Project Manager Management

Annabel Aaron

PROJECT MANAGER (Certified AGILE Project Manager, Prince 2, PMP-In View)

Contact Details:

Phone: 945-***-****

Email: ************@*****.***

Infrastructure business transformation business & PROCESS improvement it rationalisation ARTIFICIAL INTELLIGENCE MANAGEMENT SYSTEMS governance AGILE PROJECT MANAGEMENT HYBRID WATERFALL

Professional Profile

Commercially minded with a natural ability to engage and manage stakeholders at corporate through to tactical team level. Strategized and planned activities at a high-level on several large-scale and complex technological and organisational change management transformations in the UK and Internationally. This has included the development of Target Operating Models (TOM) and business operating models in the Media Entertainment, Insurance, Financial, Transport, Publishing, Utility, Central Government and Retail sectors. With visionary leadership that optimises resources and workforce talent, this combination has resulted in outstanding business process improvements in addition to industry approved accreditation in major ISO Standards and enhancing the customer experience. Superior agile project management capabilities to execute large scale projects that gained approval by senior stakeholders. A Lateral thinker who applies logic and pragmatism to problem solving, whilst maintaining a balanced perspective. Additionally, has the tenacity to assimilate and simplify data concepts to achieve greater efficiency and deliver to agreed timescales and cost.

Key Skills & Core Competencies

Project management Methodologies – Agile, Iterative and Waterfall

Risk Management – proactively manage and respond to risks in a timely manner. Assigning risks to appropriate owners and managing status monthly.

Issue Management – facilitate, respond and assign issues resolution according to the skills required. Manage daily during daily stand-ups until resolution.

Stakeholder Relationship Management – Influence stakeholders and manage relationships effectively, build long-term strategic relationships and communicate clearly and regularly with stakeholders.

Business Analysis - investigative work into problems and opportunities in existing and new services, create recommendations for service improvements, analyse large amounts of complex information to produce solutions.

Technical Skills

Risk Management – Proactively handled with precision, foresight and experience, reducing likelihood and number of issues

Change Management – Passionately addressed, leading, guiding and managing change through the various stages and impact

Stakeholder Management – Pursue collaboration and involvement with identified stakeholder at various levels

Conflict Resolution – Provide exceptional diplomacy, tact and fairness

Problem Solving – Proficient in problem management with sharp analysis and pragmatic solutions

Communication – Perceptive in communication management with clarity, consistency and effectiveness

Professional Experience

SELFRIDGES FEBRUARY 2023 – FEBRUARY 2024 SENIOR INFRASTRUCTURE PROJECT MANAGER

Overview:

Managed a £2 million project called Lumen Migration. The aim of this was to migrate Selfridges' critical technology systems from Lumen. The primary objectives were to establish a suitable Data Centre for Selfridges, migrate all critical systems to this new data centre, and ensure minimal disruption to customer purchases.

As Infrastructure Project Manager, the role involved:

Key Responsibilities

Led, engaged and managed the activities of internal and external suppliers

Negotiated scope, timeframe and cost required that Suppliers needed to work within

Merged and adopted a wAgile project lifecycle

Set-up and conducted a workshop to collectively define and agree the project scope and way of working

Defined, developed, managed and escalated Risks and Issues via JIRA (Advanced)

Developed and maintained the Project Plan via MS Project

Allocated resources to activities on a timely interval

Engaged and reported project progress on a weekly basis

Introduced daily 15min stand-ups to keep the project on track and identify blockers

Reported progress and escalated issues weekly to the project steering board

Managed the build, test and live operation of 2 Data Centres – migrating from the hosting company to a purchased and built data centre

BURBERRY JULY 2022 – JANUARY 2023 LEAD CHANGE MANAGER

Overview:

Project Background – The Burberry Back of House (BOH) tools are being updated with the introduction of SAP Fiori and a handheld scanner. This is being rolled out globally. As Change Manager the role involves:

Key Responsibilities

Leading and managing the planning, adoption and useage of a new BOH device globally - across the 380 plus stores covering BOH processes such as: Stock Look Up, SLOC Transfer, Store to Store Transfer, Store to Hub Transfer, Ticketing, Goods Receipt, Uniform Ordering and Branding

Building and managing strong relationships with key stakeholders and ensuring that the appropriate level of information is communicated on a timely basis

Developing and socialising the Change Management Strategy – persuading and ensuring buy-in and sign off

Managing communication by introducing comms via Sharepoint, building frequent engagement with the Regional Change Champions via Teams and establishing regular touchpoints with key stakeholders to remain updated as required

Ensuring that country (e.g. China) legislations are identified, included and embedded into the overall solution

Managing engaging and communicating with all levels of stakeholders – from operational to C level stakeholders

Establishing a Change Management network, enabling Change Champions to share experiences, learn lessons and benefit from current experiences

Managing the end to end change management stream for the transformation of Burberry’s global BOH enterprise, employing the use of a RAID log, project plan, impact assessment pivot tables to build a picture of the location and numbers impacted

DIAGEO JULY 2022 – SEPT 2022 BUSINESS CHANGE PROJECT MANAGER

Overview:

Leading the delivery of high complex business change projects with multiple workstreams. The role involved:

Managing and communicating strategic and operational priorities and status

Accountable for identifying, tracking and mitigating issues and risks

Ensuring that appropriate governance models are followed and adhered to

Produced the Business Operating Model (BOM) as the basis of the AS-IS perspective

SHUTTERSTOCK APRIL 2022 – JULY 2022 CHANGE PROJECT MANAGER

Overview:

Managing and co-ordinating a strategic project that has the capacity to expand and increase their customer base as well as offering more attractive and competitive products/services. This role involved:

Leading, managing and co-ordinating both Engineering and Product teams

Managing and facilitating strategic meetings including those held with the CIO and Operational Risk Manager – to remove and address blockers in addition to proactively managing risks/dependencies

Managing communication across the organisation and ensuring that the right message is understood by key areas of the business including Sales and Customer Care functions

WALT DISNEY NOVEMBER 2021 – FEBRUARY 2022 REGIONAL CHANGE MANAGEMENT

Overview:

Identifying, verifying and rationalising the DMED (Disney Media Engineering) Business Area IT applications - across EMEA, APAC and US that were inherited by the acquisition of FOX TV.

Key Responsibilities:

Established and maintained engagement with Senior Level Leadership,(including stakeholders in Dubai, India, China and Taipei) raising and facilitating key decisions that needed to be made about migrating, decommissioning and/or retiring strategic systems and its data

Led, Developed and introduced a rationalisation model that allowed the different regions to manage, monitor and report the progress of the decisions and actions regarding its status (i.e. to be migrated, decommissioned and/or retired)

Co-ordinated the integration and updates of the SNOW (Service Now) platform from Fox TV to Walt Disney

Led and introduced a well-received approach to accepting and managing ownership (accountability) of a system that has multiple instances across various territories (I.e. EMEA, APAC and US)

DXC MAY 2021- NOV 2021 SENIOR CHANGE MANAGEMENT

Overview:

Conducted the role as Senior Change Manager for 2 Clients – BAE and NHS.

Key Responsibilities

BAE Programme:

Led and conducted a change management capability assessment which contributed to the definition and agreement of the change management strategy

Defined, developed and introduced to Leadership a change management approach/model that would structure and ensure that the appropriate focus and priority was given to change management and change intervention actions

NHSS Programme:

Led, and conducted a Change Impact Assessment with all the senior stakeholders and management team

Managed the maintenance and visibility of the Change Impact Assessment deliverable amongst the Senior Stakeholders

Earlier Roles

Network Rail Senior Business Improvement Manager Dec 2019 – Apr 2020 (Corona Virus)

Global Switch, Global Change Management Lead Feb 2019 – Nov 2019

Eurostar Agile Project and Change Readiness Manager Jul 2018 – Jan 2019

AmTrust International Lead Strategic Change Consultant Apr 2018 – Jul 2018

Camelot Lead Business Process Architect Jun 2016 – Dec 2017

EDF Energy Business Process Architect Consultant Jun 2016 – Sept 2016

Pearson Business Analyst/Architect May 2015 - Dec 2015

Investec Wealth & Investment Bank Business Architect/Project Manager Nov 2014 – Jan 2015

Contracting Consultant 2011 - 2014

DWP (Department Works and Pension) Consultant 2010 - 2011

BNP Paribas Consultant 2009 - 2010

Accenture Consultant 2006 – 2008

ING Bank Quality Assurance Officer and IT Security Officer 2004 - 2006

Certification & Training

PMP In View 2024

Agile Project Management Professional 2020

Certified Brain Health Coach 2020

Prince2 2015

Executive MBA 2012 (Lancaster University)

2:1 BSc Hons Quality Management 2000

References are available on request.

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