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Program Office Director

Program Office Director

Work Experience

A senior IT professional Project Director with over 20 years of IT experience managing large teams functioning both at Board and operational levels. Extensive experience obtained in international environments utilising excellent communication skills, working with multi-cultural and multi- disciplined teams.

Hands on experience include: International Program and Project Management of Infrastructure and Business sponsored projects. In addition, have held positions with line management responsibility for Systems Administration, Operations/Production, Communications and Technical support areas.


Employment History
C&G Consulting (contract for Alcatel) February 2001 – Present
Project Executive November 201 - Present

Alcatel is one of the top five global telecommunication leaders. They have over 100,000 employees worldwide and operate in many countries.

Responsible for the day to day operation of the project (135 persons). This include:

Products delivery (software development)
Worldwide deployment
Programme Office Manager February 2001 – October 2001

Responsible for the introduction of a Programme Office for a global “Supply Chain” re-engineering project called “Pegasus” (120M€). I have overall management responsibility for implementing a proper Programme Office with the following mission:

Recruit the proper resources to build a Programme Office Organisation.
Define and implement the project Methodology.
Assess requirements and implement project management and documentation tools.
Ensure a proper co-ordination between all sub-projects.
Issue and maintain the project Master Plan.
Define and create Project Templates.
Define and implement project processes including but not limited to:
1. Change Control
2. Issues Management
3. Risks Management
4. Document Approval
5. Etc…

The Programme Office role is also to provide guidance and consulting assistance to project managers and management team stakeholders.

Flemings (Chase) September 1998 – December 2000
IT Relocation Manager

Flemings is an international asset management and investment-banking group with a network of offices in over 40 countries.

Responsible for the successful relocation of Flemings London headquarters IT Infrastructure including the relocation of all staff (2,200) from the two buildings on Copthall Avenue and Finsbury Street to a new building of 330,000 sq. feet at 10 Aldermanbury.

I have overall management responsibility for the project. The role encompasses the strategic planning, monitoring and control functions, including the definition and maintenance of project budgets.

Preparing and seeking approval from the Steering Group for the budget (£18M).
Defining and implementing the project organisation, structure and methodology.
Identifying and documenting the relevant business requirements.
Recruit the resources required to define and implement the IT infrastructure for the new building (40).
Report on a monthly basis to the Steering Group (Board level).

Paribas November 1995 - August 1998
Y2K Global Co-ordination Director November 1997 - August 1998

Major French Investment Bank operating in over 60 countries....

I was responsible for the design, implementation and management of a Y2K Global Co-ordination Project.

Managing a team of 10 senior project manager each of them responsible for a geographical area around the world.
Defining and implementing 22 Y2K sub-project around the world using a standard model and a proven methodology.
I was the instigator of Banque Paribas membership in the Global Y2K Group. As such I was representing France on the Steering Committee (27 countries) who convene every 6 weeks in major financial centre around the word. I was also one of the six Managing Committee members.

Marylebone Relocation Project Director January 1996 - October 1997

Responsible for the successful relocation of Banque Paribas London headquarters IT Infrastructure including the relocation of all staff (1,800) from the three building on Wigmore and Wimpole Street to a new building of 350,000 sq. feet on Marylebone Road.

I had overall management responsibility for the project. The role encompasses the strategic planning, monitoring and control functions, including the definition and maintenance of project budgets.

Preparing and seeking approval from the Steering Committee for the project budget (£22M)
Liasing with users, managers and suppliers.
Identifying and documenting the relevant business requirements.
Managing changes to project requirements.
Defining and implementing the project organisation, structure and methodology.
Recruit the resources required to define and implement the IT infrastructure for the new building (30).
Was a member of the monthly Steering Committee (Board level).

Project Manager November 1995 - December 1995

Just after the launch of a project called FORWARD (Functional and Organisational Word Wide Architecture Delivery) I was brought on board to manage the project and try to give it some direction. After reviewing the scope and goals originally define for this project I came to the conclusion that the project should be abandoned. My recommendations were retain and the project terminated.

Société Générale June 1990 - October 1995
Project Director February 1995 - October 1995

As part of ‘Société Générale head office relocation’ (6,500 users) project, my responsibility was to relocate the Capital Market Division Back Office (1,500 users).

Prepare the budget and establish all material and human resources requirements.
Planned team work and job responsibilities for a group of 10.
Manage the design and implementation of a brand new network architecture to be used in the new high-rise building (37 floors). Baynetwork Hub, CISCO Router, FDDI Ring, etc... This was leading edge technology for the time.

Operational Support Manager December 1994 - January 1995

Managing the Support Group (30 people including system and network engineers, DBA’s and project managers. I was brought in to improve quality of service to the users.

Reorganisation of the Group overall structure and job responsibilities.
I was accountable for the Group budget, purchase of hardware and software.
I was responsible for the infrastructure architecture design and implementation.

Group Leader Support June 1990 - November 1994

Providing third level technical support to the operation, maintaining all systems to the right software and hardware revision level and carrying out all system and network changes.
Carrying out product evaluation and testing to keep delivering technical solution to give the business an edge against the competition.
Environments: Digital, Sun, ATT, HP, Sequent, VMS, OSF1, *X, DOS, MS/WINDOWS, Msproject, Oracle, RDB, SQL, DECNET, TCP/IP, OSI, Pathwork, Netware, SNA, Synoptics, Cisco, X25, FDDI, VAX Cluster, Alpha.

MORS Technologies Inc. January 1986 - May 1990
Project Manager

Managed the CED project:

Project manages the design, and implementation of a bespoke solution to control and monitor the electrical grid across the province of Québec (budget $30 million).
Quality, costs and deadlines monitoring.
Price quote preparation for the client’s request for changes.
Managing the installation team (15) for the implementation in 18 location across the province of Québec.

Customer Services Director

Managing human resources and equipment.
Acting as liaison with suppliers, and managing service contracts.

Applicon 1985 - 1986
Regional Customer Service Manager

Applicon was a very successful CAD/CAM software/hardware supplier in North America. I was brought in to build the company ‘Customer Service’ department for the eastern Canadian region.

Digital Equipment Canada 1978 - 1986
Technical Support

I was part of the Area Technical Support Group that provided third level support for the field service groups across Canada.

Providing technical support for both software and hardware platform for Digital products.
Preparing and implementing training courses for VMS, UNIX, RSTS and associated hardware platform.






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