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Project Manager
James Bailey
,
Queens Park, United Kingdom
Experience
Other titles
Skills
I'm offering
Project Management
Markets
United Kingdom
Language
English
Fluently
Ready for
My experience
2018 - ?
job
Senior Project Manager (Director)
UBS, Equities IT.
● Delivered Brexit for Global Equity Derivatives (GED) as part of a bank wide programme to prepare for a hard Brexit, including:
◦ Legal Entity, static data and functional changes spread across 25 systems.
◦ External dependencies: London Stock Exchange, Deutsche Boerse Group, Citi, MarkitWire, other exchanges.
◦ Internal dependencies: Static data, cross division flows through the GED stack; flows to Settlements, Pre and Post-Trade reporting and MiFID II Transaction Reporting.
◦ Achieved by:
* Establishing a global team made up of approx. 20 development teams using agile methodology.
* Implementing a new JIRA structure for these teams to operate within, as part of a pilot to transform the working practices within the organisation and migrating the teams onto this practice.
* Establishing a daily scrum of scrum call to track progress across approx. 1000 JIRAs.
* Building and managing the delivery plan and dependencies.
* Running Sprint Demos with 15 teams working on the project concurrently.
* Managed bank wide dress rehearsals and go-live effort, including production and management of runbooks, reporting and evidencing.
* Implemented artefacts and process that was missing from the organisation including; runbooks, daily test reporting and heatmap dashboards. These were distributed as examples of what "good" looked like to other programmes.
* Reporting into large weekly programme status meetings, producing the associated slides and managing RAID logs.
◦ Output was:
* Migration of cash business flows into the GED system stack.
* Setup of a European Legal Entity to handle trading post Brexit.
* Functionality to manage cross border interactions between clients, sales and trading.
* Completion of Bank wide UAT efforts and Dress Rehearsals.
* Bank wide implementation weekends.
● Turned around a project to implement Sales Revenue Management functionality by building out a system impact matrix across ~15 systems, closing gaps around business and functional requirements, establishing a plan and delivering according to that plan.
● Managed Brexit Day 2 activities and other projects.
● Managed BoW status meetings that cut across the organisation.
◦ Legal Entity, static data and functional changes spread across 25 systems.
◦ External dependencies: London Stock Exchange, Deutsche Boerse Group, Citi, MarkitWire, other exchanges.
◦ Internal dependencies: Static data, cross division flows through the GED stack; flows to Settlements, Pre and Post-Trade reporting and MiFID II Transaction Reporting.
◦ Achieved by:
* Establishing a global team made up of approx. 20 development teams using agile methodology.
* Implementing a new JIRA structure for these teams to operate within, as part of a pilot to transform the working practices within the organisation and migrating the teams onto this practice.
* Establishing a daily scrum of scrum call to track progress across approx. 1000 JIRAs.
* Building and managing the delivery plan and dependencies.
* Running Sprint Demos with 15 teams working on the project concurrently.
* Managed bank wide dress rehearsals and go-live effort, including production and management of runbooks, reporting and evidencing.
* Implemented artefacts and process that was missing from the organisation including; runbooks, daily test reporting and heatmap dashboards. These were distributed as examples of what "good" looked like to other programmes.
* Reporting into large weekly programme status meetings, producing the associated slides and managing RAID logs.
◦ Output was:
* Migration of cash business flows into the GED system stack.
* Setup of a European Legal Entity to handle trading post Brexit.
* Functionality to manage cross border interactions between clients, sales and trading.
* Completion of Bank wide UAT efforts and Dress Rehearsals.
* Bank wide implementation weekends.
● Turned around a project to implement Sales Revenue Management functionality by building out a system impact matrix across ~15 systems, closing gaps around business and functional requirements, establishing a plan and delivering according to that plan.
● Managed Brexit Day 2 activities and other projects.
● Managed BoW status meetings that cut across the organisation.
Scrum, Project Manager, Jira, Agile, Exchange, Management, Test, Sales, Implementation, Development, Organization, Production, UP, MiFID, Manager, Go
2015 - 2018
job
Senior Project Manager
Credit Suisse, Credit Risk IT.
● Delivered Basel III, BCBS 279: Standard Approach for Counterparty Credit Risk (SA-CCR) for FINMA, including:
◦ Calculation of SA-CCR Exposure at Default (EAD).
◦ Data Quality enhancement, flows into Finance for input into Risk Weighted Assets (RWA), Reporting and User Interface, What If scenario and Adjustment tools; flows into Credit Valuation Adjustment (CVA).
◦ Achieved by:
* Establishing momentum getting the project started:
● Facilitating intensive solutioning sessions to produce target design and estimates quickly.
● Removing $2m of over forecasted resources to bring in line with $4m budget.
● Building the planning with the contributor teams.
* Establishing a global project team of 60 across London, Poland, Switzerland, India and Singapore and management of a delegated PMO assistant.
* Day to day management of the project including; scope, schedule, budget, resourcing, risks, issues and dependencies within a high-pressure environment.
* In an environment where scope was dramatically changing, often driven by forces outside of the project (for example FINMA); enhanced the change control and prioritisation process across the programme which made control of scope possible, scope changes were managed by agreeing and re-agreeing scope based on cost and timelines.
* Dramatically enhanced working practices, coached and drove cultural change across project teams; acted as an early adopter and innovator within the department.
◦ Output was:
* Delivery of large Impact Assessments (IA's) with front to back flows spanning Front Office Risk, Credit Risk and Finance systems.
* Delivery of a Production Parallel (PP) process that included weekly running of the system and management of data retention across 25 environments.
* Quality software delivered into production within quarterly and out of cycle releases throughout the lifecycle of the project.
● Project manager of SA-CCR for Large Exposure Reporting BCBS 283, which presented the same activities and challenges as for SA-CCR BCBS 279 above, commenced in 2018, budget 2 million CHF.
● Project management of the Scenario and Adjustment team, which included overhaul of a failing team:
◦ Rationalisation of overallocated budget forecasts and book of work.
◦ Implementing structure, measurement and accountability to planning, requirement and defect management; a supported release management process and reporting.
◦ Significant coaching and mentoring of development teams, business analysts, test teams and PMO.
Ironman Triathlon Career Break
● Competed in Ironman Mallorca, Ironman 70.3 races, L'etape du Tour and others.
◦ Calculation of SA-CCR Exposure at Default (EAD).
◦ Data Quality enhancement, flows into Finance for input into Risk Weighted Assets (RWA), Reporting and User Interface, What If scenario and Adjustment tools; flows into Credit Valuation Adjustment (CVA).
◦ Achieved by:
* Establishing momentum getting the project started:
● Facilitating intensive solutioning sessions to produce target design and estimates quickly.
● Removing $2m of over forecasted resources to bring in line with $4m budget.
● Building the planning with the contributor teams.
* Establishing a global project team of 60 across London, Poland, Switzerland, India and Singapore and management of a delegated PMO assistant.
* Day to day management of the project including; scope, schedule, budget, resourcing, risks, issues and dependencies within a high-pressure environment.
* In an environment where scope was dramatically changing, often driven by forces outside of the project (for example FINMA); enhanced the change control and prioritisation process across the programme which made control of scope possible, scope changes were managed by agreeing and re-agreeing scope based on cost and timelines.
* Dramatically enhanced working practices, coached and drove cultural change across project teams; acted as an early adopter and innovator within the department.
◦ Output was:
* Delivery of large Impact Assessments (IA's) with front to back flows spanning Front Office Risk, Credit Risk and Finance systems.
* Delivery of a Production Parallel (PP) process that included weekly running of the system and management of data retention across 25 environments.
* Quality software delivered into production within quarterly and out of cycle releases throughout the lifecycle of the project.
● Project manager of SA-CCR for Large Exposure Reporting BCBS 283, which presented the same activities and challenges as for SA-CCR BCBS 279 above, commenced in 2018, budget 2 million CHF.
● Project management of the Scenario and Adjustment team, which included overhaul of a failing team:
◦ Rationalisation of overallocated budget forecasts and book of work.
◦ Implementing structure, measurement and accountability to planning, requirement and defect management; a supported release management process and reporting.
◦ Significant coaching and mentoring of development teams, business analysts, test teams and PMO.
Ironman Triathlon Career Break
● Competed in Ironman Mallorca, Ironman 70.3 races, L'etape du Tour and others.
PMO, Manager, Production, Office, Retention, Software, Development, Data quality, Finance, Design, Test, Management, Mentoring, Budget, Project Manager, Coaching, Project Management
2013 - 2014
job
Project Manager
BNP Paribas CIB.
Management of eTrading projects within fixed income:
● Delivered support model to provide third line support for a business-critical, FX, cash management and trade finance single dealer platform:
◦ Established a global team.
◦ Ran a weekly status meeting of 40 attendees to feedback on status and issue resolution.
◦ Delivered system availability metrics to monitor against 99.9% uptime, managed the associated incidents.
◦ Delivered readiness management for the global rollout to two thousand clients and fifteen thousand users, by delivering readiness scorecards that included; client data, onboarding process, system availability, scalability, performance; support organisation; training.
● Migrated eCredit support team onto the new support model measured against 99.9% system availability.
● Delivered support model to provide third line support for a business-critical, FX, cash management and trade finance single dealer platform:
◦ Established a global team.
◦ Ran a weekly status meeting of 40 attendees to feedback on status and issue resolution.
◦ Delivered system availability metrics to monitor against 99.9% uptime, managed the associated incidents.
◦ Delivered readiness management for the global rollout to two thousand clients and fifteen thousand users, by delivering readiness scorecards that included; client data, onboarding process, system availability, scalability, performance; support organisation; training.
● Migrated eCredit support team onto the new support model measured against 99.9% system availability.
Project Manager, Training, Management, Finance, Onboarding, Support, Cash management, Organization, Scalability, Manager
2011 - 2013
job
Project Manager
Credit Agricole CIB.
Project management of software projects across Payments, Compliance and HR:
● Delivered £2 million divestment centralising Middle Office (MO) functions:
◦ Migration of MO functions from London onto Paris (Calypso).
◦ Migration of reconciliations from legacy systems into IntelliMatch.
◦ Established a steering committee, agreed plan and estimates, managed budget.
● Worked with Compliance team to resolve a backlog of 10k MiFID Transaction Reporting failures.
● Delivered compliance projects to implement HR and security systems to over 1k users.
● Delivered cash management tools for ongoing reconciliation of SWIFT transaction charges.
Previous experience not detailed but available
● Delivered £2 million divestment centralising Middle Office (MO) functions:
◦ Migration of MO functions from London onto Paris (Calypso).
◦ Migration of reconciliations from legacy systems into IntelliMatch.
◦ Established a steering committee, agreed plan and estimates, managed budget.
● Worked with Compliance team to resolve a backlog of 10k MiFID Transaction Reporting failures.
● Delivered compliance projects to implement HR and security systems to over 1k users.
● Delivered cash management tools for ongoing reconciliation of SWIFT transaction charges.
Previous experience not detailed but available
Project Management, Swift, Project Manager, Budget, Management, Compliance, Security, Software, Cash management, Office, MiFID, Manager
My education
n/a
Information Technology Software Development Scholarship, Sports Science
Information Technology Software Development Scholarship, Sports Science
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