PMO Lead

CV - Noel Peries

London, UK

(M) +447***-***-***

****.******@*****.***

Personal statement

Highly motivated PMO Professional with 15 years experience working on Global Portfolios and Programmes (Europe, North America & Emerging markets). I have setup and maintained PMO’s for Banking (Retail & Investment), Energy and IT Organisations.

I am seeking contracts as a senior PMO/PMO Manager for high profile Global Portfolios, Programmes and Projects.

Career summary

Role Period Organisation

One Risk PMO 29/02/12 to 29/06/12 Barclays Bank

Events Director 01/01/11 to 01/02/12 Cherry On Top Events

Portfolio PMO Manager 01/07/08 to 01/10/09 Barclays Bank

Senior PMO Consultant 01/03/08 to 30/06/08 BP Alternative Energy

PMO Manager 03/01/07 to 31/11/07 ING Bank

Global PMO 01/04/06 to 16/12/06 ABN Amro

PMO Reporting Analyst 01/11/05 to 28/03/06 Equity Trust

SOX PMO/MI Analyst 01/04/04 to 20/10/05 Barclays Bank

MI Analyst 01/02/04 to 28/03/04 PWC

Volunteering 01/01/03 to 22/12/03 SANP – South Africa

Project Co-ordinator 01/08/97 to 20/12/02 LFM Solutions

Key skills

• Experience in developing a PMO Framework and governance

• Driving to ensure the PMO delivers ‘value add’

• Experienced in working on IT, Business and Group wide initiatives

• Have experience working in consultancy services as well as vendor management

• Budget management experience: £25 million

• Successfully managed PMO’s working for global organizations

• Able to implement solutions and think outside the box

• Proficient in defining and develop road maps and engagement models

• Experienced in managing PMO’s, Planners and Business Analysts

Systems used

• MS Office Suite - Advanced

• Ms Project - Advanced

• Crystal Reports - Intermediate

• Share point – Intermediate

Training and qualifications

B Sc.Computer Science 1993 – 1997 City University, UK (Hons) 2:2

Language

• Basic Dutch studied at Volksuniversiteit, NL

• Basic Swedish self taught.

• Level 2 Setswana studied at Alliance Francaise, Gaborone

Status

Available for PMO Contracts immediately

Last 5 year career in detail:

March 2012 – June 2012, One Risk PMO for Barclays Bank

www.Barclays.com

The Retail Credit Risk Target Operating Model (TOM) objective is to deliver consistent risk management across all risk types. This is through improved efficiencies and quality that will over time produce a greater benefit in reduced risk costs. One Risk is the programme of activity to deliver this in 2012/13. There are several workstreams that have been setup to roll out best practice, create shared services where possible and improve the effectiveness of risk management which will ultimately result in a reduction on cost by the end of this year.

As the One Risk PMO I was responsible for ensuring that these workstreams (Vendor Management, MI, Collections, Modelling & Analytics) delivered against their commitments for 2012. I facilitated workshops to draw a high level plan that will deliver their charter commitments and key deliverables throughout the year.

I ensured that a suitable PMO Framework was in place for each workstream to track and report progress and escalate RAIDs where needed.

I created a suitable level of reporting as agreed by Stakeholders that is fed into various forums/SteerCo’s.

As well as working across all workstreams, I have been an integral part to ensuring progress is made within the Vendor Management workstream. The objective is to deliver consistency across the group for key Risk Vendors: FICO, Experian, SAS, Call Credit & Equifax. After ensuring that the scope had been agreed with the correct SME’s, a detailed project plan and regular meetings that I had been chairing were embedded into the teams set of regular activities. I also managed a BA resource to assist with documenting current state assessments and recommendations for a future state engagement model that could be right sized for each vendor.

March 2011 – Feb 2012 Events Director for Cherry On Top Events

The Opera House is a theatre (owned by author Alexander Mcall-Smith) based in Gaborone, Botswana. My objective was to turn the Opera House from a loss making business into a profit-making one.

In the first quarter of being there I was able to make the company a significant profit. I marketed the venue to Corporate companies as an alternative venue to host team building/strategy workshops.

I managed to secure sponsorship through Local Breweries for particular events and I have marketed the venue to new groups of people via audience development methods. All the skills required as a PMO are relevant to Event Managing, i.e. being able to handle multiple activities in a short time period, stakeholder management, transparent communication and being able to resolve issues and mitigate risks in a timely manner.

Nov 2009 – Dec 2010 Travelling through Africa

Drove from London to South Africa - www.nomad-adventure.com

July 2008 - October 2009 Portfolio PMO Manager for Barclays Bank

www.Barclays.com

Joined the Global Retail And Commercial Banking area (GRCB) of Barclays. My role as the Portfolio PMO Manager was to refresh the governance for the whole of GRCB and ensure that new programmes and Projects introduced and maintained this standard wide methodology. Programmes and Projects ranged from Technology upgrades, Risk & Legal initiatives, Offshoring and implementing Regulatory programmes such as Basel II, KYC, AML & Sanctions improvements.

The GRCB portfolio budget for 2009 was £25 million. Reporting was done on a fortnightly done basis and was collated to a concise Management report that was circulated to the various Stakeholders within the Bank. I designed and implemented the GRCB Portfolio Intranet site that allowed Programme and Project managers to upload information relating to their initiatives and download governance & reporting manuals and templates.

As well as being the Portfolio PMO I also helped various programmes and Projects that required assistance where needed. I helped the implementation and closing stages of the move of Financial Reporting Service Centre from Poole, Uk to Chennai, India by ensuring a sufficient transition occurred before staff were released in the the Uk. I ran various GO-NO GO meetings to ensure compliance within the framework that the PMO had set.

Providing varied levels of management reporting for stakeholders meetings was an important activity that I was responsible for during this contract. Across the Portfolio I setup and embedded an Exec Management Monthly report that showed progress against a set of Key Status Indicators (Planning, Cost Control, Resources, Risk and Issues, Milestones and Governance).

I designed an efficient method of all Business Units reporting against KAMLS (KYC, AML and Sanctions) which was a Programme rectifying control deficiencies each with their own timelines set by GIA (Group Internal Audit).

Performed regular Programme & Project health checks to ensure that they complied to the governance that was set out to them. This ensured a better success rate of any internal/external audit’s performed on them.

Mar 2008 -July 2008 Senior PMO Consultant for BP Alternative Energy

www.bpalternativenergy.com

BP is one of the three largest energy companies in the world, operating in 100 countries across 6 continents. In November 2005, BP launched the new Alternative Energy (AE) business with the strategic intent of becoming the world' leading developer and wholesaler of low-carbon power BP Solar IT&S (Information Technology & Services) had a large portfolio of Projects to deliver in 2008 with a budget of $12 million.

The business was expanding to deploy current developed solutions to the expanding Global Base consistently, as well as enhancing existing and adding new global applications.

My role was to help report and track the governance of a portfolio consisting of several projects, ensuring that projects comply with relevant BP AE standards (Using the CVP "Decision Support Package". Working closely with the Project managers based in Spain, US and India to enable transparent cost tracking, valuable progress reporting and collating month end actuals and accruals. This is done using careful consideration of various time zones and with the use of Live Meeting to share and discuss key documentation.

Having to benchmark project processes/ systems and propose improved project working arrangements using the web enabled repository SharePoint.

During various gates that each project might require a number of key meetings/deliverables have to be setup/delivered and this is done using various planning methods such as Project and Excel

I was also acting as a Key User on an implementation project for Oracle Projects to be used within BP Solar to replace existing systems used for Invoicing, entering expenses and various spreadsheets used for running MI.

Jan 2007 -Nov 2007 PMO Manager for Cognizant Technology Solutions (within ING Bank)

www.cognizant.com

As the Programme Office Manager for the vendor Cognizant Technology Solutions I worked in the LeRAIX Migration programme. The goal was to migrate the existing AIX o/s to the current AIX o/s without interrupting the ING business with a scope consisting of 30 projects spanning across the Netherlands and Belgium. The programme's budget was 10 million euros.

My focus was to establish PMO programme governance and communication processes were setup so that 10 Project managers could effectively deliver 30 migrated projects to ING by the end of 2007.

This entailed establishing project documentation within Sharepoint and delivering these projects within ING according to the governance using a number of controls such as Microsoft project planning, weekly consolidated progress reporting, change control and effective risk and issue management.

PMO Manager ING continued

Part of my responsibilities was to continually improve processes where possible while controlling adherence to standards and procedures. I also gave training sessions to Project Managers on Change Requests and Risks and Issue management as well as any part of the programmes processes that they were unsure of.

I also conducted regular project reviews, this allowed me to highlight potential gaps and where necessary specify follow up actions. I maintained a Change Request log that was continually being updated and the process for sending them into the change board for their approval.

Due to the difference in cultures between the Project managers (Indian) and the ING SME’s (Dutch) it was important for me to engage and establish effective working relationships within this programme. This was another key factor to the success of the programme.

I also created and maintained the resource schedule that tracked the delivery of key milestones/activities of the ING departments (H/W & S/W, Database Team) that we managed to complete each project. This was a vital management information (MI) tool to see from an overall perspective if we were on track for programme delivery and to see where potential activity/resource clashes could occur in the future. This was a vital process due to the fixed price contracts agreed by ING and the vendor.

April 2006 -Dec 2006 Global PMO Co-ordinator for ABN AMRO Bank, NL,

www.abnamro.com

I worked as a Global PMO/Programme Co-ordinator for the Symphony and Harvest programme (examined sourcing options for infrastructure services & Application Development within Information Security) assisted with helping IT projects achieve transformation from ABN Amro to IBM and other vendors such as Verizon.

The Programme budget for 2006 was 30 million euros and approx 400 people were working within the programme to ensure its success.

The programme spanned across the whole of the Bank which meant coordinating meetings across several time zones (Europe, Asia, South and North America).

Produced and maintained a global metric dashboard in Ms Excel used by many areas of the Security tower within ABN Amro. It covered the life cycle of the Transformation programme and was used in various stakeholder/project manager meetings for status updates and forecasting resource bottlenecks.

Maintained a Global Risk and Issue register that was discussed in weekly status calls with the Security tower. Managed the project Quick Place e-Room (Intranet repository for key documents and presentations). Traced and reported project progress and project financials.

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