David Anderson CV
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Transcript of David Anderson CV
David Anderson 4/2 Stevenlaw’s Close, 132 High Street, Edinburgh, EH1 1QT
Phone: 07850 687 456
Email: [email protected] Linked in: David Anderson
A project/programme manager with 12 years experience of delivering varied projects in the highly
complex environment of a major financial organisation. A track record of successful delivery through a
very challenging period for British banks including a merger which created the 4th largest bank in the
UK and Europe’s 10th largest.
Project management career focused in the organisation’s central change team and centre of project
management excellence. A model designed to assign experienced project managers across multiple
Divisions of the organisation to facilitate the spread of project management best-practice across all
change teams. Career path has involved working in a variety of change roles such as: Tester;
Business Analyst; Project Management Office as well as Project and Programme Manager.
Key strength in ability to build and lead teams through concentration on strong, effective team
communication combined with a focus on simplification of complexity for wider stakeholders.
Reputation for:
Project management excellence; pro-active and collaborative approach to problem solving; delivers on
promises; builds and leads motivated, highly-performing teams
KEY AREAS OF EXPERTISE
Project/programme planning
Regulatory compliance
Project/change management
Stakeholder engagement and
management
Strategic thinking
Risk assessment and mitigation
Project governance
Identification of process
improvements
Business partnering
Employee leadership
Performance management
Organisational awareness
and market context
PROFESSIONAL EXPERIENCE
Programme Manager; Lloyds Banking Group Business Engagement and Readiness
lead: FastPath programme: A group-wide initiative to simplify the project management approach to increase
pace alongside training for all change colleagues in best practice techniques to support more rapid delivery
Common Reporting Standards (CRS): A regulatory tax
transparency initiative Foreign Account Tax Compliance Act
(FATCA): A US government driven
tax transparency initiative
January 2013 – July 2016 Advanced to Programme Manager role within the central change team. Responsible for managing teams of Project Managers in complex cross-Divisional change initiatives. Responsible for delivery of key workstreams of major regulatory change initiatives. An intense environment given the complexity of the
initiatives and the fixed end dates therefore it my co-ordination of the activity of the team and ability identify areas of concern based on my experience was important. Role on the FastPath programme made use of my project management skills; my ability to successfully manage a team of project managers and my key strength in building relationships with stakeholders of all
levels across multiple business areas.
Project Manager; Lloyds Banking Group Banking Operations Release C
Programme: scaling of internal
helpdesk for branch colleagues to support them as they adopted new IT applications
Delivery Assurance: Use of expertise in project and change management to undertake assurance reviews of major projects (£10M+ investment)
to increase likelihood of successful delivery
September 2010 – December 2012 Successfully promoted to full project manager position within the central change team. Release C Programme: Managed the project team responsible for
profiling the increased call volumes; recruiting additional temporary staff; training new staff and managing the roll-off of staff as call volumes reduced. Continued development of project management skill set in increasingly complex projects and management of ever larger teams. Delivery Assurance role: Level of project management expertise was acknowledged for assignment in the Delivery Assurance team. This
team undertakes independent reviews of major change initiatives and presents the findings and recommendations back to senior project stakeholders to increase the likelihood of successful project delivery. The role required a deep understanding of all aspects of project management in order that the appropriate areas of focus were identified and adequately explored.
Assistant Project Manager; Lloyds
Banking Group Banking Operations Release A
Programme: Merger programme which involved delivery of a standard counter system across
branches of both banks Integration Programme Management
Office: Programme Office role to support a Division less mature in project and change management
June 2009 – September 2010
Successfully obtained a promotion within the central change team. History of successful delivery meant I was identified as a suitable candidate for these complex assignments. Both assignments were driven by the need to merge two UK banks during the 2008 financial crisis.
Successfully set up a Programme Management Office and managed the team. Responsible for designing and communicating: The governance/reporting schedule for project managers The use of a group-wide online toolkit for reporting and risk/issue
capture and management The monthly process for project cost tracking The production of monthly presentation packs for the full portfolio
to the Divisional Executive Also responsible for chairing the Divisional Executive meetings at which
the status of each project was shared Returned to project manager role in the Release A Programme to manage the rollout of IT infrastructure and associated training to support integration.
Senior Project Analyst; Lloyds Banking Group Project Oslo: Launch of a high-
interest online Euro savings account in The Netherlands
Project Capability Improvement
Programme: Development and delivery of a standardised project lifecycle and deliverables across all Divisions of the organisation coupled
with training for all project managers
September 2007 – June 2009 Based on track record successfully obtained a more senior role in the central change team. Further development of the project management skills from previous role. In particular: Stakeholder engagement – roles required engagement of more
senior stakeholders across multiple Divisions of the organisation Project reporting and communications were at multiple levels due
to more complex governance requirements Role required direct engagement with the project sponsor and
board. Rapidly developed the skill of delivering a concise, meaningful and honest update on the status of the overall project
Volunteered to present on the solution to all Divisional change teams to
refine public speaking skills. Both projects delivered to budget and timescale.
Project Leader; HBOS Image and Workflow projects: The
Introduction of a scanning service in
the mail receiving centre to move to paperless workflow.
September 2005 – September 2007 Planned and managed the build and test of the system as well as the local implementation. Projects delivered to timescale, within budget
and to the required standard. Developed my general project management skills of: Risk and Issue Management/Escalation Dependency management Stakeholder identification and engagement Project reporting and communications
Project leadership and team management
Project planning Project change control Budget management Used recruitment of additional staff for the service as an opportunity to build interviewing experience.
Graduate Trainee/Business Analyst; HBOS Project Business Analyst/Tester role
supporting a Project Manager
September 2004 – September 2005 Graduate placement in business analysis and training in project management methodology. Responsible for calculating the staffing levels for a new service. Completed weekly progress reporting and
provided updates to the project sponsor. Produced test scripts and conducted end user testing for the operation. Demonstrated the skills and appetite for a role in project management and decided to pursue as a career.
EDUCATION AND QUALIFICATIONS
May 2016
Association of Project Management (APM) Managing Successful
Programmes (MSP) Practitioner qualification
Industry recognised qualification in Programme Management
April 2011 Association of Project Management (APM) Practitioner qualification
Industry recognised qualification in all aspects of Project Management
April 2007 PRINCE2 (Projects in Controlled Environments) Practitioner qualification
Industry and UK Government accepted project management methodology
September 2000 to
June 2004
Bachelors Degree with Honours in Languages and Marketing Management
First Class Honours achieved
CAPABILITY PROFILE
Technical Capabilities
Business Partnering
Strategic Thinking
Organisational Awareness
Change management
Languages
Information Technology
Firm grasp of business drivers which, combined with interest in
strategy at an organisational level and global level, enables effective
partnership within a business. Maintains organisational knowledge
to keep abreast of threats to delivery as well as identification of
additional stakeholders to be engaged to get things done. Strong
project and change management capability demonstrated by focus
on stakeholder engagement and track record of successful delivery.
Proficient French speaker, conversational Spanish and basic
German.
Highly computer literate. Proficient in the use of Microsoft Word,
Excel, PowerPoint, Visio, SharePoint and Project to an advanced
level. Proven ability to use LiveMeeting and video conferencing to
manage and drive delivery across multiple geographical locations.
Behavioural Capabilities
Business Acumen
Managing Relationships
Collaborative Working
Communications and Impact
Delivering Results
Delivering Change &
Improvement
Risk, Compliance and
Regulatory Training
Time Management
Develops and maintains a firm grasp of organisational strategy and
objectives. In conjunction with ability to build a performing team
enables the creation of strong, inclusive collaborative relationships
which deliver results at pace. Possesses the confidence and style to
challenge stakeholders in a way that does not jeopardise business
relationships, but is seen as a focus on maintaining the momentum
of a project. Comprehensive experience of risk identification and
mitigation within projects. Seeks to mitigate through early
planning, and ensures throughout the project an open culture of
identification and active management of risks is maintained to
minimise threats to project success.
A driven individual with proven prioritisation and organisation
ability.