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IT Project manager specialising in software solutions with 25 years experience
Jennifer Monks
,
London, United Kingdom
Experience
Other titles
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I'm offering
Senior IT Project Manager with 25 years experience delivering SaaS/cloud based software solutions to Global Fintech, Payments & Business Information organisations.
Passionate about building, mentoring and encouraging project teams to undertake their work with pride.
Consistent positive feedback regarding professional work ethics and delivering multiple, concurrent successful projects on time and to budget.
Excellent communications (written and verbal - all levels) both internal and external, Stakeholder & Risk Management and full SDLC including post implementation handover.
Ensuring projects are kicked off and scoped correctly at the outset in order to minimise risks throughout their course and experience of change management.
Projects varying from short 2 week delivery projects (e.g. configuration changes) to large multi-phased projects spanning 6-18 months.
Management of disparate teams (developers, Technical BAs, Junior Project Managers, Infrastructure, higher tier stakeholders, product team members etc.) in different timezones (US and UK), in an Agile development environment- whilst clients were Waterfall based.
Recovering project delays due to client third party making and not sharing assumptions to bring the project in on time and to budget.
Passionate about building, mentoring and encouraging project teams to undertake their work with pride.
Consistent positive feedback regarding professional work ethics and delivering multiple, concurrent successful projects on time and to budget.
Excellent communications (written and verbal - all levels) both internal and external, Stakeholder & Risk Management and full SDLC including post implementation handover.
Ensuring projects are kicked off and scoped correctly at the outset in order to minimise risks throughout their course and experience of change management.
Projects varying from short 2 week delivery projects (e.g. configuration changes) to large multi-phased projects spanning 6-18 months.
Management of disparate teams (developers, Technical BAs, Junior Project Managers, Infrastructure, higher tier stakeholders, product team members etc.) in different timezones (US and UK), in an Agile development environment- whilst clients were Waterfall based.
Recovering project delays due to client third party making and not sharing assumptions to bring the project in on time and to budget.
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Industries
Language
English
Fluently
Ready for
Ongoing relation / part-time
Full time contractor
Available
My experience
2016 - 2019
job
Senior Project Manager
Telrock Systems Limited.
www.telrock.com
• Programme management of all 3rd party client projects (introducing standard SLDC processes and documentation: Onboarding,
ongoing management; Implementation/Deployment planning; Release planning and management; Project Closure, post
implementation reviews and handover to customer support), resulting in time and cost savings (up to 70%) for project
management and deliveries.
• Project teams sizes (3 - 10 people)
• Project budgets (£20,000 - £120,000)
• Full end to end project management of multiple, concurrent projects (1 - 12 months), delivering e-Wallet and Fraud alert solutions
to 3rd party banks. Subsequent standardisation as off the shelf products so additional work could be taken on and increasing
monthly revenue.
• Breaking down project phases to align with sprints (using Jira (Kanban) and Confluence) for more efficient delivery of projects.
Positive feedback from project team members, i.e. tasks were clearer and more manageable.
• Standardising project reporting for various audiences (internal and external: Board; Stakeholders; 3rd parties; project teams).
• Risk Management and Mitigation - constantly monitored and escalated (with mitigation options and recommendations) if required.
• Budget management - Introduction of budget breakdown sheets for review and sign off by Senior Management, resulting in smooth processes for monitoring budget tracking throughout projects (combining Jira tickets, time logging (Harvest) and forecast
tracking (Forecast) tools.
• Delivery of Commercial e-Wallet solution for two large banks (one US and one UK bank) concurrently on time and to budget
(despite scope creep and change requests from both clients).
• Negotiated invoicing changes to increase revenue at earlier milestones through projects.
• Working with mobile phone aggregators for SMS alerts to understand the services they provided to Telrock and why issues arose
with mobile networks (out of aggregators control) in order to explain dependencies to clients at a projects outset
• Programme management of all 3rd party client projects (introducing standard SLDC processes and documentation: Onboarding,
ongoing management; Implementation/Deployment planning; Release planning and management; Project Closure, post
implementation reviews and handover to customer support), resulting in time and cost savings (up to 70%) for project
management and deliveries.
• Project teams sizes (3 - 10 people)
• Project budgets (£20,000 - £120,000)
• Full end to end project management of multiple, concurrent projects (1 - 12 months), delivering e-Wallet and Fraud alert solutions
to 3rd party banks. Subsequent standardisation as off the shelf products so additional work could be taken on and increasing
monthly revenue.
• Breaking down project phases to align with sprints (using Jira (Kanban) and Confluence) for more efficient delivery of projects.
Positive feedback from project team members, i.e. tasks were clearer and more manageable.
• Standardising project reporting for various audiences (internal and external: Board; Stakeholders; 3rd parties; project teams).
• Risk Management and Mitigation - constantly monitored and escalated (with mitigation options and recommendations) if required.
• Budget management - Introduction of budget breakdown sheets for review and sign off by Senior Management, resulting in smooth processes for monitoring budget tracking throughout projects (combining Jira tickets, time logging (Harvest) and forecast
tracking (Forecast) tools.
• Delivery of Commercial e-Wallet solution for two large banks (one US and one UK bank) concurrently on time and to budget
(despite scope creep and change requests from both clients).
• Negotiated invoicing changes to increase revenue at earlier milestones through projects.
• Working with mobile phone aggregators for SMS alerts to understand the services they provided to Telrock and why issues arose
with mobile networks (out of aggregators control) in order to explain dependencies to clients at a projects outset
Kanban, Manager, UP, Processes, Forecast, Monitoring, Support, Implementation, Confluence, Project Management, Management, Onboarding, Risk Management, Deployment, Budget, Jira, Project Manager
2014 - 2016
job
Professional Services Project Manager
Experian Data Quality.
www.experian.co.uk
• Successful delivery of inherited projects that were flagged as red on RAG, despite existing PM leaving Experian with little
handover.
• Creation and rollout of new processes for full SDLC of projects, producing a smoother workflow between Pre-sales, Product/
Business Analyst/Technical Architecture, DevOPs (Infrastructure/Operations/Development), QA/UAT and Customer Support
teams, resulting in on time savings and increasing revenue.
• Introduction of Net Promoter Score (NPS) Customer Satisfaction survey and utilising feedback to improve deliveries which
increased the number of customer recommendations.
• Successful delivery of inherited projects that were flagged as red on RAG, despite existing PM leaving Experian with little
handover.
• Creation and rollout of new processes for full SDLC of projects, producing a smoother workflow between Pre-sales, Product/
Business Analyst/Technical Architecture, DevOPs (Infrastructure/Operations/Development), QA/UAT and Customer Support
teams, resulting in on time savings and increasing revenue.
• Introduction of Net Promoter Score (NPS) Customer Satisfaction survey and utilising feedback to improve deliveries which
increased the number of customer recommendations.
Project Manager, Operations, DevOps, Sales, QA, Architecture, Workflow, Net, Support, Infrastructure, Analyst, Development, Processes, Manager
2009 - 2014
job
Professional Services Project Manager
RBK Money, Ixaris Systems Ltd., Snowchicken Ltd.
RBK Money:
• Enabling international merchants to sell into the Russian, cash based market and including KYC/KYB assessments
resulting in identification of some fraudulent merchants which were rejected as customers and reducing risk.
• Implementation of full project lifecycle processes, from pre-contract client engagement, sales support, and management
of due diligence and project management.
• Ixaris Systems Ltd:
• Project management/delivery in the online payments/virtual cards sector for Online Travel Agents (OTAs), increasing their
profits on flight/hotel/package purposes in addition to Ixaris' profits.
• Snowchicken Ltd.
• Delivery of a data capture system, forming the starting block for debt management planning via a Single Payment Plan for
individuals in financial distress. Successfully helped customers identify affordable repayments and reduce personal
distress.
• Enabling international merchants to sell into the Russian, cash based market and including KYC/KYB assessments
resulting in identification of some fraudulent merchants which were rejected as customers and reducing risk.
• Implementation of full project lifecycle processes, from pre-contract client engagement, sales support, and management
of due diligence and project management.
• Ixaris Systems Ltd:
• Project management/delivery in the online payments/virtual cards sector for Online Travel Agents (OTAs), increasing their
profits on flight/hotel/package purposes in addition to Ixaris' profits.
• Snowchicken Ltd.
• Delivery of a data capture system, forming the starting block for debt management planning via a Single Payment Plan for
individuals in financial distress. Successfully helped customers identify affordable repayments and reduce personal
distress.
Project Management, Project Manager, SoMe, Due Diligence, Management, Sales, Implementation, Support, Russian, International, Online, KYC, Processes, Manager
1995 - 2008
job
IT Project Manager/Developer
Equifax.
www.equifax.com
Starting out as a developer in a small company (Ixaris Systems Ltd), played a key role in the creation of the first API based online
business information website in the UK using HTML. Equifax acquired Ixaris and in 1998 promoted to IT Project Manager.
• Full SDLC: Pre-sales support and end to end project delivery (Prince2/Waterfall) of standard and bespoke/customised business
information web products.
• Recruitment, integration and management of offshore team of circa 10 developers (Tata Consultancy Services).
• Supporting onshore development and QA teams during the transition period where their work was being outsourced to TCS and morale was low. Ensured continuous, professional work among onshore team during the transition period to keep projects on
track through encouragement, appreciation and discussing the positive possibilities that lay ahead.
• When outsourcing was completed, company savings were calculated at £250k per annum.
• Creation, management, rollout and support of an internal SDLC (Sarbanes Oxley) IT audit system (mandated subsequent to the Enron scandal) resulting in success IT audits.
Tools & Technologies
• MS Office Suite
• Jira (Kanban)
• Confluence
• Service Now
• Harvest/Forecast (Timekeeping and Budget Management tools)
• Box
Starting out as a developer in a small company (Ixaris Systems Ltd), played a key role in the creation of the first API based online
business information website in the UK using HTML. Equifax acquired Ixaris and in 1998 promoted to IT Project Manager.
• Full SDLC: Pre-sales support and end to end project delivery (Prince2/Waterfall) of standard and bespoke/customised business
information web products.
• Recruitment, integration and management of offshore team of circa 10 developers (Tata Consultancy Services).
• Supporting onshore development and QA teams during the transition period where their work was being outsourced to TCS and morale was low. Ensured continuous, professional work among onshore team during the transition period to keep projects on
track through encouragement, appreciation and discussing the positive possibilities that lay ahead.
• When outsourcing was completed, company savings were calculated at £250k per annum.
• Creation, management, rollout and support of an internal SDLC (Sarbanes Oxley) IT audit system (mandated subsequent to the Enron scandal) resulting in success IT audits.
Tools & Technologies
• MS Office Suite
• Jira (Kanban)
• Confluence
• Service Now
• Harvest/Forecast (Timekeeping and Budget Management tools)
• Box
Service, Manager, Forecast, Audit, Online, Web, Office, Development, Support, Developer, Offshore, Outsourcing, It, Confluence, Recruitment, Website, Html, QA, Sales, Kanban, Management, Integration, Audit, IT Project Manager, MS office, Budget, Prince2, Jira, HTML/CSS/Javascript, Project Manager, API
My education
Dublin City University
BSc, Computer Applications
BSc, Computer Applications
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