My Publications
Value Consulting Ltd.
Total des années d'expérience :26 years, 10 Mois
PUBLICATIONS & RELATED:
3 Tips for Reviving Problem Management \[Author\] - http://bit.ly/PM3Tips
Designing and Transforming IT Organisations - \[Reviewer; my name on pp8\] - http://bit.ly/sampleORG
SLM and the Service Level Manager \[Reviewer; my name on pp8\] - http://bit.ly/SLMBookLink
IT Strategic Planning Toolkit \[Author\] - http://bit.ly/ITStrategyPaper
7 Tips for ITSM Consultants \[Author\] - http://bit.ly/7TipsITSM
IT Service Catalogue Toolkit (EMA hosted) \[Author\] - http://bit.ly/SCToolkitITIL
How to start a BPM Project (quick video); https://bit.ly/HowToStartBPMProject
ARIS BPM (quick video); http://bit.ly/ARISBPMQuickIntro
Customer Experience Improvement (quick video); https://bit.ly/CXKeyPoints101
Exemplar Blogs @ http://musabatwork.blogspot.com (new) and http://musabq.blogspot.com (old)
UX and GDS; some thoughts; https://bit.ly/UXandGDSSomeThoughtsToday-YouTube
Quick video; A Practical View on Business Analysis; https://bit.ly/APracticalViewOfBusinessAnalysis
As an interim consultant for the MHRA; www.mhra.gov.uk; this protagonist government agency falls under the umbrella of the National Health Service (NHS); my role was driving a transformation piece of work to ensure the new Supplier meet contractual obligations. Enhancing the Incident, Problem, SRM and Change Enablement processes. Working with the JIRA architect/developers on automation. Liaising with senior stakeholders on resource planning. Working with consultant advisories on ensuring that legal and contractual aspects of the service are clearly understood and inputting these into relevant areas of the service design specification as required. Have been busy since that time with family and other important activities; can be available with no notice period required.
Worked on a short term consulting engagement for STC (www.stc.com.sa) via devoteam; establishing the Service Management Office (SMO) and helping with a number of processes for a company-wide transformation. Helped guide the startup and alignment for an eTOM based project track.
In a security cleared role; working on one of the biggest projects for the UK government for the Home Office (http://bit.ly/esnUK) as a BA; I have to manage the flow of process requirements and information across a complex group of stakeholders. Between multiple cities and across the project design and delivery teams. Authored a number of procedures for e.g. Continual Service Improvement and others for our client.
Working on a short term consulting engagement for STC (www.stc.com.sa) through devoteam; establishing the Service Management Office (SMO) and helping with a number of processes for a company-wide transformation. Based in Riyadh, Saudi Arabia. Available for beneficial, new options.
Worked on an interim basis; short project for Valtech (www.valtech.com) advising on key HR process design and alignment with the corporate tool for process automation. Liaised directly with the HR Manager and key staff as an advisory. Primary tool: Visio.
A primary deliverable from this project were processes concerned with delivery of all business and technology services supporting the business and company staff. My work for Wipro (www.wipro.com) at NSB (www.nsb.no) involved capturing requirements from a number of stakeholders, developing the process for service provision (including approvals, financial aspects, management, reporting…). Once processes were approved, I worked with tool developers to ensure accurate automation. Involved in peer review of a number of project deliverables such as the To-Be operating model. Ensures processes were aligned with the post-transformation organisation structure. Primary tool: JIRA, Confluence
Took a protagonist role for the Ministry of Labour (their application that at launch assisted over 9 million candidates in finding and retaining employment). I worked for AEC (www.aecl.com) and my scope was on the processes side of the project. Primary tool: SAP Solution Manager.
At an early stage of the project I developed the target operational model that once approved, defined the framework for the remainder of our engagement. The next stage was requirement capture from our contractual material and also via meetings with a wide spectrum of stakeholders. I then deep-dived into high level and detailed process designs and carried forward with the vigorous approval process until each deliverable was signed-off. Most of my work was around the design of processes; capturing requirements, process development, facilitating workshops, process actor one-to-one meetings, maintaining documentation, capturing and communicating requirements for automation and overseeing automation. I engaged with parties on the ground to ensure good adoption during the time of change. Best practice was used to optimise process designs with a view to reducing waste and maximising effectiveness. Established the basic service reporting framework incorporating both targets from business requirements as well as the underlying processes. Established culture of continuous improvement from an early stage of the project - people therefore were aware that their work was dynamic and would be enhanced based on customer feedback and identified gaps.
www.pinkelephant.com) for a large public-sector client, my role involved design and implementation of processes based upon customer and contractual requirements and aligned based upon best practice.
Captured requirements from a number of stakeholders, former projects - helped our internal PMO design new plan for the project. Mapped requirements into process designs that met sign off from process owners and other key stakeholders.
The prime delivery on this project were process enhancements - processes that would be more mature and better aligned with the needs of stakeholders. On all of my projects, process reviews have had to go through multiple iterations before the final result was delivered. Key focus was the introduction of enhanced processes and to embed these within the client organisation. I ran workshops to capture collaborative input of stakeholders. My work was based on a maturity assessment (“as-is” and “to-be” definitions) and I guided the client to pertinent areas of value delivery. Mapped new processes to the organisational structure.
Enhanced maturity of numerous operational and management processes; gained management approval. Worked directly with process owners and managers as required. Mentoring junior staff as well as tool teams on implementation activities. Peer reviewed numerous project deliverables as we made progress. I used best practice for process improvement and quality management to deliver more mature, aligned and well implemented processes. Established tool automation requirements. Other achievements included being an advisory for an integrated solutions provider on proposal development (enterprise-wide BPM project for government organisation with over 20, 000 staff.
My work for Deloitte (www.deloitte.com) at the public-sector E-government programme involved project planning my engagement, building bridges with key stakeholders, requirement capture, process design, process improvement and alignment against the To-Be organisational structure. At an early stage I started to capture requirements (process, people, tool automation…) and map out the processes as they were along with areas of improvement (that would define the To-Be processes). Ran meetings, workshops and seminars to ensure process buy-in. Primary Tool: BMC Remedy.
in the country (www.mobily.com.sa) - I joined them very shortly after launch and during my stay them, I oversaw a major project track to capture our overall Telecoms business processes. Improvements were reported and processes were captured via BPMN 2.0. I also worked on an initiative to align IT process with associated financial business processes related to procurement, vendor management, contract renewal etc. Primary tools: IBM Business Process Manager. Managed a consultant resource to ensure that the change management enhancement project was smoothly implemented (implemented via the tool). Worked on an initiative with the Head of BPM at the time to align processes within the overall corporate business process management framework. During my time, I also developed the IT strategy (2010-2012) and assisted with strategy development (2007-2009). Produced monthly reports on strategy implementation. Played an important role in numerous departmental initiatives such as customer satisfaction measurement, project, HR planning for our department, offshore unit (India) establishment planning and was selected to be the facilitator for dissemination of corporate values within our department.
du were the second telecoms operator in the country (www.du.ae) and my joining at pre-launch was for building the IT support processes in preparation for our launch. I captured requirements, developed process flows, aligned these with the organisational structure, updated processes in line with feedback, defined a reporting mechanism, oversaw tool automation, conducted training with delivery teams. Aligned processes with the environment and technology of the client, gained approval, oversaw training seminars. I conducted training on the new processes to the support teams ensuring effective knowledge transfer. Exposure here was to business processes of the telecom sector. Primary Tool: HP OpenView
For Redfig (communications media technology house in central London) developed business and technical documentation. As part of the pre-launch team for Tesco's grocery home shopping team (www.tesco.com); a key focus of our work was on improvements - capturing these and raising to management for approval. Initiatives were identified to address these in order to enhance our service. I also delivered key business reports and documents in rapid timelines; this aided in our country wide launch of the first and most successful web-based grocery to home service across the UK
Telesma hosted a complex mixture of technologies that required diligent rollout, configuration, management and improvement (servers, network, systems administration, user support). My work resulted in enhanced staff productivity and morale due to reliable, quality IT services and support.
courses: Foundation Certificate in Business Analysis - British Computer Society •Foundation EU General Data Protection Regulation (GDPR) - IBITGQ •Certified ITIL V3 Expert - APMG International •ISO/IEC 20000 Practitioner (Consultant level) - APMG International •TOGAF 9 Enterprise Architect - The Open Group
courses: Foundation Certificate in Business Analysis - British Computer Society •Foundation EU General Data Protection Regulation (GDPR) - IBITGQ •Certified ITIL V3 Expert - APMG International •ISO/IEC 20000 Practitioner (Consultant level) - APMG International •TOGAF 9 Enterprise Architect - The Open Group
courses: PG Cert. Strategic IT Management
