1. Name: Robert Cordock
07768781780
Candidate Profile
• A client facing IT Consultant with end-to-end delivery management experience from several
large and complex IT projects and Business Change Programmes across a range of clients,
including Housing and Local Authorities
• Managed project accounts accurately, reporting to the ProjectSponsor the ETC (estimate to
complete) and EAC(estimate at completion) including Project Costs , schedule, costs,and scope.
• Developed a full working knowledge of the SAPHRIS System during the HR & Payroll
implementation at Birmingham City Council, which included the Housing Directorate for the
Council
• Worked with Local Authorities as Project Manager with up to 5 full life cycle Implementation
experience including a range of modules from ERP, System Overhauls and HR, Payroll and other
departmental implementations
• Successfully implemented a 43,124 personnel SAP payroll / HR system
• Managed Usability Testing – Business representatives will have early sight of the build and
design from a usability perspective to get maximum buy in Attend all data relating workshops
(Data migration, Data cleansing, Test Data)
• Had proven track record in managing major large scale projects including managing project
schedules on Planning, tracking and reporting in high change environments in line with proven
methodologies (Prince 2 / ITIL)
• Immediately available, and keen to further his career in a not-for-profit organisation, Rob
comes highly recommended and is an impressive addition to any project
• Implement Projects in a timely manner on time and to budget
Project Management Skills
• Used extensive Third-Party Management – Onshore and Offshore with CSC and Contractors from TCS
/ WIPRO including Work Pack allocation to ensure the professional expertise was used efficiently
• Managed test plans prior to system "go live" including, Approach, Regression Test, Performance Test
also Stress Testing in line with agreed plans assuring Business as Usual after system implementation
• Clearly define the budget scope and continuously communicate with the ability to, define the cost
component implementation, identify primary software costs, identify third-party software needs. identify the
costs of consultants, plan for hardware equipment storage needs., miscellaneous costs, defined budget’s
critical success factors
• Analysed work output and reviewed key performance indicators regularly to maintain quality and
productivity
• Anticipated time required for tasks and agreed deadlines to ensure they are completed, facilitated
continuous improvement and change Programmes, established a quality culture
• Generated improvement opportunities by establishing performance/improvement groups and
encouraged individual creativity and innovation through workshops/workgroups sharing knowledge and
ideas to ensure common goals and understanding throughout departments
• Established a chain of command or some alternative structure (such as cross-functional teams)
• Assigned responsibility of specific tasks or processes to specific individuals
• Monitored results, compared to benchmarks and best practices, evaluated efficiency of the process,
controlled for variances, and made adjustments to the process as necessary
• Acquired the requisite resources, developed the process, trained, process testing, documentation, and
integration with (and/or conversion from) legacy processes
• Written Project Plans, Programme / Implementation, Business Continuity Plans, Continuancy Plans ,
Test Plans , Go Live Plans , Business Implementation Go Live and Business Support Plans, together with
control of the end to end responsibility of budget management of all project stages.

2. Technical Skills
• Tools/Products: Oracle Forms/Reports, PL-SQL, Visio, Microsoft Project,XI
• O.S. Platforms: Windows 9x, Windows NT, Windows 2000, Windows XP
• RDBMS: Microsoft Access, SQL Server
• Soft-Skill Competencies: Time Management, Communication, Collaborative/Directive Leadership,
Delegation, Team Orientation, People Management, Customer Focus, Result Orientation, Problem Solving,
Planning and Organizing, Attitude, Contractual analysis (Service Delivery)
• Software experience: Utilities (Gas and Electricity), Consumer Electronics, Telecommunication, SAP
IS-U Device Management, Materials Management, Production planning and Control, Quality Management
System, Mercury Quality Centre, Test Director SAP R/3, Load runner, Terminal Services External SAP /
System Reporting tools (Site scope / BMC Patrol), Internal / External SAP XI Interface files
Experience
July 2015 Rolls Royce
Technical Workstream Implementation Lead
Stakeholder Management
 Owned the overall Stakeholder Management Plan /High Level Communications Plan.
• Executes Exec Level engagements / Requirements
• Define Functional requirements
• Owns High Level Process Definitions
• Validates High Level Processes with Business Stakeholders
• Owns Process Workbooks
• Business Process Design Authority
• Identify User Populations and adoption requirements
• Define Non-functional Requirements inc. external compliances eg GCC
• Owns the Solution Design and captures in SAD, including Single Sign On, Gateway, Help Hosting, Use
your own device.
• Recognises regional variations eg Security Model for RRD
• Define strategy & policy for Authentication Policy
• Defines Tenant Strategy
• Define Testing Environments
• Manage strategy for adopting WD25.
• Define Client strategy
• Secure compliances/approvals eg GCC approval for US Data proposals
• Manage relationship with Security Team
• Manage relationship with Email Domain Owners to support Email Generation from Workday.
• Establish BAU Config Capability (internal and external) and complete Knowledge Transfer
Data Build
• Identifies Data Sources
• Gathers Business Data
• Populates system with Data
• Build and Test Data & resolve defects
• Define Strategy for User Roles, User Accounts, Security Roles and Data Domains.
• Maps users to Roles etc.
• Populate system with user data
• Data Source Design Authority
• Meet defined Data Quality thresholds

3. • Provide translations of data values
• Ongoing Processes for BAU
• Washup actions post cutover including account closures, profile & access changes and process
changes
• Ensure that Businesses have identified and implemented Interim processes required
before/during/after cutover
Technical Build
• Client updates
• Single Sign On
• Gateway
• Help Hosting
• Use your own device / off network access
• User Provisioning Processes
Integrations Build
• Identify Integration requirements
• Build and Test Integrations – Business carry out and sign-off acceptance and e2e testing
• Vendor Management including Readiness and Cutover
• Develop help content including external suppliers
• Manage delivery of translations
• Populate system with Help Data
• Develop & Publish training materials
• Manage training delivery
• Ongoing training capability for BAUTest
• Sponsor Go/No-go 4 (Tech) *
• Lead Workday Assurance Process
Service Introduction
• Sponsor Go/No-go 5a (Service) *
• Sponsor Go/No-go 5b (Service) *
• Define Service Model in conjunction with GSM SMEs
• Includes IT & HR Service Teams
• Bring together all elements of Service Introduction Plan
• Execute Service Introduction Plan
• Define Metrics to be used post go-live (Log-ins, stalled processes etc.)
Business Readiness
• Sponsor Go/No-go 4 (Bus) *
• Business Process changes ready for Workday
• User engagement Strategy, Planning & delivery
• Employee Consultation
• Communications Structure and Delivery
• Prepare and publish launch Materials, videos and campaigns.
Cutover
• Sponsor Go/No-go 5a (Business & Technical ) *
• Bring together all elements of cutover plan
• Execute cutover plan
• Include migration to WD25

4. Early Life Support
• Sponsor Go/No-go 5b (Business & Technical) *
• Defines Early Life Support requirements - Interim Process, Escalation, Governance, Roles, Tools,
Comms
• Oversee Early Life Support preparations and delivery
• Oversees termination of Early Life Support
Jun 2012 – Feb 2015 Great Oak Consultants
Programme / Project Manager
• Built and supported internal IT systems, together with the outright responsibility of controlling end of
stage assessments on property builds
• Established controls, audit trails, payroll databases, knowledge scripts and preferred supplier listings
• Directed teams from own company, partner companies, major consulting Organizations, clients own
staff, and contractors
• Applied Integrated Project Management Methodology Excellence Model and Prince 2 implementation
experience in the successful implementation of a migration of 2300 company employees to a new Carvel
Application
• Acting as a Project Manager for strategic or sensitive projects
• Managed the 25+ project team and acted as an interface with the development team with regards to
all aspects of the development life-cycle starting from completion of the system requirement definition
phase through the implementation of new systems and Budget reporting
• Responsible for ongoing process improvement of business flows to ensure an excellent customer
experience is delivered
• Built test scenarios for Integrated / User Acceptance Test (IAT/UAT) and Regression Test
• Approved test scripts
• Co-ordinated the development and user guides, Facilitate business to carry out Integration
Acceptance Test and Regression Test
• Facilitated during Go-Live Cutover activities
• Part of the Pre-Go live, Go-Live and Post Go-Live Activities
• End to End Project financial Reporting
Apr 2008 – Jun 2012: Birmingham City Council
Project Manager
• Managed Usability Testing – Business representatives will have early sight of the build and design
from a usability perspective to get maximum buy in Attend all data relating workshops (Data migration,
Data cleansing, Test Data)
• Managed Delphi reporting stream, together with Change Control
• Managed Operational Acceptance Testing (OAT) – Batch window testing will be performed to ensure
that all overnight interface files fit into the nightly schedule without impacting batch window
• Contributed to the Programme on Infrastructure testing including Disaster Recovery and Backup/Restore
planning
• Handled all System administration testing and ‘Go live’ tests, Connectivity testing, Stress and Volume testing
as well as Batch cycles
• Effectively Project Managed the implementation of SAPHR & Payroll into a number of Directorates,
including Housing, for the largest unitary council in Europe
• Had various roles including Test Manager / Implementation Manager / Data Manager (Legacy
systems) / HR Manager and finally SAP Payroll Manager
• Successfully implemented a 43,124 personnel SAP payroll / HR system
• Was responsible for high level functions such as Test Analysis, Test Design, Test Execution, and Test
Reporting, as well as more hands-on functions: documenting the Entry / Exit Criteria
• Wrote the Testing Strategy, recruited Test Team and contributed to the IAT / UAT Strategy

5. • Signed off Unit Tests from the Technical Team
• Alongside the Business, developed Test Scenarios
• Approved the teams Test Scripts (Tool used Mercury Quality Centre) together with creating and
testing all interface files and batch processes
• Co-ordinated Defect Management (Recorded in Mercury Quality Center)
• Arranged daily meetings to brief management on Test Status and Issue Reporting
• Managed the Test team activates on Performance Tests (Mercury Load Runner)esting with FTP ( File
Transfer Process) reporting
• Contributed to Cut Over and post go live activities
• Contributed to Disaster Recovery testing
• Developed financial reporting files (internal / external) including expense and revenue line items over
districts
• Environment: Over 1200 Legacy Systems applications migrated into SAP
Sep 2007 – Mar 2008: Manchester City Council
Application Support Manager
• Managed the implementation of SAP together with the with the data transition from over 200 legacy
systems through various Data Migration tools
• Dealt with the overall management of the Council’s applications in order to provide integrated
services and systems
• Ensured systems comply with legislation and are fit for purpose, so that the business needs of the
Council, which are complex with multiple departments and information systems, can be met
• Provided effective leadership and strategic direction to staff in the Applications and Integration Team,
through appropriate staff management and motivation, and communicated clearly the Council’s vision,
values and aims and objectives
• Managed the quality and performance of the Applications and Integration team, ensured they
maintain the correct skills and deliver services to a high standard
• Led, developed, and maintained an appropriately skilled and highly motivated Team, who ware
focused on achieving high standards and meeting targets year on year, in accordance with the “ core
responsibilities of managers” mission statement
• Worked with customers to define a costing of legacy system migration into SAP,
• Managed resources for system specification and design
• Managed a 2.2 million Budget, External Service contracts also ESCROW agreements
• Reported on progress of Projects across plans, identifying issues for escalation as appropriate (for
example “Missed Milestones”
• Provided assistance and guidance to system designers, programmers and others using applications
specifications and associated components
• Managed financial aspects of supplier contracts
• Reported and analyze corporate financial data and created financial budgets, forecasts, and plans
• Dealt with portal development, enabled partitioning of financial data between different levels of users
ensuring the data was fit for purpose (to budget, forecast and perform in-depth analyses such as product
profitability, customer profitability, trend analysis, what-if analysis, and production forecasting)
• Environment SAP R/3 4.6C
Aug 2006 – Dec 2006: Centrica - British Gas

6. SAP Implementation Co-coordinator
• Volume and Stress Testing Centrica's new SAP Enquiry / Billing system
• This position was to undertake a series of agreed business scenario tests to ensure “Business as
usual" from transition from BG's legacy system to their new SAP system
• Ensured the project Plan is accurate and up to date thus reflecting activities completed and tasks
ahead ensuring deliverables / accomplishments are fully communicated at a Programme level
• Contributed to the Testing Approach and ensure Business / IS designated representatives "sign off
“agreed methodologies and implementation
• Facilitated a series of workshops (Testing Approach) agree a Testing plan to cover online processes
(Day time), Batch (Evening data updates)
• Through managed meetings with Business experts establish volumetric and timings of current
Business activities e.g.: Number of customer reads per day, number of new customers, Customer loss etc
• Managed the creation of Load runner scripts that would simulate the creation of data for a typical
business day and implement over a 4-week period. By the use if injector boxes's (terminal services) enabled
the team to simulate up to 500 VUsers at one time
• Reported system errors, security profiles issues, data defects enabling full management that resulted
in full resolution through SAP Transports together with the release and SAP notes
• Managed SQL review of any transports released into testing environments
• Environment/ Reporting: SAP 470 Basis Release 620 Kernel release 640 (ISU/CRM / IST / CRT - BMC
Patrol)
Sep 2004 - Jul 2006: National Grid Transco
Service Delivery -Live Services
• Managed the Service Delivery contracts between NG/ IS and CSC (Computer Sciences Corporation)
• Monitored and measured the contract deliverables such as problem and incident management, critical
system SLA‘s, backups, change management, configure management, resolution of priority codes against
service level agreements also Root Cause Analysis of reported incidents
• This was achieved through regular steering group meetings with the service provider, analysis of
reports, challenge and review of reported incidents (against agreed SLA‘s), monitoring agreed actions and
resolutions
• These highlighted areas of non-performance would result in a financial credit to NGrid.
• In order to improve the current service levels provided by CSC, various projects initiatives were
established using the Prince2 methodology of which has been part of the Project Board
• These projects were adhering to the P2 model providing such products as the business case, PID,
work packages, project plan, risks and issues, quality reviews, highlight reports and end stage assessments
• Used this methodology, also with governance from the PB, the benefits were tangible to IS NG;
weaknesses were addressed thus improving the service provided to agreed contractual levels
• This then demonstrated to Senior Mgmt that these projects were working in a controlled environment
and ensured the contract is managed effectively whilst influencing CSC to improve their service.
• Through this process Live Services team could oversee the management and operation of the IS
Infrastructure in National Grid UK.
• Ensured that the company complied with NG Corporate Audit by utilizing the process flows,
implemented and maintained
• Recorded and co-coordinated the resolution of all IS open findings, reporting directly to the Senior
Audit Steering Group
• Controlled and monitored company confidential information
• Environment: Office XP