Major Enhancement of an ITSM Tool called ServiceNow
Led the major improvements of ServiceNow (a new end-user service portal, multiple integrations, and process improvements).
The goal of this project was to update the service management tools in ServiceNow by implementing a number of features.
• Create a new IT end-user service portal.
• Improve the incident, problem, and change management processes.
• Implement multiple integrations with other tools.
The project successfully carried out 15 different deliverables by using a combination of Waterfall and Agile methods.
The main project deliverable was the creation of a new IT service portal that enables end users to submit incidents and service requests. Three months after moving the new portal to production, calls to the service desk have been reduced by 20% with the reduction trend.
Following the ServiceNow update, several integrations were introduced: SCCM, SCOM, a universal scheduling tool, and another ServiceNow instance that was used by a vendor.
The project's team consisted of more than 50 team members and was organized into three sub-teams.
The project was delivered as per the agreed upon scope, on time, and within budget.
Core Banking System Replacement
Led a gap analysis project involving a global vendor, readying the bank for the biggest transformation in its history.
The goal of the project was to perform a detailed gap analysis of the global core banking product vendor through a series of product walk-through workshops.
The project involved 46 different deliverables, ranging from gap identification documents to business process alignments.
After completing the project, both the vendor and the bank have identified, recorded, and estimated all of the key gaps in the functionalities of the vendor's product as well as the key business processes that needed an alignment.
The project resulted in the creation of a high-level solution design document, a detailed implementation plan, the allocation of key resources from the bank to be fully committed to the implementation project, and a comprehensive analysis of the bank's readiness.
The project team consisted of 130+ team members divvied up into five sub-teams and led by subproject managers. The project was delivered as per the agreed upon scope, on time, and within budget.
Implementation of a Complex Customer Support Model
Managed a complex project for the introduction of an advanced loyalty payment card solution.
The goal of the project was to introduce a new loyalty payment card solution for the biggest retailer company in Portugal.
Management of the project included coordinating the project teams from five corporations: a retailer company, a major banking group, two card processor companies, and a customer support provider.
The overall project duration was 15 months where I delivered a full set of operating procedures, recruited and trained the support staff, set up the network and telephony, and chose the tooling.
After completion, the project delivered the world's most advanced payment card to the Portuguese market and also created 100+ new jobs.
Harmonize SWIFT Operations on a Group Level
Led the program to consolidate SWIFT operations for a major Austrian banking group along with ten member banks.
The goal of the program was to harmonize SWIFT-related back-office operations for all of the member banks of a major Austrian retail banking group by moving the operations from on-premise to an outsourced model.
The program included projects to set up the infrastructure requirements as well as projects for each bank to migrate and harmonize the SWIFT-related service to a central location.
The overall program duration consisted of 30 months.
Developing the Most Viable Product
Managed the in-house software product development of a SWIFT add-on tool.
The aim of the project was to build a new product for the banking market using the Scrum framework and Agile principles.
The MVP was built in three months and was implemented in two pilot banks (one large and one small bank).
The follow-up projects led to further product development in 20 regular and off-cycle releases and product implementations in 40 banks in five countries.