologies
Managed the development and roll out of a facilities management system including interfaces to the finance system and 24x7 Helpdesk application. Trained 100 Tupe'd out MPS employees & managed the on-going programme of development work including take-on of legacy applications.
This was achieved on time and budget, during a period of organisational change for the MPS staff concerned; Tarmac/Carillion won a 5-year outsourcing contract to take on MPS facilities management. Carillion was created through a de-merger from Tarmac, a process that happened during the development phase, leading to other project challenges.
Managed a team of 6 Indian on shored technical staff with 2 UK staff for transitioning and user training. Responsible for all stakeholder engagement.
TECHNICAL PROJECT & SUPPORT MANAGER (Contractor):
Diageo
Managed 24/7 global support and applications development of the Group Worldwide Financial and Management Information Systems
For 4 years was Support and Applications Development Manager for the global 24/7 support of the Group Worldwide Financial and Management Information System. This was during a period of significant organisational change when Guinness was taken over by United Distillers.
Responsible for a team of 7 technical staff and reporting to the Group Financial Accountant.
Maternity leave I also took maternity leave during this period for my three children.
IT Consultant, Manager, Accountant, Development, Analyst, Support, Outsourcing, It, PLC, Project Manager, Service, Asset Management, Finance, Management, Human Resources, Training, Budget
My education
Warwick University
MBA, N/a
MBA, N/a
Imperial College University of London
BSc, BCS IT Enabled Business Change
BSc, BCS IT Enabled Business Change
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