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Feb 12 2011
Integration Project Manager – LBG

February 2011 – September 2011 – Lloyds Banking Group – Integration Project Manager (Limited Company Contractor)

Advertised as Europe’s biggest Banking integration to date, Alan was seconded into Release C for LBG. An issue had been identified that would affect 3500 colleagues post the go-live weekend. The project had been running for some time with little movement until Alan was asked to take over the role of Integration Project Manager.

Core responsibilities:

  • Ensure that the 3500 colleagues had access to the future business applications by implementing a “Windows Login renaming plan” across 11 business areas including branch networks.
  • Create the strategy for the rename implementations.
  • Create plans for complete change including recovery plans.
  • Ensure continued access to current applications. 
  • Where appropriate work with business areas to create strategy for remuneration and bonus where the change would cause a breakdown between upstream and downstream processes/applications. 
  • Keeping financial records for the change including internal & external resource and forecasting.

While working to ensure continued access to current applications, Alan managed the investigations into all applications used by every business area, role and all personnel as many of these would require authentication with the Login ID. An understanding had to be gained of the upstream and downstream relationships, interfaces and links of these initial applications. Application authentication with the Login ID fell into 2 categories:

  • Authentication could be maintained by internal table update
  • Application required full development lifecycle to ensure continued access
Alan Forrest 0 Comments
May 12 2010
Programme/Project Manager – LBG

May 2010 – February 2011 – Lloyds Banking Group – Programme/Project Manager (Limited Company Contractor)

Since starting in the role Alan had been assigned to many different Programmes/projects, the first of which spanned most of his time on this assignment. This programme, as with most of the other projects assigned during this time, had been running for around 18 months previously without clear vision or end in sight. It was Alan’s role to complete these programmes/projects

Oracle Improvement Programme Manager – Responsibilities

  • Chair weekly Implementation workgroups – Ensure the focus was on each deliverable and any risks, issues are managed with escalation as appropriate.
  • Give clear vision to each of the workstream leads to bring the workstreams to a close.
  • Create clear reporting lines from workstreams through to Senior Management.
  • Review current Datacentre Infrastructure to ensure platform met application needs.
  • Upscale/Downscale where necessary.
  • Engage 3rd Party suppliers where required for delivery.
  • Production and maintenance of a Programme Plan on a Page – High Level reporting tool for each deliverable/group of deliverables.
  • Production of Programme Implementation plans – ensure these were delivered by individual workstreams.

Projects included:

  • 10g Upgrade – Oracle
  • Network & Vulnerabilities – Oracle
  • BAU RAC Upgrade – Oracle
  • Support Analysis Tool – Unix
Alan Forrest 0 Comments
Nov 12 2009
Programme Implementation Manager – LBG

November 2009 – May2010 – Lloyds Banking Group – Programme Implementation Manager (Limited Company Contractor)

Bancassurance L-Day is the first major integration programme within the Lloyds Banking Group. The aim of this programme was to deliver a front-end system which allows all Financial Advisors within the group an integrated solution on one platform, regardless of which heritage they are housed within. Below are Alan’s responsibilities within the programme.

Programme Implementation Manager – Responsibilities

  • Production of a Roadmap – ensure visibility of all deliverables for getting to the Implementation L-Day itself.
  • Production of RACI Matrix – Identify owners of each deliverable.
  • Build a plan – Detail the outline shape of the journey to L-Day.
  • Production of Checklist – Low level reporting tool for each deliverable.
  • Production and maintenance of a Plan on a Page – High Level reporting tool for each deliverable/group of deliverables.
  • Chair weekly Implementation workgroups – Ensure the focus was on each deliverable and any risks, issues are managed with escalation as appropriate.
  • Production of Programme Implementation plans – ensure these were delivered by individual workstreams at the appropriate times for Release Management to deliver the Release plan.
  • Production of Implementation Playbook – Summary of the L-Day weekend event including, summary implementation plan, escalation routes, governance, Incident Management.
  • Dress Rehearsal of L-day – Run through of playbook, using “what if?” scenarios to test the processes.
  • Implementation Governance on L-day Itself.
Alan Forrest 0 Comments