Lead Enterprise Architect - Procurement Transformation Programme (PTP)
Department of Health and Social Care / SCCL - NHS Supply Chain
Keywords
Skills
Agile-Scrum, DevOps, Site Reliability Engineering (SRE), Continuous Integration, Reference Data Management, Meta Data Management, Data Quality, Application Architecture: Portal applications, Cloud Computing, Public, Private, Hybrid, Environments, Server Platforms, Clustering, Load Balancing, Wintel, Unix, Linux, Storage, SAN, NAS, DAS, Virtualization, Operating Systems, Connectivity, Networks, Exchange, Directory Services, File, MEGA, Archimate, Enterprise Architecture, Oracle ERP solution, Oracle EBS 12.1.3, Oracle Fusion, cloud, Analytics, Enterprise Integration, ERP, Enterprise Content Management, Office 365, granularity, Oracle EBS r12.1.3, Integrator, Content Management, Master Data Management, Data Integration, Load, Secure File Transfer, scalability, CRM, Application, Siebel Application Architecture, Siebel Configuration, IVR, Web Service, Patterns & Framework, System Monitoring, Backup, Extract-Transform-Load, Oracle, Siebel, Process Automation, EMC Documentum, Informatica, Oracle Business Intelligence Enterprise Edition, IBM WebSphere Portal, IBM WebSphere Process Server, IBM WebSphere MQ, Adobe LiveCycle, Hopewiser, Sharepoint, Axway FTP Client, TBSM, TSIEM, TADDM, TOGAF 9, Information Management, web-based
Project history
09/2018
-
07/2019
The new NHS Supply Chain operating model (formerly known as the Future Operating Model) is the
design of a new supply chain service that will deliver clinically-assured, high-quality products at
the best value and support procurement activity across the NHS.
As one of the biggest publicly-funded healthcare systems in the world, the NHS currently spends
£5.7bn on everyday hospital consumables, common goods, high-value healthcare consumables and capital
medical equipment.
In February 2016, Lord Carter's report into efficiency and productivity in the NHS identified
unwarranted variation in procurement, resulting in the need to improve operational efficiencies to
help transform an already fragmented procurement landscape.
This was to be achieved via the Procurement Transformation Programme (PTP), established by the DHSC
to undertake this transformation and deliver a new NHS Supply Chain.
The PTP was tasked to deliver a new operating model, replacing the existing NHS Supply Chain
contract with NHS Business Services Authority and DHL Supply Chain Ltd by March 2019. The aim of the
new operating model is to ensure NHS needs and objectives are at the heart of the delivery of a new
supply chain service.
The new NHS Supply Chain service will reduce unwarranted price variation and work to increase
product range optimisation across the NHS, increasing value for money and providing more consistency
in both clinical and patient experience.
The new operating model will:
* Leverage the buying power of the NHS at national level;
* Realise savings of £2.4bn over five years which can be reinvested into frontline services;
* Increase usage of NHS Supply Chain from 40% to 80%.
Specific Responsibilities:
Implement a new Enterprise Architecture Function within SCCL responsible for EA Strategy and
Governance across the NHS Supply Chain landscape.
Support transition from legacy NHS Supply Chain supplier landscape to new IT Prime Contract - DXC
Technology.
Define and shape strategy / vision around the transformation of the NHS Supply Chain Finance
capability and resultant migration of the on-premise Oracle ERP solution (Oracle EBS 12.1.3) to
Oracle Fusion Financials (GL, AR, AP, Asset Tracking, Expense Management and Cash Management)
supporting a £2.4bn annual operation (also including Business Case development).
Define and shape strategy / vision around the implementation of an integrated cloud based Human
Capital Management system for SCCL (Core HR & Payroll, Talent Management and Workforce Analytics)
migrating away from legacy NHS BSA HCM capabilities (also including Business Case development).
Governance and assurance of all major transformation work streams supporting the Core Technology
Refresh Programme (Order Management / Warehouse Management / Enterprise Integration) providing
architectural leadership at the Architecture Governance Group.
design of a new supply chain service that will deliver clinically-assured, high-quality products at
the best value and support procurement activity across the NHS.
As one of the biggest publicly-funded healthcare systems in the world, the NHS currently spends
£5.7bn on everyday hospital consumables, common goods, high-value healthcare consumables and capital
medical equipment.
In February 2016, Lord Carter's report into efficiency and productivity in the NHS identified
unwarranted variation in procurement, resulting in the need to improve operational efficiencies to
help transform an already fragmented procurement landscape.
This was to be achieved via the Procurement Transformation Programme (PTP), established by the DHSC
to undertake this transformation and deliver a new NHS Supply Chain.
The PTP was tasked to deliver a new operating model, replacing the existing NHS Supply Chain
contract with NHS Business Services Authority and DHL Supply Chain Ltd by March 2019. The aim of the
new operating model is to ensure NHS needs and objectives are at the heart of the delivery of a new
supply chain service.
The new NHS Supply Chain service will reduce unwarranted price variation and work to increase
product range optimisation across the NHS, increasing value for money and providing more consistency
in both clinical and patient experience.
The new operating model will:
* Leverage the buying power of the NHS at national level;
* Realise savings of £2.4bn over five years which can be reinvested into frontline services;
* Increase usage of NHS Supply Chain from 40% to 80%.
Specific Responsibilities:
Implement a new Enterprise Architecture Function within SCCL responsible for EA Strategy and
Governance across the NHS Supply Chain landscape.
Support transition from legacy NHS Supply Chain supplier landscape to new IT Prime Contract - DXC
Technology.
Define and shape strategy / vision around the transformation of the NHS Supply Chain Finance
capability and resultant migration of the on-premise Oracle ERP solution (Oracle EBS 12.1.3) to
Oracle Fusion Financials (GL, AR, AP, Asset Tracking, Expense Management and Cash Management)
supporting a £2.4bn annual operation (also including Business Case development).
Define and shape strategy / vision around the implementation of an integrated cloud based Human
Capital Management system for SCCL (Core HR & Payroll, Talent Management and Workforce Analytics)
migrating away from legacy NHS BSA HCM capabilities (also including Business Case development).
Governance and assurance of all major transformation work streams supporting the Core Technology
Refresh Programme (Order Management / Warehouse Management / Enterprise Integration) providing
architectural leadership at the Architecture Governance Group.
09/2017
-
09/2018
Enterprise Data & Systems Architect
Lincolnshire County Council
Responsible for assisting in the establishment of a future state Target Operating Model for the IT
Operation, embedding Architectural Governance within the portfolio of transformational change and
the formation and delivery of the IT Strategy for the Authority.
Specific Responsibilities:
Development and implementation of an ERP Strategy for the Authority (spanning HR/Payroll & Finance)
migrating from an on-premise solution to a shared service capability (Business World On Private
Cloud).
Development and implementation of an Enterprise Content Management Strategy for the Authority
migrating from a legacy on-premise capability to OpenText Content Server 16 - OpenText Private
Cloud.
Development and implementation of a Digital Workplace Strategy for the Authority (including
Enterprise Mobility) migrating away from traditional office productivity tools to Office 365 and
BYOD.
Operation, embedding Architectural Governance within the portfolio of transformational change and
the formation and delivery of the IT Strategy for the Authority.
Specific Responsibilities:
Development and implementation of an ERP Strategy for the Authority (spanning HR/Payroll & Finance)
migrating from an on-premise solution to a shared service capability (Business World On Private
Cloud).
Development and implementation of an Enterprise Content Management Strategy for the Authority
migrating from a legacy on-premise capability to OpenText Content Server 16 - OpenText Private
Cloud.
Development and implementation of a Digital Workplace Strategy for the Authority (including
Enterprise Mobility) migrating away from traditional office productivity tools to Office 365 and
BYOD.
10/2013
-
10/2014
Lead Enterprise Architect
Channel 3 Consulting / CNWL NHS Foundation Trust
Channel 3 Consulting / CNWL NHS Foundation Trust - Strategic Clinical Systems Procurement Programme
(OJEU/OJEC Procurement)
Lead Enterprise Architect - Contract (Multiple Extensions) Oct 2013 - Oct 2014
CNWL is one of the largest NHS Trusts in England caring for people with a wide range of physical and
mental health needs, provisioning health and social care to a third of London's population and
across wider geographical areas, including Milton Keynes, Kent, Surrey and Hampshire.
Current Position:
CNWL has grown through acquisition and in doing so has inherited additional clinical systems which
has created a 'patchwork' of clinical systems in use across the Trust. These systems are not
integrated across service lines even in locations such as Milton Keynes and Hillingdon where the
Trust provides both community and mental health services to an overlapping service user population.
This fragmentation is compounded by limited integration of electronic information flows with partner
organisations.
As part of the patchwork of systems detailed above four instances of RiO have been procured through
the national programme for IT (NPfIT). The RiO contract is between the Department of Health and BT,
and costs are not recharged to CNWL. The contract expires on 31st October 2015 which means the Trust
will need to negotiate, agree and migrate to replacement systems before this deadline. The new
contract will be at CNWL's cost creating a significant unavoidable cost pressure.
Strategy:
As set out above CNWL's Clinical Systems require a significant upgrade to meet current and future
requirements of the organisation. There is a now seven year ICT strategy in place to develop systems
which provide essential business intelligence to the organisation, support agile clinical working,
provide service users with access to their own information and generate the increasing granularity
of evidence required for the assurance of the Trust's Board, commissioners, regulators and other
stakeholders.
Strategic Clinical Systems Procurement:
The purpose of the Strategic Clinical Systems Programme is to support the strategy set out above
meeting the aims and ambitions of CNWL NHS Trust both as a provider of mental and physical
healthcare services ensuring that the Trust has a portfolio of clinical systems that enable staff to
provide innovative and cost-effective high quality care enhancing the service users experience.
Programme phases:
Define - Understanding where we are and options for where we want to go;
Assess - Assessing we can get to where we want to go and it is a sensible business decision;
Transition - Design and implementation of new (or upgraded) clinical systems and to be processes;
Transformation - Training and operational deployment to users.
The Define Phase involves the development of the programme's vision, detailed programme plan,
structure, governance, control and quality frameworks, stakeholder communication and engagement
strategies, understanding of the as-is state, high-level outcome based requirements, due diligence,
market intelligence and an outline business case.
Specific deliverables within the Define Phase:
The design and implementation of an EA framework spanning Business, Data, Application, Integration,
Infrastructure, Security, Operations, Commercial and Governance architectural perspectives
Production of Architectural Principles spanning agreed architectural perspectives encapsulated
within the EA Framework
Modelling of Solution Options - Mapping of Conceptual IS Services to Logical Apps (PAS / Order Comms
/ Clinical Docs / Care Plans / ePMA & integration capabilities interfacing with national spine
services)
Modelling of Solution Options - Mapping of Physical Vendor Apps to Solution Options
Implementation Planning / Resource profiling implementation options for OBC cost purposes
Assistance with requirements capture and development of NFRs
Support BAU Project
The Assess Phase of the Strategic Clinical Systems Programme focuses on four key activities spanning
Procurement, Selection, Negotiation and Contract Award alongside the production of a Full Business
Case.
Key Procurement Deliverables:
Production of PQQ (pre-qualification questionnaire)
Production of ITPD (invitation to participate in dialogue)
Production of ISFT (invitation to submit final tender)
Production of final set of Contracts
Specific EA deliverables within the Assess Phase include:
Technical Architecture - Options Analysis
Production of detailed technical requirements
Production of all technical schedules
Detailed due diligence
Technical Architecture
Transition Planning
Dependency mapping against all other ICT transformation programmes within change portfolio
Response to bidder clarification questions
Lead Evaluation of bidders responses to ITPD (invitation to participate in dialogue)
Lead competitive dialogue with bidders for technical workstream
Detailed technical input into Full Business Case
Key Outcomes to be delivered:
Increase clinical and operational productivity and reduce cost, including improving data quality and
reduction in duplication of effort leveraging benefits driven from the introduction of digital
technology and channel optimisation;
Enable clinician's innovation and harness the potential of IT to deliver the healthcare services of
the future and promote safety, reduce adverse care events and improve management of clinical risk;
Improve patient experience and outcomes; including strengthening the active role of service users
and their carers in their care and facilitate service user centred, multi-agency working;
Support the Trust's business development strategy and differentiation from other providers;
including its position as a leading clinical research and teaching institution.
(OJEU/OJEC Procurement)
Lead Enterprise Architect - Contract (Multiple Extensions) Oct 2013 - Oct 2014
CNWL is one of the largest NHS Trusts in England caring for people with a wide range of physical and
mental health needs, provisioning health and social care to a third of London's population and
across wider geographical areas, including Milton Keynes, Kent, Surrey and Hampshire.
Current Position:
CNWL has grown through acquisition and in doing so has inherited additional clinical systems which
has created a 'patchwork' of clinical systems in use across the Trust. These systems are not
integrated across service lines even in locations such as Milton Keynes and Hillingdon where the
Trust provides both community and mental health services to an overlapping service user population.
This fragmentation is compounded by limited integration of electronic information flows with partner
organisations.
As part of the patchwork of systems detailed above four instances of RiO have been procured through
the national programme for IT (NPfIT). The RiO contract is between the Department of Health and BT,
and costs are not recharged to CNWL. The contract expires on 31st October 2015 which means the Trust
will need to negotiate, agree and migrate to replacement systems before this deadline. The new
contract will be at CNWL's cost creating a significant unavoidable cost pressure.
Strategy:
As set out above CNWL's Clinical Systems require a significant upgrade to meet current and future
requirements of the organisation. There is a now seven year ICT strategy in place to develop systems
which provide essential business intelligence to the organisation, support agile clinical working,
provide service users with access to their own information and generate the increasing granularity
of evidence required for the assurance of the Trust's Board, commissioners, regulators and other
stakeholders.
Strategic Clinical Systems Procurement:
The purpose of the Strategic Clinical Systems Programme is to support the strategy set out above
meeting the aims and ambitions of CNWL NHS Trust both as a provider of mental and physical
healthcare services ensuring that the Trust has a portfolio of clinical systems that enable staff to
provide innovative and cost-effective high quality care enhancing the service users experience.
Programme phases:
Define - Understanding where we are and options for where we want to go;
Assess - Assessing we can get to where we want to go and it is a sensible business decision;
Transition - Design and implementation of new (or upgraded) clinical systems and to be processes;
Transformation - Training and operational deployment to users.
The Define Phase involves the development of the programme's vision, detailed programme plan,
structure, governance, control and quality frameworks, stakeholder communication and engagement
strategies, understanding of the as-is state, high-level outcome based requirements, due diligence,
market intelligence and an outline business case.
Specific deliverables within the Define Phase:
The design and implementation of an EA framework spanning Business, Data, Application, Integration,
Infrastructure, Security, Operations, Commercial and Governance architectural perspectives
Production of Architectural Principles spanning agreed architectural perspectives encapsulated
within the EA Framework
Modelling of Solution Options - Mapping of Conceptual IS Services to Logical Apps (PAS / Order Comms
/ Clinical Docs / Care Plans / ePMA & integration capabilities interfacing with national spine
services)
Modelling of Solution Options - Mapping of Physical Vendor Apps to Solution Options
Implementation Planning / Resource profiling implementation options for OBC cost purposes
Assistance with requirements capture and development of NFRs
Support BAU Project
The Assess Phase of the Strategic Clinical Systems Programme focuses on four key activities spanning
Procurement, Selection, Negotiation and Contract Award alongside the production of a Full Business
Case.
Key Procurement Deliverables:
Production of PQQ (pre-qualification questionnaire)
Production of ITPD (invitation to participate in dialogue)
Production of ISFT (invitation to submit final tender)
Production of final set of Contracts
Specific EA deliverables within the Assess Phase include:
Technical Architecture - Options Analysis
Production of detailed technical requirements
Production of all technical schedules
Detailed due diligence
Technical Architecture
Transition Planning
Dependency mapping against all other ICT transformation programmes within change portfolio
Response to bidder clarification questions
Lead Evaluation of bidders responses to ITPD (invitation to participate in dialogue)
Lead competitive dialogue with bidders for technical workstream
Detailed technical input into Full Business Case
Key Outcomes to be delivered:
Increase clinical and operational productivity and reduce cost, including improving data quality and
reduction in duplication of effort leveraging benefits driven from the introduction of digital
technology and channel optimisation;
Enable clinician's innovation and harness the potential of IT to deliver the healthcare services of
the future and promote safety, reduce adverse care events and improve management of clinical risk;
Improve patient experience and outcomes; including strengthening the active role of service users
and their carers in their care and facilitate service user centred, multi-agency working;
Support the Trust's business development strategy and differentiation from other providers;
including its position as a leading clinical research and teaching institution.
06/2013
-
10/2013
Lead Enterprise Architect
Ministry of Justice - Shared Services Programme
The purpose of the departmental Shared Services Programme is to modernise the back office shared
service provision, consolidating the existing application and supporting technical infrastructure
onto a new single platform. This will be achieved through the adoption of a "Common Operating Model"
to be applied across multiple business units (HR, Payroll, Finance, Procurement and Learning)
supported by centralised, standardised and automated processing including a common Enterprise
Resource Planning platform (legacy migration to Oracle EBS r12.1.3). The platform will service
upwards of 80000 employees by Q3 2014 with the option on onboard other government departments
including the Home Office during 2015.
The programme has been in a state of flux since the beginning of 2012 with fundamental issues still
impacting design & delivery capability from differing perspectives spanning leadership, clarity
around vision for the future state shared services capability, stable scope for initial phased
delivery, change management, existing supplier landscape, architectural & technical governance and
basic project & programme level governance.
The interim team worked cohesively together over a 3 - 6 month period in a turn around situation
(programme rescue) addressing a multitude of issues detailed above and positioned the programme
ready for handover to senior civil servants to manage forward to successful implementation.
Responsibilities included:
The development of the future state target operating model and associated IT architecture landscape;
Re-development of a set of architectural principles, policies, standards and patterns with the
intent of forming a firm foundation on which the future state operating model was to be designed and
implemented, also assisting with assurance activities executed against supplier proposals;
Implementation of new programme, project, architectural & technical governance and risk management
arrangements in the absence of appropriate industry standard controls;
Re-definition of supplier roles specifically focused on the role of the System Integrator
Senior Stakeholder Engagement (CIO Level downwards)
Supplier Management. (Accenture / Steria / Savvis / HP / Liberata / Atos / Logica)
service provision, consolidating the existing application and supporting technical infrastructure
onto a new single platform. This will be achieved through the adoption of a "Common Operating Model"
to be applied across multiple business units (HR, Payroll, Finance, Procurement and Learning)
supported by centralised, standardised and automated processing including a common Enterprise
Resource Planning platform (legacy migration to Oracle EBS r12.1.3). The platform will service
upwards of 80000 employees by Q3 2014 with the option on onboard other government departments
including the Home Office during 2015.
The programme has been in a state of flux since the beginning of 2012 with fundamental issues still
impacting design & delivery capability from differing perspectives spanning leadership, clarity
around vision for the future state shared services capability, stable scope for initial phased
delivery, change management, existing supplier landscape, architectural & technical governance and
basic project & programme level governance.
The interim team worked cohesively together over a 3 - 6 month period in a turn around situation
(programme rescue) addressing a multitude of issues detailed above and positioned the programme
ready for handover to senior civil servants to manage forward to successful implementation.
Responsibilities included:
The development of the future state target operating model and associated IT architecture landscape;
Re-development of a set of architectural principles, policies, standards and patterns with the
intent of forming a firm foundation on which the future state operating model was to be designed and
implemented, also assisting with assurance activities executed against supplier proposals;
Implementation of new programme, project, architectural & technical governance and risk management
arrangements in the absence of appropriate industry standard controls;
Re-definition of supplier roles specifically focused on the role of the System Integrator
Senior Stakeholder Engagement (CIO Level downwards)
Supplier Management. (Accenture / Steria / Savvis / HP / Liberata / Atos / Logica)
12/2012
-
06/2013
Lead Enterprise Architect
Mouchel / Lincolnshire County Council
Responsibilities as Lead Enterprise Architect - BAU: Review, design and implement new technical
governance model within the delivery of projects and programmes to the client. Lead review of "AS
IS" architecture landscape with the view to making recommendations to the client on how to optimise
/ leverage existing IS capabilities and the production of a Cloud Migration Strategy.
governance model within the delivery of projects and programmes to the client. Lead review of "AS
IS" architecture landscape with the view to making recommendations to the client on how to optimise
/ leverage existing IS capabilities and the production of a Cloud Migration Strategy.
04/2011
-
12/2012
Lead Enterprise Architect and Technical Project Manager
Department for Education - CIO Group Strategy & Architecture - ALB Reform Programme - EFA Transition
On 14 October 2010 the Cabinet Office published the outcomes of a cross-government review of all
public bodies. Of 900 bodies, more than half were to be reformed to some degree. The aim to make at
least £2.6 billion in administrative savings and a further £30 billion savings by reducing programme
and capital spending over the spending review period whilst establishing greater accountability,
transparency and efficiency in the operation of public services.
In response the Department has implemented a major transformation programme, with several of its
arm's length bodies closing and others transitioning back into the Department under one of four new
executive agencies. The Standards & Testing Agency, the Teaching Agency, the National College and
the Education Funding Agency. The Standards & Testing Agency opened on 1 October 2011; the other
three agencies will begin operation on 1 April 2012.
Responsibilities as Lead Programme Architect for EFA Transition encompass the technical project
management, design and delivery of the application, integration, infrastructure, security, and
service management elements of a target operating model that will support the Education Funding
Agency and the distribution of approximately £50 billion in revenue and capital funding each year
ensuring alignment and convergence with DFE CIO Group IS/IT Strategy.
IS capabilities in the target architecture include (and are not limited to): Self Service Portal,
Payments (£54 Bn+ annually), Business Process Management, Business Rules, Integration, Messaging,
Content Management, Enterprise Document and Records Management, Knowledge Management, Decision
Support, Case Management , Collaboration, Customer Relationship Management, Financial Management,
Master Data Management, Customer Data Integration, Extract-Transform-Load, Management Information,
Business Intelligence, Analytics, Reporting, Secure File Transfer.
public bodies. Of 900 bodies, more than half were to be reformed to some degree. The aim to make at
least £2.6 billion in administrative savings and a further £30 billion savings by reducing programme
and capital spending over the spending review period whilst establishing greater accountability,
transparency and efficiency in the operation of public services.
In response the Department has implemented a major transformation programme, with several of its
arm's length bodies closing and others transitioning back into the Department under one of four new
executive agencies. The Standards & Testing Agency, the Teaching Agency, the National College and
the Education Funding Agency. The Standards & Testing Agency opened on 1 October 2011; the other
three agencies will begin operation on 1 April 2012.
Responsibilities as Lead Programme Architect for EFA Transition encompass the technical project
management, design and delivery of the application, integration, infrastructure, security, and
service management elements of a target operating model that will support the Education Funding
Agency and the distribution of approximately £50 billion in revenue and capital funding each year
ensuring alignment and convergence with DFE CIO Group IS/IT Strategy.
IS capabilities in the target architecture include (and are not limited to): Self Service Portal,
Payments (£54 Bn+ annually), Business Process Management, Business Rules, Integration, Messaging,
Content Management, Enterprise Document and Records Management, Knowledge Management, Decision
Support, Case Management , Collaboration, Customer Relationship Management, Financial Management,
Master Data Management, Customer Data Integration, Extract-Transform-Load, Management Information,
Business Intelligence, Analytics, Reporting, Secure File Transfer.
11/2010
-
03/2011
Lead Enterprise Architect
Yodel / Home Delivery Network
Home Delivery Network Limited (HDNL) reached an agreement with Deutsche Post DHL to acquire its UK
domestic business-to-business (B2B) and business-to-consumer (B2C) parcel delivery operations, DHL
Domestic. The strategic drivers behind the acquisition are to place Yodel as an organisation into a
position to:
1. Exploit the continued growth in a sector that is being driven by the expansion of
e-Commerce in which there is increasing overlap between B2B and B2C customers.
2. Provide scalability that will result in a more efficient business, more capable of
withstanding intensifying competition from a wide range of traditional B2B and B2C carriers,
as well as challenging the Royal Mail services more effectively.
Responsibilities as Enterprise Architect include:
1. The design and implementation of a tactical solution architecture that will support the
merger of the two organisations whilst in transition and a target architecture/end state that
will be flexible enough to support additional volume as a result of future acquisitions.
2. Production of IS/IT Roadmaps that align with business strategy and IS / IT Strategy.
3. Scalability Assessment of Systems and Services impacted by the merger over the transitional
period.
4. Design and Implementation of an Architectural Governance Framework. that spans all
architectural domains - Business Architecture / Data Architecture / Application Architecture /
Integration Architecture / Technical Infrastructure / Security / Service Management (i.e.
Principles, Policies, Patterns).
domestic business-to-business (B2B) and business-to-consumer (B2C) parcel delivery operations, DHL
Domestic. The strategic drivers behind the acquisition are to place Yodel as an organisation into a
position to:
1. Exploit the continued growth in a sector that is being driven by the expansion of
e-Commerce in which there is increasing overlap between B2B and B2C customers.
2. Provide scalability that will result in a more efficient business, more capable of
withstanding intensifying competition from a wide range of traditional B2B and B2C carriers,
as well as challenging the Royal Mail services more effectively.
Responsibilities as Enterprise Architect include:
1. The design and implementation of a tactical solution architecture that will support the
merger of the two organisations whilst in transition and a target architecture/end state that
will be flexible enough to support additional volume as a result of future acquisitions.
2. Production of IS/IT Roadmaps that align with business strategy and IS / IT Strategy.
3. Scalability Assessment of Systems and Services impacted by the merger over the transitional
period.
4. Design and Implementation of an Architectural Governance Framework. that spans all
architectural domains - Business Architecture / Data Architecture / Application Architecture /
Integration Architecture / Technical Infrastructure / Security / Service Management (i.e.
Principles, Policies, Patterns).
10/2009
-
10/2010
Chief Architect
Tata Consultancy Services / DWP CMEC (Child Maintenance and Enforcement Commission)
The Child Maintenance and Enforcement Commission is a currently a Non-Departmental Public Body
established to take responsibility for the child maintenance system in Great Britain.
The Commission is currently in the final stages of defining a Target Architecture to support the
core business which focuses on maximising the number of effective child maintenance arrangements in
place for children who live apart from one or both of their parents.
Primary duties as Chief Architect encompass the design, implementation and assurance of an
Enterprise Solution Architecture heavily focused on CRM with a £50M spend that includes integrating
the processes of case management, automated scheduling of payments, arrears management and civil and
legal enforcement.
Initially responsible for restructuring, re-purposing and re-prioritising the Architecture and
Design Function (15 months into build) moving to an integrated client/supplier model implementing
governance processes spanning architecture, design, and build via formal Solution Control (in
essence Technical Design Authority) and Commission Architecture Group governance bodies.
Line Management responsibility for 7 domain architects spanning data, management information,
applications, integration, infrastructure, security and service architecture, 7 solution architects
spanning functional areas detailed below and a virtual team of agile developers both onshore and
offshore.
Accountable for the production of solution overview and high level architectural design artefacts
spanning the following areas:
Functional Design:
Correspondence, Payments, Client Maintenance, Case management, Self Service, Legacy Transition and
Management Information (Business Intelligence).
Cross Functional Design / Non Functionals:
Data: Data Principles, Business Logical Entity Model (BLEM), System Area Model (SAM), System Logical
Entity Model (SLEM), Data Mastering.
Applications: Application Principles, Siebel Application Architecture, Siebel Configuration &
Customisation Guidelines, Telephony, CTI, IVR, Archiving Retrieval & Deletion, Batch .
Integration: Integration Principles, Enterprise Messaging Standards, MQ Standards, File Naming
Conventions, Web Service Standards, Error Handling Patterns & Framework.
Technical Infrastructure: Technical Infrastructure Principles, Technical Standards Catalogue, Logical
/ Physical Network Topology.
Security: Security Principles, Identity & Access Management, Activity Monitoring (Audit), Protective
monitoring, Logical / Physical Security Architecture, IA Assurance & RMADS.
Service Management: System Monitoring & Performance
Other non-functional requirements: Scalability, Performance, Resilience, Availability, Disaster
Recovery & Backup.
IS capabilities in the target architecture include (and are not limited to): Self Service Portal
(integrated with Gov Gateway), Payments, Business Process Management, Business Rules, Business
Activity Monitoring, Integration, Messaging, Content Management, Enterprise Document and Records
Management, Knowledge Management, Decision Support, Case Management , Collaboration, Customer
Relationship Management, Financial Management, Master Data Management, Customer Data Integration,
Extract-Transform-Load, Management Information, Business Intelligence, Analytics, Reporting.
Vendor Products: Oracle Siebel CRM Public Sector, Oracle Process Automation, EMC Documentum,
Informatica, Oracle Business Intelligence Enterprise Edition, IBM WebSphere Portal (Extend), IBM
WebSphere Process Server, IBM WebSphere MQ, Adobe LiveCycle, TCS BaNCS, Experian Payments Gateway,
Experian Bank Wizard, Hopewiser, Sharepoint, Axway FTP Client, TBSM, TSIEM, TADDM, TIM/TAM/TFIM.
established to take responsibility for the child maintenance system in Great Britain.
The Commission is currently in the final stages of defining a Target Architecture to support the
core business which focuses on maximising the number of effective child maintenance arrangements in
place for children who live apart from one or both of their parents.
Primary duties as Chief Architect encompass the design, implementation and assurance of an
Enterprise Solution Architecture heavily focused on CRM with a £50M spend that includes integrating
the processes of case management, automated scheduling of payments, arrears management and civil and
legal enforcement.
Initially responsible for restructuring, re-purposing and re-prioritising the Architecture and
Design Function (15 months into build) moving to an integrated client/supplier model implementing
governance processes spanning architecture, design, and build via formal Solution Control (in
essence Technical Design Authority) and Commission Architecture Group governance bodies.
Line Management responsibility for 7 domain architects spanning data, management information,
applications, integration, infrastructure, security and service architecture, 7 solution architects
spanning functional areas detailed below and a virtual team of agile developers both onshore and
offshore.
Accountable for the production of solution overview and high level architectural design artefacts
spanning the following areas:
Functional Design:
Correspondence, Payments, Client Maintenance, Case management, Self Service, Legacy Transition and
Management Information (Business Intelligence).
Cross Functional Design / Non Functionals:
Data: Data Principles, Business Logical Entity Model (BLEM), System Area Model (SAM), System Logical
Entity Model (SLEM), Data Mastering.
Applications: Application Principles, Siebel Application Architecture, Siebel Configuration &
Customisation Guidelines, Telephony, CTI, IVR, Archiving Retrieval & Deletion, Batch .
Integration: Integration Principles, Enterprise Messaging Standards, MQ Standards, File Naming
Conventions, Web Service Standards, Error Handling Patterns & Framework.
Technical Infrastructure: Technical Infrastructure Principles, Technical Standards Catalogue, Logical
/ Physical Network Topology.
Security: Security Principles, Identity & Access Management, Activity Monitoring (Audit), Protective
monitoring, Logical / Physical Security Architecture, IA Assurance & RMADS.
Service Management: System Monitoring & Performance
Other non-functional requirements: Scalability, Performance, Resilience, Availability, Disaster
Recovery & Backup.
IS capabilities in the target architecture include (and are not limited to): Self Service Portal
(integrated with Gov Gateway), Payments, Business Process Management, Business Rules, Business
Activity Monitoring, Integration, Messaging, Content Management, Enterprise Document and Records
Management, Knowledge Management, Decision Support, Case Management , Collaboration, Customer
Relationship Management, Financial Management, Master Data Management, Customer Data Integration,
Extract-Transform-Load, Management Information, Business Intelligence, Analytics, Reporting.
Vendor Products: Oracle Siebel CRM Public Sector, Oracle Process Automation, EMC Documentum,
Informatica, Oracle Business Intelligence Enterprise Edition, IBM WebSphere Portal (Extend), IBM
WebSphere Process Server, IBM WebSphere MQ, Adobe LiveCycle, TCS BaNCS, Experian Payments Gateway,
Experian Bank Wizard, Hopewiser, Sharepoint, Axway FTP Client, TBSM, TSIEM, TADDM, TIM/TAM/TFIM.
06/2009
-
10/2009
Lead Enterprise Architect
DVLA - ISD
The newly formed Enterprise Architecture Group within ISD have the responsibility for the
translation of the emerging DVLA Business Strategy and transformation agenda into a Target
Architecture that will be delivered through a number of iterations over the next five years.
Primary duties include:
The design and implementation of an in house EA practice focused on Strategy, Architecture and
Compliance and production of an architectural framework and governance model based centrally around
TOGAF 9 and a number of other supporting frameworks.
Much of the strategic work on technical architecture for the agency has historically been progressed
within major change programmes, outsourced to the systems integrator. The lack of architectural
governance historically has resulted in the development and deployment of IS services with mirrored
functional capabilities being deployed in silos with tightly coupled point to point integrations.
Objectives (the what):
Integrated back office case working teams - maximise first pass processing without error tasks -
maximise data collections at first point of customer contact - maximise validation on input -
increased self service capability - one touch business minimising contact with the customer - move
to a fully digitised business - increased access to records, data accuracy improvement.
Core Components of the proposed EA (the how):
Input - easily deployed, highly configurable and maintainable electronic channels with the facility
to allow customers to track status of transactions. Will improve data accuracy, reduce paper
handling, reduce case workload, reduce call centre load and improve quality of customer service and
customer experience.
Information Capture - Automated Paper, KFI, Electronic Forms, IVR, B2B Gateway, BPM
Processing - improved support for case working by automating case analysis tasks and assistive
decision making. Will improve speed of resolution and allow more flexible workload management.
Case Management - Collaboration, BPM, Workflow, Decision Support
Output - comprehensive coverage for automated notifications, correspondence and reminders using
common services. New capability for enquiry service for insurance companies and individuals. Will
reduce cost of maintaining multiple systems and improve quality of customer service.
Output - Self Service Portal, SMS, Email, Print
Intermediaries - stronger requirements for inbound data accuracy and enable sharing of DVLA data
validation rules with Partners. Will improve data accuracy and reduce case work load in back office.
Intermediaries - B2B Gateway, Data Validation
translation of the emerging DVLA Business Strategy and transformation agenda into a Target
Architecture that will be delivered through a number of iterations over the next five years.
Primary duties include:
The design and implementation of an in house EA practice focused on Strategy, Architecture and
Compliance and production of an architectural framework and governance model based centrally around
TOGAF 9 and a number of other supporting frameworks.
Much of the strategic work on technical architecture for the agency has historically been progressed
within major change programmes, outsourced to the systems integrator. The lack of architectural
governance historically has resulted in the development and deployment of IS services with mirrored
functional capabilities being deployed in silos with tightly coupled point to point integrations.
Objectives (the what):
Integrated back office case working teams - maximise first pass processing without error tasks -
maximise data collections at first point of customer contact - maximise validation on input -
increased self service capability - one touch business minimising contact with the customer - move
to a fully digitised business - increased access to records, data accuracy improvement.
Core Components of the proposed EA (the how):
Input - easily deployed, highly configurable and maintainable electronic channels with the facility
to allow customers to track status of transactions. Will improve data accuracy, reduce paper
handling, reduce case workload, reduce call centre load and improve quality of customer service and
customer experience.
Information Capture - Automated Paper, KFI, Electronic Forms, IVR, B2B Gateway, BPM
Processing - improved support for case working by automating case analysis tasks and assistive
decision making. Will improve speed of resolution and allow more flexible workload management.
Case Management - Collaboration, BPM, Workflow, Decision Support
Output - comprehensive coverage for automated notifications, correspondence and reminders using
common services. New capability for enquiry service for insurance companies and individuals. Will
reduce cost of maintaining multiple systems and improve quality of customer service.
Output - Self Service Portal, SMS, Email, Print
Intermediaries - stronger requirements for inbound data accuracy and enable sharing of DVLA data
validation rules with Partners. Will improve data accuracy and reduce case work load in back office.
Intermediaries - B2B Gateway, Data Validation
06/2008
-
05/2009
Lead Solution Architect (Grade: Chief Officer)
Sheffield City Council
Sheffield City Council were in the midst of a strategic Organisational Transformation Programme
(OSP) and successfully transitioned ICT Service Providers from Liberata to Capita (£250M Outsouced
Contract).
Primary Responsibilities:
OSP Contract Re-Compete (Outsourced model Liberata to Capita);
Encompassed the design and implementation of an EA Function within the Authority;
The formation and implementation of an Information Management Strategy and production of supporting
policies (inc Enterprise Content Management (content management, document management, records
management), Master Data Management, Identity and Access Management, Business Intelligence, and
Information Assurance Strategies), embedding Information Management best practice within the
authority and alignment to the ISMS Family of Standards - ISO27k;
Adult Social Care Directorate Transformation;
(OSP) and successfully transitioned ICT Service Providers from Liberata to Capita (£250M Outsouced
Contract).
Primary Responsibilities:
OSP Contract Re-Compete (Outsourced model Liberata to Capita);
Encompassed the design and implementation of an EA Function within the Authority;
The formation and implementation of an Information Management Strategy and production of supporting
policies (inc Enterprise Content Management (content management, document management, records
management), Master Data Management, Identity and Access Management, Business Intelligence, and
Information Assurance Strategies), embedding Information Management best practice within the
authority and alignment to the ISMS Family of Standards - ISO27k;
Adult Social Care Directorate Transformation;
01/2008
-
06/2008
Solution Architect
Ministry of Justice - eDG Strategy Architecture and Compliance
Her Majesty's Courts Service (HMCS) is considering introducing Electronic Filing and Document
Management (EFDM) in the Family Courts. Among other things, EFDM would enable documents to be filed
electronically without the need for specialist software, would allow court documents to be sent
electronically to parties and the court to store and manage case files electronically. It would
replace the current paper court file with an electronic case file, allowing parties to view case
activity through a web-based service, and send and receive papers electronically.
Responsibilities specifically focused around procurement and ITT/PQQ
development
Management (EFDM) in the Family Courts. Among other things, EFDM would enable documents to be filed
electronically without the need for specialist software, would allow court documents to be sent
electronically to parties and the court to store and manage case files electronically. It would
replace the current paper court file with an electronic case file, allowing parties to view case
activity through a web-based service, and send and receive papers electronically.
Responsibilities specifically focused around procurement and ITT/PQQ
development
Local Availability
Only available in these countries:
United Kingdom
Immediately Available
