David Anderson 4/2 Stevenlaw’s Close, 132 High Street, Edinburgh, EH1 1QT

Phone: 07850 687 456

Email: davidandersonprojectmanager@gmail.com Linked in: David Anderson

A project/programme manager with 12 years experience of delivering varied projects in the highly

complex environment of a major financial organisation. A track record of successful delivery through a

very challenging period for British banks including a merger which created the 4th largest bank in the

UK and Europe’s 10th largest.

Project management career focused in the organisation’s central change team and centre of project

management excellence. A model designed to assign experienced project managers across multiple

Divisions of the organisation to facilitate the spread of project management best-practice across all

change teams. Career path has involved working in a variety of change roles such as: Tester;

Business Analyst; Project Management Office as well as Project and Programme Manager.

Key strength in ability to build and lead teams through concentration on strong, effective team

communication combined with a focus on simplification of complexity for wider stakeholders.

Reputation for:

Project management excellence; pro-active and collaborative approach to problem solving; delivers on

promises; builds and leads motivated, highly-performing teams

KEY AREAS OF EXPERTISE

Project/programme planning

Regulatory compliance

Project/change management

Stakeholder engagement and

management

Strategic thinking

Risk assessment and mitigation

Project governance

Identification of process

improvements

Business partnering

Employee leadership

Performance management

Organisational awareness

and market context

PROFESSIONAL EXPERIENCE

Programme Manager; Lloyds Banking Group Business Engagement and Readiness

lead: FastPath programme: A group-wide initiative to simplify the project management approach to increase

pace alongside training for all change colleagues in best practice techniques to support more rapid delivery

Common Reporting Standards (CRS): A regulatory tax

transparency initiative Foreign Account Tax Compliance Act

(FATCA): A US government driven

tax transparency initiative

January 2013 – July 2016 Advanced to Programme Manager role within the central change team. Responsible for managing teams of Project Managers in complex cross-Divisional change initiatives. Responsible for delivery of key workstreams of major regulatory change initiatives. An intense environment given the complexity of the

initiatives and the fixed end dates therefore it my co-ordination of the activity of the team and ability identify areas of concern based on my experience was important. Role on the FastPath programme made use of my project management skills; my ability to successfully manage a team of project managers and my key strength in building relationships with stakeholders of all

levels across multiple business areas.

Project Manager; Lloyds Banking Group Banking Operations Release C

Programme: scaling of internal

helpdesk for branch colleagues to support them as they adopted new IT applications

Delivery Assurance: Use of expertise in project and change management to undertake assurance reviews of major projects (£10M+ investment)

to increase likelihood of successful delivery

September 2010 – December 2012 Successfully promoted to full project manager position within the central change team. Release C Programme: Managed the project team responsible for

profiling the increased call volumes; recruiting additional temporary staff; training new staff and managing the roll-off of staff as call volumes reduced. Continued development of project management skill set in increasingly complex projects and management of ever larger teams. Delivery Assurance role: Level of project management expertise was acknowledged for assignment in the Delivery Assurance team. This

team undertakes independent reviews of major change initiatives and presents the findings and recommendations back to senior project stakeholders to increase the likelihood of successful project delivery. The role required a deep understanding of all aspects of project management in order that the appropriate areas of focus were identified and adequately explored.

Assistant Project Manager; Lloyds

Banking Group Banking Operations Release A

Programme: Merger programme which involved delivery of a standard counter system across

branches of both banks Integration Programme Management

Office: Programme Office role to support a Division less mature in project and change management

June 2009 – September 2010

Successfully obtained a promotion within the central change team. History of successful delivery meant I was identified as a suitable candidate for these complex assignments. Both assignments were driven by the need to merge two UK banks during the 2008 financial crisis.

Successfully set up a Programme Management Office and managed the team. Responsible for designing and communicating: The governance/reporting schedule for project managers The use of a group-wide online toolkit for reporting and risk/issue

capture and management The monthly process for project cost tracking The production of monthly presentation packs for the full portfolio

to the Divisional Executive Also responsible for chairing the Divisional Executive meetings at which

the status of each project was shared Returned to project manager role in the Release A Programme to manage the rollout of IT infrastructure and associated training to support integration.

Senior Project Analyst; Lloyds Banking Group Project Oslo: Launch of a high-

interest online Euro savings account in The Netherlands

Project Capability Improvement

Programme: Development and delivery of a standardised project lifecycle and deliverables across all Divisions of the organisation coupled

with training for all project managers

September 2007 – June 2009 Based on track record successfully obtained a more senior role in the central change team. Further development of the project management skills from previous role. In particular: Stakeholder engagement – roles required engagement of more

senior stakeholders across multiple Divisions of the organisation Project reporting and communications were at multiple levels due

to more complex governance requirements Role required direct engagement with the project sponsor and

board. Rapidly developed the skill of delivering a concise, meaningful and honest update on the status of the overall project

Volunteered to present on the solution to all Divisional change teams to

refine public speaking skills. Both projects delivered to budget and timescale.

Project Leader; HBOS Image and Workflow projects: The

Introduction of a scanning service in

the mail receiving centre to move to paperless workflow.

September 2005 – September 2007 Planned and managed the build and test of the system as well as the local implementation. Projects delivered to timescale, within budget

and to the required standard. Developed my general project management skills of: Risk and Issue Management/Escalation Dependency management Stakeholder identification and engagement Project reporting and communications

Project leadership and team management

Project planning Project change control Budget management Used recruitment of additional staff for the service as an opportunity to build interviewing experience.

Graduate Trainee/Business Analyst; HBOS Project Business Analyst/Tester role

supporting a Project Manager

September 2004 – September 2005 Graduate placement in business analysis and training in project management methodology. Responsible for calculating the staffing levels for a new service. Completed weekly progress reporting and

provided updates to the project sponsor. Produced test scripts and conducted end user testing for the operation. Demonstrated the skills and appetite for a role in project management and decided to pursue as a career.

EDUCATION AND QUALIFICATIONS

May 2016

Association of Project Management (APM) Managing Successful

Programmes (MSP) Practitioner qualification

Industry recognised qualification in Programme Management

April 2011 Association of Project Management (APM) Practitioner qualification

Industry recognised qualification in all aspects of Project Management

April 2007 PRINCE2 (Projects in Controlled Environments) Practitioner qualification

Industry and UK Government accepted project management methodology

September 2000 to

June 2004

Bachelors Degree with Honours in Languages and Marketing Management

First Class Honours achieved

CAPABILITY PROFILE

Technical Capabilities

Business Partnering

Strategic Thinking

Organisational Awareness

Change management

Languages

Information Technology

Firm grasp of business drivers which, combined with interest in

strategy at an organisational level and global level, enables effective

partnership within a business. Maintains organisational knowledge

to keep abreast of threats to delivery as well as identification of

additional stakeholders to be engaged to get things done. Strong

project and change management capability demonstrated by focus

on stakeholder engagement and track record of successful delivery.

Proficient French speaker, conversational Spanish and basic

German.

Highly computer literate. Proficient in the use of Microsoft Word,

Excel, PowerPoint, Visio, SharePoint and Project to an advanced

level. Proven ability to use LiveMeeting and video conferencing to

manage and drive delivery across multiple geographical locations.

Behavioural Capabilities

Business Acumen

Managing Relationships

Collaborative Working

Communications and Impact

Delivering Results

Delivering Change &

Improvement

Risk, Compliance and

Regulatory Training

Time Management

Develops and maintains a firm grasp of organisational strategy and

objectives. In conjunction with ability to build a performing team

enables the creation of strong, inclusive collaborative relationships

which deliver results at pace. Possesses the confidence and style to

challenge stakeholders in a way that does not jeopardise business

relationships, but is seen as a focus on maintaining the momentum

of a project. Comprehensive experience of risk identification and

mitigation within projects. Seeks to mitigate through early

planning, and ensures throughout the project an open culture of

identification and active management of risks is maintained to

minimise threats to project success.

A driven individual with proven prioritisation and organisation

ability.