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Creative and engaging professional specialising in Projects and PMO
Melissa Jordan
,
Tonbridge, United Kingdom
Experience
Other titles
Skills
I'm offering
I am a creative, engaging professional with over twenty years of progressive experience in Project environments. With an engaging personality and keen attention to detail I can provide support to all aspects of your project: from planning and reporting to implementing appropriate governance. I'm keen to expand into other industries so please feel free to use my skills for any task from writing / editing to to event planning!
Markets
United Kingdom
Industries
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Available
My experience
2016 - 2018
job
HEAD OF PROJECT MANAGEMENT OFFICE (PMO)
METRO BANK UK.
Working with the Director of Change & Digital, worked across business areas to establish the Project Management
Office as a key team within the Bank. Started to define and implement improved and effective project delivery
processes, removed ineffective processes and established effective portfolio reporting.
Office as a key team within the Bank. Started to define and implement improved and effective project delivery
processes, removed ineffective processes and established effective portfolio reporting.
Project Management, PMO, Management, Office, Processes
2014 - 2016
job
Business Analysis, Project Management
Group Legal.
General Counsels and Legal Information Technology to create a Legal Change team, bringing together colleagues from across the function to successfully deliver the Legal
Change Portfolio (£13m). Accountabilities include:
• Defining and implementing the target operating model for the Legal Change team; defining standard roles & responsibilities across the team and embedding the skills and behaviours required to deliver transformational change
to the Legal function.
• Leading and managing a team of twenty-six Project Management Office, Business Analysis, Project Management
and Change Readiness colleagues to deliver the portfolio. Coaching the team through complex organisational
change within and external to the function, ensuring effective collaboration both within the team and with our
stakeholders. Effective performance management to ensure the embedding of behaviours and working practices to support excellence within the team and inspire confidence in our partners.
• Working with the Legal Chief of Staff & Chief Operating Officer to define a portfolio in alignment with strategy
and priorities.
• Building and maintaining strong relationships with Legal colleagues across the function to effectively partner in change in support of success.
• Constantly challenging the status quo to deliver better and faster.
• Working with the Legal Executive to mature the concept of 'Change' within the function; working closely to educate and coach senior leadership on the need for effective investment governance, prioritisation and portfolio
assurance and working with them to ensure best practice is effectively embedded within the function.
• Partnering with Finance to ensure effective portfolio budgeting, forecasting and management.
• Partnering with Legal Technology to drive a strategic technology architecture in support of business priorities.
Change Portfolio (£13m). Accountabilities include:
• Defining and implementing the target operating model for the Legal Change team; defining standard roles & responsibilities across the team and embedding the skills and behaviours required to deliver transformational change
to the Legal function.
• Leading and managing a team of twenty-six Project Management Office, Business Analysis, Project Management
and Change Readiness colleagues to deliver the portfolio. Coaching the team through complex organisational
change within and external to the function, ensuring effective collaboration both within the team and with our
stakeholders. Effective performance management to ensure the embedding of behaviours and working practices to support excellence within the team and inspire confidence in our partners.
• Working with the Legal Chief of Staff & Chief Operating Officer to define a portfolio in alignment with strategy
and priorities.
• Building and maintaining strong relationships with Legal colleagues across the function to effectively partner in change in support of success.
• Constantly challenging the status quo to deliver better and faster.
• Working with the Legal Executive to mature the concept of 'Change' within the function; working closely to educate and coach senior leadership on the need for effective investment governance, prioritisation and portfolio
assurance and working with them to ensure best practice is effectively embedded within the function.
• Partnering with Finance to ensure effective portfolio budgeting, forecasting and management.
• Partnering with Legal Technology to drive a strategic technology architecture in support of business priorities.
Project Management, Coaching, Business Analysis, Forecasting, Performance Management, Leadership, Finance, Management, Technology, Architecture, Embedded, Support, Coach, Office
2010 - 2013
temp
Planning Manager
LLOYD'S TSB (LTSB).
Working with the Programme Director and Project Management Office (PMO) Lead to define, implement and manage
programme- wide planning processes for a multi-million pound transformation programme. Accountabilities included:
• Development and implementation of a standard project plan in Microsoft Project (MSP) to be used over three
phases and two sub-phases by six programme workstreams. Providing MSP and planning support to programme
workstreams throughout programme lifecycle.
• Management of programme plan reporting process to aggregate status across multiple workstreams and report
programme- level status to Programme, Group Human Resources and Group Integration PMO.
• Governance over planning process to ensure consistency in progress tracking methods and standards.
• Creation, implementation and management of planning Change Control process.
• Administration of planning documentation and associated SharePoint site.
programme- wide planning processes for a multi-million pound transformation programme. Accountabilities included:
• Development and implementation of a standard project plan in Microsoft Project (MSP) to be used over three
phases and two sub-phases by six programme workstreams. Providing MSP and planning support to programme
workstreams throughout programme lifecycle.
• Management of programme plan reporting process to aggregate status across multiple workstreams and report
programme- level status to Programme, Group Human Resources and Group Integration PMO.
• Governance over planning process to ensure consistency in progress tracking methods and standards.
• Creation, implementation and management of planning Change Control process.
• Administration of planning documentation and associated SharePoint site.
Project Management, Administration, SharePoint, PMO, Human Resources, Microsoft Project, Management, Integration, Implementation, Transformation, Support, Development, Office, MSP, Processes, Manager
2008 - 2010
temp
Project Manager (Contract)
LAND JORDAN LIMITED.
Worked with Company Director to manage the implementation of operational process improvements. Accountabilities
included:
• Design and implementation of standard timekeeping, invoicing and reporting processes. Reduced the time required
for timekeeping and invoicing and provided increased visibility into these processes across multiple projects.
Reviewed current email solution and implemented improvements including regular archiving process.
• Documented requirements and draft design of company database. Drafted project plan for implementation including
design, setup and testing of tables, forms and reports.
• Performed analysis as required on timekeeping for invoice reconciliation.
• Training sub-contractors as required on company processes, downloading of data from site equipment and general
computer use in support of processes.
included:
• Design and implementation of standard timekeeping, invoicing and reporting processes. Reduced the time required
for timekeeping and invoicing and provided increased visibility into these processes across multiple projects.
Reviewed current email solution and implemented improvements including regular archiving process.
• Documented requirements and draft design of company database. Drafted project plan for implementation including
design, setup and testing of tables, forms and reports.
• Performed analysis as required on timekeeping for invoice reconciliation.
• Training sub-contractors as required on company processes, downloading of data from site equipment and general
computer use in support of processes.
Design, Project Manager, Training, Database, Implementation, Support, Testing, Processes, Manager
2005 - 2007
job
Manager, IT Project Management Office
ROGERS COMMUNICATIONS INCORPORATED.
Recruited to work on the implementation of Rogers Communications first IT PMO during the integration of Cable and Wireless IT departments. The IT PMO was responsible for the end-to-end creation and management of a $200million
IT project portfolio, as well as the implementation of project management methodology, tools, reporting and training.
Accountabilities included:
• Implementation of Project Management methodology, reporting and tools, working with senior business and IT
stakeholders to define and implement standard processes and templates for IT project delivery.
• Implemented Microsoft Enterprise Project Management (EPM) tool for project scheduling and reporting to over 50
IT Project Managers and their team members)
• Governance of $200M IT project portfolio: defined and implemented a cross-functional portfolio prioritisation
process. Defined an associated portfolio reporting process to facilitate stakeholder portfolio decisions and IT PMO
tracking and control.
• Release management: scheduling of prioritised projects, management of project scheduling changes, stakeholder
communication. Built strong relationships with the technical release management teams to ensure seamless
transition of projects to Production environments. Integrated the IT Release schedule as part of the creation of the IT PMO. Managed the scheduling of projects in the IT Project portfolio into standardized releases based on resource
availability and portfolio analysis.
• Involved in redefining and implementing the IT Capital Budget planning process. Planned, coordinated and facilitated budget planning activity from initial proposal definition and gathering with senior business stakeholders
to estimates definition and dependency identification with IT stakeholders. Facilitated prioritisation of final
portfolio and prepared material for board approval.
• Managed daily operation of the IT PMO, including a team of three Project Control Officers responsible for project
setup, reporting, process enforcement and administration of timekeeping tools.
IT project portfolio, as well as the implementation of project management methodology, tools, reporting and training.
Accountabilities included:
• Implementation of Project Management methodology, reporting and tools, working with senior business and IT
stakeholders to define and implement standard processes and templates for IT project delivery.
• Implemented Microsoft Enterprise Project Management (EPM) tool for project scheduling and reporting to over 50
IT Project Managers and their team members)
• Governance of $200M IT project portfolio: defined and implemented a cross-functional portfolio prioritisation
process. Defined an associated portfolio reporting process to facilitate stakeholder portfolio decisions and IT PMO
tracking and control.
• Release management: scheduling of prioritised projects, management of project scheduling changes, stakeholder
communication. Built strong relationships with the technical release management teams to ensure seamless
transition of projects to Production environments. Integrated the IT Release schedule as part of the creation of the IT PMO. Managed the scheduling of projects in the IT Project portfolio into standardized releases based on resource
availability and portfolio analysis.
• Involved in redefining and implementing the IT Capital Budget planning process. Planned, coordinated and facilitated budget planning activity from initial proposal definition and gathering with senior business stakeholders
to estimates definition and dependency identification with IT stakeholders. Facilitated prioritisation of final
portfolio and prepared material for board approval.
• Managed daily operation of the IT PMO, including a team of three Project Control Officers responsible for project
setup, reporting, process enforcement and administration of timekeeping tools.
Project Management, Administration, It project management, Budget, Training, PMO, Management, Integration, Wireless, It, Implementation, Office, Production, Enterprise, Processes, Manager
1999 - 2003
freelance
Business Management Consultant
IGATE MASTECH.
Business Management, Management, Management Consultant
2001 - 2002
job
Manager, Special Discounts Department
Rogers Cable.
Defined and implemented re-engineered
operational processes within the Special Discounts group that are still in use to ensure efficient processing of employee discounts within Rogers Cable Inc. Project Managed the implementation of a newly designed employee
discount programme.
operational processes within the Special Discounts group that are still in use to ensure efficient processing of employee discounts within Rogers Cable Inc. Project Managed the implementation of a newly designed employee
discount programme.
Implementation, Processing, Processes, Manager
My education
1999
-
2001
McMaster University
MBA, Business Administration
MBA, Business Administration
1994
-
1998
University of Toronto
BSc, Specialist
BSc, Specialist
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