PHILLIP PARKER

Responsible for providing delivery oversight for all aspects of this multi stream initiative, partnering
with Thoughtworks and Deloitte Digital to build Reed Expo’s next generation of digital products for
the Global Exhibitions Business.
A change in approach to lean and agile product and project management frameworks also feature in
the programme goals as does the transition to a lower cost, offshore delivery model and increasing
the company’s digital maturity.
Key achievement:
MVP was delivered ahead of plan despite an architectural review 6 months into delivery significantly
changing the solution landscape. This introduced an additional delivery partner and resulted in
multiple changes at portfolio level leadership.
Due to delivering the MVP early, Exec Team confidence in the programme increased and we were
given more freedom to adopt leaner and more agile ways of working.

Responsible for project managing the evolution of the company’s digital platform and ensuring it’s
integration into the companies newly launched Enterprise Architecture. I provided delivery leadership
to four Agile (Scrum) Development teams to deliver releases of business and customer value whilst
ensuring 3rd Party System Integrator deliverables were ready in line with our committed schedule
and were of sufficient quality.
Key achievement:
There were many challenges to overcome in this role, mainly due to poor organisational structure
(siloed Product, Development, Deployment and Ops teams), failing infrastructure, and a lack of buy-in
to agile ways of working outside of the development teams. Despite these persistent obstacles
during my time in this role, releases were regularly delivered on time and business confidence in the
team’s ability to deliver quality releases that aligned with the product roadmap was vastly improved.

Responsible for leading a Business Analysis Function of ten BAs during which time I coached the team in Scrum and business analysis techniques, completed demand forecasting and capacity planning, worked with product owners and tech reps to prioritise delivery of product backlog and project managed the delivery of SalesForce releases.
Key achievement:
Through negotiating with programme leadership I freed up time for the team to agree and implement changes to their ways of working and establish the use of a standard toolset. This limited waste through focusing efforts on the highest priority tasks and by reducing rework. Team morale, quality and timeliness of analysis deliverables also increased as a result.

Project Manager, Alerting and Notification System Phase 2 (Mar 2012 to Jun 2012).
Responsible for project managing the re-platforming of an Alerting and Notification System essential to ensuring service continuity of high revenue digital products for the global finance market.
The initiative was stopped at the end of discovery due to issues with the business case at which time I moved onto Reed Exhibitions.

Project Manager, Alerting and Notification System. (Dec 2010 to Mar 2012).
Responsible for project managing the delivery of an Alerting and Notification Solution essential to ensuring service continuity for business critical systems.
I also lead a team of three business analysts working on the project at this time.

Project Manager & BA, Global Enterprise CMS Project (Jun 2010 to Nov 2010).
Responsible for project managing the initiative through discovery and definition phases.
The project was stopped at commitment review due to issues with funding.

Project Manager & BA, Commercial Group. (Jan 2009 to May 2010)
Responsible for evolving Global sales, order management and billings systems so that the delivery of commercial policy and strategy was supported by technology.

Business Analyst, Global Sales & Order Management Project (Jul 2007 - Dec 2008).
Working as part of a cross functional Scrum Team, I was responsible for business analysis tasks, ranging from stakeholder management to process design, user story definition, functional design, test support and on site post go-live support to customer from Singapore Sales Office.

Responsible for leading a team of six business analysts during which time I coached the team in best practice techniques and ways of working, completed demand forecasting and capacity planning, directly contributed to the team’s deliverables and managed the relationship with all business stakeholders.

Responsible for Project Managing the technical work stream of the project and providing Siebel CRM consultancy.
IT delivery was outsourced to Accenture so the engagement was cut short.

Provided oversight and consultancy to end client to ensure software was implemented and integrated correctly with legacy systems.

Strategic initiative to consolidate existing I.T systems and enhance client information.
Responsible for business analysis working as part of a team of BA's & managing all phases of the QA cycle.

Customer service initiative delivering consolidated recruitment capabilities.
Responsible for all business analysis activities from stakeholder management to process design, requirements definition, functional design, test support and on site post go-live support to customer.

Siebel CRM and SAP R3 Payroll Programme.
Responsible for completing all business analysis tasks required for process and system changes & facilitating change prioritisation with stakeholder group.