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Simon Harris
,
East Hagbourne
Experience
Other titles
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I'm offering
An adaptable but seasoned Process Analyst and Programme Manager, specialising in a variety of project disciplines including Agile, Lean Six Sigma and more traditional project approaches. A leader of multi skilled teams with a great track record in delivering results through business transformation in major organisations. Highly skilled in the creation of change strategy and vision and the subsequent translation of this into programmes and projects.
Markets
United Kingdom
Language
English
Fluently
Ready for
My experience
2016 - ?
job
Senior Programme Manager
unknown.
Project Experience Ltd
Manager
2016 - ?
freelance
Independent Contractor / Senior Project Manager
Jaguar Land Rover.
completing assignments for clients such as National Grid, Jaguar Land Rover, Thames Water and mGage. Below is a list of example assignments completed over this period [as well larger assignments from permanent career] (in no particular order, and not all are listed).
Selected Contract Assignments:
National Grid: Business Transition Onshore to Offshore and Offshore to Offshore Process Lead/Programme Manager (14 months)
* National Grid had a desire to drive cost reduction through the outsourcing of several of its Business and Engineering functions. Engaged on an interim basis to map and transition business processes with a minimum impact on customers and no degredation of service. National Grid required a lift and shift approach so just the AS IS processes were mapped. Understood and documented technical landscape and ensured a smooth integration with third party systems. Documented use cases, requirements and success criteria for all business processes. Identified key stakeholders and interviewed to understand what their requirements were. Successfully executed two proofs of concept which paved the way for the larger strategic piece of work, transitioning Purchase to Pay, Record to Report, Order to Cash and HR workstreams. Documenting and verifying over 600 business processes and creating a change control framework. Managed post transition support and handover to business as usual.
MGage: Payment Platform Transformation: Project manager/Process Analyst (4 months)
* Mgage had an existing legacy platform that was hard to maintain and took a long time to deliver changes into. Engaged on an interim basis to scope and deliver a new payment solution with minimum impact on existing customers. Mapped the AS IS process and documented the flows as they stood today; mapped the AS IS technical architecture and understood current technical Use Cases; Identified key stakeholders and interviewed to understand what their requirement was for the new platform ; Documented new requirements and map new TO BE process, agreed with Key stakeholders; Understood delta between AS IS and TO BE; Created new Technical Architecture to support the new process; Created new Technical Use Cases and Customer Journeys that were allowed by the TO BE process. Resulted in Clear agreed documented requirements; agreed technical architecture and a development team working within an Agile methodology and a clearly defined sprint plan.
Thames Water: Backlog Reduction Project: Process Improvement Lead (9 months)
* Thames Water had an Aged Backlog of over 20k pieces of open customer queries. Engaged as an Interim Process Improvement Lead I mapped current process and using the Lean Six Sigma methodology highlighted where improvements could be made and using data driven argument presented potential improvements to the CEO. Whilst identifying improvement opportunities I organised a team to work through the backlog and close open cases; after trialling process improvements I documented the new processes in Aris and completed a documentation review and removed outdated forms. This results in a million pound per annum saving as repeat calls reduced by over 60%
Jaguar Land Rover (JLR): My Jaguar: Digital Project Manager (6 months)
* Jaguar Land Rover were falling behind their competitors in offering an interface for their customers to interact with Jaguar. Engaged as an interim Digital Project Manager to design and build a new customer Portal. Identified key stakeholders and interviewed to understand what their requirement was for the new portal
Analysed web analytics & user behaviours
carried out user feedback survey & competitor analysis
defined profitable key words
selected development and design partners
created design brief and signed-off all imagery & content. Documented new requirements and mapped new TO BE process, agreed this with Key stakeholders
Created new relationships with the IT teams and got agreement to support the new process
Sold the design and the new processes to senior management team and board members
Created new Technical Use Cases and Customer Journeys that informed the design and process. Resulted in a clearly documented design that was signed off by the business and a sprint roadmap that could be followed to completion.
Selected full time employment highlights:
Vodafone Group Ltd: Offshore Design Centre of Excellence; Head of User Experience Operations (3 Years)
* Vodafone Global were spending 5 million Euro per annum on Design and User Experience resource in Europe alone. As Head of Operations I was tasked with reducing this cost across the business. Liaised with senior members of Vodafone to create a Brief and invite industry leaders to tender for the work; Reviewed the proposals and created shortlist; Chose a partner and decided to site in India; Interviewed prospective team members, signed off training packages and met launch timelines; Sold the idea of an offshore design team to business areas and brought work to the team. First year delivered 1.8 million Euro Opex savings.
Vodafone Uk Ltd: Business Transformation: Senior Change Lead/Process Owner (4 Years)
* Vodafone UK recognised that they had an aging and complicated IT stack which support all digital services and it's CRM. They wished to replace this with new technology and at the same time redesign processes and business rules; As Senior Change Lead I was responsible for the transformation of the businesses digital offering (Online and App). Mapped as is technical Architecture; Mapped and understood current process and customer journeys; Ran workshops to understand how digital supports Muliti-channel processes; Designed and documented in Aris new processes; Designed new customer journeys to support the new processes; Created new webpages to support the new journeys; Supported through sprints the creation of the App and webpages. Succeeded in launching the new website to time and on budget, reduced got to market time for digital offerings from 3 months to 3 weeks.
Selected Contract Assignments:
National Grid: Business Transition Onshore to Offshore and Offshore to Offshore Process Lead/Programme Manager (14 months)
* National Grid had a desire to drive cost reduction through the outsourcing of several of its Business and Engineering functions. Engaged on an interim basis to map and transition business processes with a minimum impact on customers and no degredation of service. National Grid required a lift and shift approach so just the AS IS processes were mapped. Understood and documented technical landscape and ensured a smooth integration with third party systems. Documented use cases, requirements and success criteria for all business processes. Identified key stakeholders and interviewed to understand what their requirements were. Successfully executed two proofs of concept which paved the way for the larger strategic piece of work, transitioning Purchase to Pay, Record to Report, Order to Cash and HR workstreams. Documenting and verifying over 600 business processes and creating a change control framework. Managed post transition support and handover to business as usual.
MGage: Payment Platform Transformation: Project manager/Process Analyst (4 months)
* Mgage had an existing legacy platform that was hard to maintain and took a long time to deliver changes into. Engaged on an interim basis to scope and deliver a new payment solution with minimum impact on existing customers. Mapped the AS IS process and documented the flows as they stood today; mapped the AS IS technical architecture and understood current technical Use Cases; Identified key stakeholders and interviewed to understand what their requirement was for the new platform ; Documented new requirements and map new TO BE process, agreed with Key stakeholders; Understood delta between AS IS and TO BE; Created new Technical Architecture to support the new process; Created new Technical Use Cases and Customer Journeys that were allowed by the TO BE process. Resulted in Clear agreed documented requirements; agreed technical architecture and a development team working within an Agile methodology and a clearly defined sprint plan.
Thames Water: Backlog Reduction Project: Process Improvement Lead (9 months)
* Thames Water had an Aged Backlog of over 20k pieces of open customer queries. Engaged as an Interim Process Improvement Lead I mapped current process and using the Lean Six Sigma methodology highlighted where improvements could be made and using data driven argument presented potential improvements to the CEO. Whilst identifying improvement opportunities I organised a team to work through the backlog and close open cases; after trialling process improvements I documented the new processes in Aris and completed a documentation review and removed outdated forms. This results in a million pound per annum saving as repeat calls reduced by over 60%
Jaguar Land Rover (JLR): My Jaguar: Digital Project Manager (6 months)
* Jaguar Land Rover were falling behind their competitors in offering an interface for their customers to interact with Jaguar. Engaged as an interim Digital Project Manager to design and build a new customer Portal. Identified key stakeholders and interviewed to understand what their requirement was for the new portal
Analysed web analytics & user behaviours
carried out user feedback survey & competitor analysis
defined profitable key words
selected development and design partners
created design brief and signed-off all imagery & content. Documented new requirements and mapped new TO BE process, agreed this with Key stakeholders
Created new relationships with the IT teams and got agreement to support the new process
Sold the design and the new processes to senior management team and board members
Created new Technical Use Cases and Customer Journeys that informed the design and process. Resulted in a clearly documented design that was signed off by the business and a sprint roadmap that could be followed to completion.
Selected full time employment highlights:
Vodafone Group Ltd: Offshore Design Centre of Excellence; Head of User Experience Operations (3 Years)
* Vodafone Global were spending 5 million Euro per annum on Design and User Experience resource in Europe alone. As Head of Operations I was tasked with reducing this cost across the business. Liaised with senior members of Vodafone to create a Brief and invite industry leaders to tender for the work; Reviewed the proposals and created shortlist; Chose a partner and decided to site in India; Interviewed prospective team members, signed off training packages and met launch timelines; Sold the idea of an offshore design team to business areas and brought work to the team. First year delivered 1.8 million Euro Opex savings.
Vodafone Uk Ltd: Business Transformation: Senior Change Lead/Process Owner (4 Years)
* Vodafone UK recognised that they had an aging and complicated IT stack which support all digital services and it's CRM. They wished to replace this with new technology and at the same time redesign processes and business rules; As Senior Change Lead I was responsible for the transformation of the businesses digital offering (Online and App). Mapped as is technical Architecture; Mapped and understood current process and customer journeys; Ran workshops to understand how digital supports Muliti-channel processes; Designed and documented in Aris new processes; Designed new customer journeys to support the new processes; Created new webpages to support the new journeys; Supported through sprints the creation of the App and webpages. Succeeded in launching the new website to time and on budget, reduced got to market time for digital offerings from 3 months to 3 weeks.
Web, Workshops, Outsourcing, Support, Analyst, Offshore, Transformation, Development, Ceo, App, Six Sigma, Redesign, Interim, Online, ARIS, Portal, Framework, Processes, Sigma, Manager, Integration, User Experience, CRM, Project Manager, Training, Agile, Lean, Budget, Business transformation, Management, Design, Content, Analytics, Website, Architecture, Service, Engineering, Technology, It
2018 - 2018
job
Senior Project Manager
mGage.
Project Manager, Manager
2017 - 2017
job
Process Improvement Lead
Thames Water.
2013 - 2016
job
Head of User Experience Operations
Vodafone Group Ltd.
User Experience
2008 - 2009
job
Business Change Manager
Carphone Warehouse.
Manager
2000 - 2002
job
Customer Service Manager
Green Fingers.com.
Customer service, Service, Service Manager, Manager
My education
1993
-
1996
The University of Manchester
Bachelors, Mediterranean and Near Eastern Studies and Archaeology
Bachelors, Mediterranean and Near Eastern Studies and Archaeology
n/a
Secondary, N/a
Secondary, N/a
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