LPW Computer Services Ltd

Recent Assignments Lead Service Architect Provide Service Architecture skills in support of the outsourced managed services being delivered to a key Government department. Ensure timely and effective transition of services from Project ownership to Business as Usual by developing detailed Service Designs to cover all operational activities Key Achievements Successfully transitioned several complex projects into business as usual Developed a standardised approach for Service Designs Built cost and charging models for new services and extended support operations Project Manager  Data Migration   Provide project management  to deliver a complex series of data migrations between old and new DR data centres for a financial client to extremely tight time and resource deadlines Key Achievements Took responsibility for planning resources and activities surrounding the replication of the existing arrays to upgraded and consolidated arrays in the new datacentre Provided reporting and transition management across multiple work streams Ensured successful delivery of the pilot migrations and proposed various process improvements from lessons learned Provided management support across the main migration period Interim Service Delivery Manager  Interim role to improve overall performance of the 72-strong Service Delivery department to agreed SLA standards and line management of the infrastructure support teams. Also to maintain operating budget of £3m, appraise department-wide operating practices and lead the changes needed to improve cost-effectiveness, address perceived deficiencies in overall effectiveness and facilitate implementation of the ITIL V3 framework and deliver cost efficiencies  Key Achievements Maintained required delivery standards for the teams under my control Provided line management of infrastructure support and technical design teams,. Achieved £400K cost savings by re-evaluation of infrastructure replacement plans, and maintenance and support expenditure. Produced and implemented revised Service Catalogue and associated SLAs to improve reporting and control Led revisions to the Service Desk systems and underlying support team structure to reflect new SLAs Provided guidance on pre-existing ITIL v3 implementation work Improved Project Initiation and introduced Project time Recording systems to strengthen budget planning work Interim Head of IT Manage BaU delivery of IT services, internal support team and offshore development teams  with P&L responsibility for £3.8m, manage and further develop all supplier relationships to ensure value for money and develop the strategic plan and manage the transition of all helpdesk, support and development services to new Shared Services Operations Key Achievements Achieved an overhead budget reduction of approximately 20% by reassessment and re-negotiation of existing contracts. Successfully completed transition of the internal IT Support function to the Group’s new Shared Service structure. Required personnel reassignment, significant local process revisions, developing new reporting structures and defining revised infrastructure platform plans and network reconfigurations Transition Programme Manager Provided leadership and coordination of complex migration programme to relocate all UK and EU services to a new centralised datacentre involving a number of internal teams and external suppliers. Ensured consistent delivery, tracking and issue management for the programme. Ensured adherence to WAN and LAN networking standards and BCP/DR provisions for each migrated service Key Achievements Delivered 1800 live servers and associated services to the new datacentre within the required budget and on time, with no operational failures or unplanned exceptions  Brought order and focus to a previously disorganised set of independent project streams  Developed and introduced a set process for the migration of individual servers to ensure consistent reporting an tracking  Developed reporting structure so that the status of any individual server was instantly available.  Provided resources to assist with specific, complex or business critical migrations Other Case Studies Integrated Service Support The client was a Big 5 consultancy delivering a major programme of change across the whole of the MOD. A helpdesk service was built to support the delivery of the programme to the end user departments. The helpdesk had to operate to full ITIL standards - this was achieved by integrating incident, problem, change and configuration management into the helpdesk function, then by adding release and service management functions. The entire service was delivered to time and budget and continued in use after the closure of the overall delivery programme it supported. Effective Change Management The client was an MOD Agency with multiple sites across the UK. IT support was delivered from a central location. Building on an existing helpdesk and configuration management function, a fully functional change management system was built and put into operational use. Once it was settled, and the Change Advisory Board established, links from the change system to procurement and configuration management enabled highly cost-effective purchasing plans to be developed, resulting in a significant overall saving. Furthermore, centralising change management allowed the closer integration of the other IT services, further saving revenue costs. Helpdesk Improvement The client operated a centralised helpdesk supporting a wide range of applications service of varying degrees of criticality. While reasonably efficient at incident management, the helpdesk could not deliver analyses of incidents so that the root causes could be identified and corrected. As a result, the same faults would recur and require repeated corrective actions. The helpdesk support software was analysed and reconfigured, utilising a greatly simplified and integrated set of fault codes. This enabled the helpdesk and support teams to classify faults and repairs more efficiently: more importantly, it highlighted the root causes of the reported incidents, so allowing strategic corrective actions to be put in place. Overall, routine faults were reduced by around 30% in the first year as a result.