John  D’Arcy  Partner,  Consulting  Director,  Senior  Program  Manager  

!  +45  40  89  88  39  *  jd@keycore.dk    Linkedin  Profil:  http://dk.linkedin.com/in/johndarcy    

Summary  John  has  extensive  experience  on  the  international  scene  in  the  IT  industry  and  has  been  engaged  in  global  value  delivery  and  strategy  execution  projects  since  1996.  John  specializes  in  accelerating  the  delivery  of  the  desired  business  outcomes,  benefits  and  value  through  his  practical  and  pragmatic  approach  to  getting  things  done.  Optimisation  of  the  whole  process  from  business  idea,  through  project  initiation,  outcome  specification,  design,  development,  handover  to  production  and  most  importantly  implementation  into  the  business  so  the  benefits  can  be  realised  and  the  value  delivered  is  where  John  thrives.      Coming  from  a  technical  background  John  has  worked  with  many  different  business  domains,  IT  platforms  and  architectures.  John  has  a  depth  of  experience  as  senior  project  and  program  manager  for  large  initiatives  (over  30  man  years)  where  desired  business  outcomes  and  benefits  realisation  have  been  at  the  core  of  John’s  deliveries.        Through  all  the  projects  John  has  participated  in,  there  has  always  being  a  passion  to  ensure  that  the  end  result  was  a  delivery  which,  not  only  could  live  up  to  the  desired  business  outcomes  from  the  client,  but  also  works  in  an  operations  environment  so  that  the  end-­‐user  could  experience  the  delivered  business  benefits  in  a  stable  and  predictable  operations  environment.  Therefore,  service  and  systems  management  of  the  delivered  software  is  imperative  in  delivering  a  successful  system.  The  non-­‐functional  requirements  to  a  system  are  just  as  important  as  the  functional  requirements.    All  the  projects  John  has  worked  on  have  been  global  projects.  This  means  that  customers,  subcontractors  and  colleagues  came  from  different  cultural  backgrounds.  He  has  also  been  involved  in  sales  pursuits  on  an  international  basis  and  has  experience  from  both  European  and  American  pursuits.      As  John  comes  from  Ireland  and  has  been  working  in  Denmark  for  almost  30  years,  he  can  very  easily  integrate  and  manage  international  teams.    

Core  Skills  Portfolio  Management,  Program  Management,  Project  Management,  Value  Delivery,  Strategy  Execution,  business  outcome  definition,  benefit  and  value  identification,  Change  Management,  Agile  project  management,  Service  Management,  Global  Rollout,  Implementation  Projects,  Back  on  track  services.  

   

 

Education  • Diploma  in  Advanced  Computer  Science,  Trinity  College,  Dublin,  Ireland  (1981  –  1984)  

Certifications  • Totally  Optimized  Projects  Practitioner  (2014)  • Prosci  Change  Management  Practitioner  (2014)  • MSP  (Managing  Successful  Programs)  Advanced  Practitioner  (2009)  • MSP  (Managing  Successful  Programs)  Foundation  (2009)  • MSP  (Managing  Successful  Programs)  Practitioner  (2009)  • PRINCE2  Practitioner  (2009)  • PRINCE2  Foundation  (2005)  

Employment  • KeyCore,  Co-­‐founder,  Senior  Program  Manager  (2011  –  present).    • Asseco  Denmark  A/S,  Head  of  Consulting  (2009  -­‐  2011)  • IT  Practice  A/S,  COO  and  Head  of  Consulting  (2001  -­‐  2009)  • Cap  Gemini  A/S,  Project  Manager  and  Service  Line  Manager  (2000  -­‐  2001)  • Rambøll  Informatik  A/S,  Project  Manager  and  Department  director  (1994  -­‐  2000)  • Dansk  Data  Elektronik  A/S,  Developer  and  Project  Manager  (1984  -­‐  1994)  

Experience  Jan  2012  –  present   KEYCORE    

Co-­‐founder  and  consulting  director  for  KeyCore.  Established  KeyCore  with  two  partners  in  December  2011,  with  the  aim  of  establishing  a  company  that  employed  top-­‐notch  consultants  who  can  be  catalysts  for  sustainable  improvements  for  KeyCore’s  customers.  Responsible  for  Sales  in  KeyCore.      

Feb  2014  –  present   PTP  Project  manager  performing  a  stress/performance  test  (SPT)  for  the  Port  of  Tanjung  Pelepas  (PTP)  in  Malaysia  on  their  terminal  operating  system.  The  project  entailed  answering  scalability  questions  from  the  business.  See  linkedin  article  here.    

Jun  2014  –  present   DAMCO  Head  of  Programs  &  Projects  I  lead  a  team  of  senior  project  and  program  managers  delivering  global  projects  to  the  Damco  organisation.  The  job  entails  portfolio  management,  senior  management  reporting  and  

   

 

process  optimization.      Implementation  of  a  value  delivery  version  of  the  global  program  &  project  process  supporting  the  execution  of  the  Damco’s  business  and  IT  strategy.    

   Apr  2014  –  present   DAMCO  

Process  implementation  manager.  The  global  rollout  of  a  requirement-­‐to-­‐service  process  for  all  IT  projects  in  Damco.    Included  in  the  project  were  the  generation  of  templates  and  the  design  of  processes  to  cover  requirement  management,  benefits  realization  management,  software  development,  implementation  into  production  and  the  closure  of  the  project.      

Feb  2014  –  Jun  2014   DAMCO  Technical  Project  Manager.  Creating  new  dashboards  for  customers  in  the  Business  Analytics  tool,  based  on  Oracle  OBIEE  and  OWB.  Also  managed  the  transition  over  to  the  Microsoft  BI  platform  based  on  SSRS  and  SSIS.      

Dec  2012  –  Jun  2014   DAMCO  Program  Manager.  Transformation  project  moving  all  Damco  trading  partners  over  to  GXS  Managed  Services  from  IBMs  GENTRAN  platform.  The  program  included  the  physical  migration  of  all  connections  and  map  from  GENTRAN  to  GXS  managed  service  platform  plus  the  establishment  of  a  global  governance  processes  to  interface  with  GXS  going  forward.      Map  packaging,  map  development,  trading  partner  connectivity,  infrastructure  setup  and  promotion  to  PROD.  John  also  took  the  role  of  Technical  manager  for  the  migration  liaising  with  IBM,  GXS  and  the  Damco’s  clients  to  establish  the  connectivity.      The  program  consisted  of  120  members  including  all  sub  suppliers  (GXS,  ESSPL,  IBM)  and  Damco  internal  EDI  teams.      

Sep  2012  –  Dec  2012    

DAMCO  Technical  Project  Manager.  Managing  the  migration  of  LPARs  from  a  Power  6  to  a  Power7  

   

 

box  on  Damco’s  PowerPlant  platform.      

Sep  2011  –  Dec  2012    

NETS  DANID  IT  Landscape  master-­‐planner.  Planning  of  migration  of  processes,  infrastructure  and  applications  from  SUN  Sparc  setup  to  z/Linux.      

Apr  2012  –  Nov  2012    

NETS  DANID  Program  Manager  for  the  IT  Landscape  HR  project.  This  was  a  business  transformation  program  to  re-­‐locate  the  development  team  at  Nets  while  also  transforming  the  processes  and  preparing  the  new  department  to  implement  Nets’  new  strategy.      Establish  a  new  eSecurity  Application  Development  and  Application  Maintenance  (ADAM)  department  in  Ballerup  and  move  the  positions  in  present  ADAM  department  in  Århus  to  the  new  department  in  Ballerup.  Establish  an  operational  model  for  the  new  department  and  ensure  knowledge  transfer  to  the  new  department.      

Jun  2012  –  Oct  2012    

DAMCO  Solution  Manager  in  the  UNITY  program.  This  program  implemented  a  new  freight  forwarding  system  globally  in  Damco.    The  Solution  Manager  gathered  all  the  requirements  from  all  global  countries  and  managed  the  team  (6  SMEs)  writing  the  requirement  specifications  for  these  requirements.      

Oct  2011  –  Aug  2012    

NETS  DANID    Project  manager  and  advisor  for  Nets  DanID  senior  management.    

 Oct  2011  –  Jun  2012    

DAMCO  Planning  and  requirements  manager  of  the  UNITY  program.  Damco  rolled  out  a  global  freight  forwarding  system  to  102  countries.  John  assisted  in  the  planning  and  requirements  management  of  this  program.      

Nov  2001    -­‐  Dec  2011   IT-­‐Practice  later  Asseco  Denmark  Head  of  Consulting  in  IT  Practice.  Responsible  for  the  delivery  of  

   

 

all  the  engagements  IT  Practice  consultants  are  working  on.  Involved  in  customer  steering  committees  and  ensuring  that  the  correct  resources  are  available  to  deliver  the  optimal  result  to  our  clients.    As  partner  and  member  of  the  IT  Practice  management  team,  John  has  experience  in  deciding  and  implementing  the  strategy  for  the  company.    Role:  Management  Team    Also  responsible  for  the  IT  Practice  products,  including  Portal  Protect  security  infrastructure    

  IT-­‐Practice  A/S  -­‐  COO  Chief  Operating  Officer  for  IT  Practice.  Responsible  for  the  delivery  of  all  projects  in  IT  Practice  and  part  of  the  senior  management  team.  Designed  and  introduced  an  agile  project  model  (PACE2)  into  the  company.  Standardized  the  delivery  apparatus  in  IT  Practice  and  speed  up  project  start-­‐up  and  increased  the  quality  of  deliveries  across  the  organization.  

        PENSAM  A/S  

PenSam  were  designing  an  Information  Management  data  warehouse,  based  on  IBM's  Infosphere  Suite,  to  deliver  among  others  data  for  the  Solvency  II  requirements.  Data  is  sourced  from  all  their  transactional  systems  into  the  data  warehouse  and  exposed  as  datamarts  to  the  business.    Role:  My  role  in  the  project  was  to  coordinate  the  technical  implementation  from  architectural  design,  development  of  the  interfaces  delivering  the  data  to  the  warehouse,  modelling  of  the  data  into  the  warehouse's  analytical  and  atomic  bases  to  the  delivery  in  the  relevant  datamarts.  The  warehouse  is  based  on  IBM's  generic  IIW  data  model  for  pension  and  insurances  companies.    

  Vestas    Vestas's  Group  IT  department  needed  to  establish  a  framework  for  measuring  and  delivering  on  their  IT  Services.  I  established  and  implemented  a  framework,  which  could  map  all  Vesta's  Business  Services  to  the  relevant  IT  services  and  wrote  SLA's  for  each  service  model.  

   

 

 Role:  Service  Level  Management    

  Experian  A/S  Program  Manager  for  a  transformation  project  for  Experian.  The  objective  of  the  program  was  to  create  a  strategic  platform  for  Experian’s  portfolio  of  credit  service  applications.  The  program  created  a  service  catalogue  of  components  from  which  a  number  of  product  initiatives  could  be  developed.  The  product  initiatives  where  based  on  a  new  flexible  IT  architecture  platform.  The  program  also  managed  the  change  management  process  within  the  Experian  organisation.  The  program  was  delivered  with  internal  Experian  resources,  on  site  ITP  consultants  and  off-­‐shore  Code  Connexion  resources.    Role:  Rainbow  Program  Manager    

  Tryg  -­‐  WCMS  As  part  of  a  transition  from  distributed  companies,  Tryg  wanted  to  become  more  Nordic  with  one  common  Web  presence.  The  project's  objective  was  to  gather  all  the  Tryg  websites  and  implement  one  common  content  management  system  (under  SDL  Tridion)  and  one  common  design.    John  was  program  manager  for  the  design,  development,  implementation  and  launch  of  the  16  sites  and  4  applications  in  scope.    Role:  Program  Manager  

      Maersk  Line  –  Regional  IT  Delivery  

In  November  2001,  John  started  at  IT  Practice  where  he  joined  the  management  team.    Business  IT  Solutions  Manager  for  European  Region  of  a  large  transport  company.  Based  in  London.  Managing  of  large-­‐scale  enterprise  wide  projects.  The  role  included  a  detailed  review  of  available  skillsets  in  the  region,  assessment  of  current  systems,  existing  projects  and  candidate  projects  with  the  view  to  implement  a  well  structured  professional  IT  Delivery  capability  to  meet  Regional  as  well  as  Global  business  needs.  Review  and  selection  of  high  quality  suppliers  where  extensive  networking/industry  knowledge  was  required.  

   

 

    Maersk  Line  -­‐  MARS  

Program  Manager  for  the  implementation  of  a  pricing  system  for  a  large  transport  company.  The  project  was  implemented  using  IT  Practices  agile  project  model.  The  project  was  delivered  on  time  and  within  budget.    

  Maersk  Line  –  MARS  Support  and  Maintenance  Project  executive  for  the  support  and  maintenance  of  a  large  pricing  system.    

  Maersk  Line  –  Weblogic/Websphere  Proof  of  Concept  Project  Manager  for  a  proof-­‐of-­‐concept  project  with  Maersk  Line  to  choose  an  infrastructure  for  their  "Next  Generation  Platform".  This  involved  looking  at  Websphere  5  and  WebLogic  8.1  application  servers,  their  respective  portal  servers,  security  technologies  (single  sign  on),  and  Tuxedo  integration  for  both  internal  and  external  users.  The  project  involved  close  stakeholder  management  with  both  the  internal  stakeholders  and  the  product  suppliers.    

  Maersk  Line  –  Unified  Security  Infrastructure  Project  manager  for  a  project  to  deliver  a  security  infrastructure  to  Maersk  Line.  This  included  single  sign-­‐on  for  all  applications,  setup  and  integration  to  an  LDAP  repository  containing  user  authentication  and  authorisation  credentials.  WebSphere,  Weblogic,  .NET  and  Tuxedo  based  applications  where  integrated  into  the  security  infrastructure.    

  Maersk  Line  –  MARS  Program  Manager  Program  Manager  for  large  pricing  and  contract  system.  Several  releases  plus  support  running  in  parallel  within  the  program.  Overall  responsible  for  system  and  daily  manager  for  the  55  resources  on  the  project.    

  Maersk  Line  –  MARS  Business  Implementation  Project  Manager  for  the  implementation  of  a  large  mission  critical  system  into  the  business  community.  Management  of  education,  SOPs,  promotion  to  production  and  supplier  management.    

  Maersk  Line  –  Portfolio  of  Application  Support  and  Maintenance  Project  Executive  for  a  series  of  projects  running  for  Maersk  Line.  

   

 

Management  of  20  resources  working  on  different  projects  for  the  same  customer.  Includes  management  of  the  projects  at  a  program  level,  starting  up  new  projects  and  following  interdependencies  and  resolving  issues.    

  Maersk  Line  –  Portfolio  Support  and  Maintenance  Service  Level  Manager  for  a  portfolio  of  6  mission  critical  systems,  for  Maersk  Line.  Hotline,  release  planning,  resource  planning,  forecasting  and  lead  for  20  developers,  analysts  and  implementation  resources.  One  of  the  systems  under  the  portfolio  is  a  centralised  security  solution  for  both  external  and  internal  systems.  This  security  infrastructure  logs  all  users  on  to  the  systems  by  authenticating  and  authorising  their  access.  This  is  a  cross  platform,  cross  application  server  security  infrastructure  solution.    

  Maersk  Line  –  Single  Customer  View  Release  Manager  for  a  master  customer  database  for  Maersk  Line.  This  system  holds  all  customer  information  with  over  30  interfaces  to  other  systems  supplying  them  with  customer  data.  The  system  is  a  mission  critical  system  with  99,999%  up  time  requirement.    

2001  -­‐  2001   Cap  Gemini  Denmark  A/S  At  Cap  Gemini  John  was  employed  as  service  line  manager  for  the  technology  consulting  service  line.  This  involved  pre-­‐sales  technical  support,  technical  project  management  and  technical  support  for  other  projects.    John  was  Technical  Project  Manager  for  the  development  of  a  portal  for  the  Danish  tourist  industry.  John  architected  the  solution  in  the  proposal  phase  and  was  responsible  for  the  delivery  after  winning  the  case.    Other  activities  included  the  start-­‐up  of  a  Danish  Accelerated  Development  Centre  (ADC)  in  the  Cap  Gemini  Ernst  &  Young  group.  This  centre  delivers  software  development  projects  based  on  proven  methods  and  development  tools  in  an  accelerated  manner.  (Project  management,  INTERSHOP  enfinity,  iPlanet,  eXtremeProgramming,  Java,  Rational  Rose,  Interwoven  TeamSite,  opendeploy)    

   

 

   1994  -­‐  2000   Rambøll  Informatik  A/S  –  Establishment  of  the  Facility  

Management  Data  Centre  John  established  Rambøll  Informatik's  System  and  Service  Delivery  and  facility  management  organisation  whose  goal  was  to  supply  mission  critical  operations  to  Denmark’s  largest  companies.    This  was  a  new  business  area  for  Rambøll  with  operations,  24x7,  twin  production  sites  and  99.99%  uptime  requirements.  John  employed  the  staff  necessary  to  run  the  operations,  established  the  procedures  for  24x7  operation  and  negotiated  the  contracts  with  the  customers.  Today  Rambøll’s  facility  management  department  is  a  well-­‐established  facility  management  supplier  on  the  Danish  market.    

  Rambøll  Informatik  –  e-­‐business  department  In  October  1999  John  was  given  the  opportunity  to  establish  the  e-­‐business  solutions  department,  with  the  intention  of  addressing  the  e-­‐business  market  both  in  Denmark  and  the  rest  of  Europe.  The  job  involved  getting  a  department  organised  in  such  a  way  that  technical  creativity  could  blossom  as  well  as  keeping  a  close  eye  on  the  bottom  line.  John’s  department  consisted  of  45  employees  divided  into  different  groups:  Development,  E-­‐commerce,  Architecture,  Support  and  Facility  Management.  From  July  1997  until  October  1999  John  was  senior  project  manager  for  two  large  projects.  The  first  project  was  to  build  an  international  web-­‐site  for  the  Kompass  organisation  (www.kompass.com)  and  the  second  project  was  to  build  an  electronic  product  catalogue  for  a  large  international  Danish  shipping  company.  The  first  project  entailed  gathering  data  from  72  different  countries  and  inserting  the  data  into  a  common  Oracle  database:  building  an  application  to  search  in  this  database  and  maintain  it:  and  putting  this  application  on  the  Internet.  This  was  a  large  global  web  site  where  the  project  team  consisted  of  many  different  nationalities  and  most  of  the  work  was  done  over  the  Internet.  The  second  project  involved  getting  data  out  of  legacy  systems  into  an  Oracle/Unix  environment  and  putting  a  web  front-­‐end  on  the  database.  This  was  a  very  complicated  project  involving  GIS  technology,  messaging  architecture,  and  heavy  business  logic.  This  project  took  35  man-­‐years  to  complete  and  was  completed  within  one  year.  Before  these  projects  John  was  working  on  a  series  of  different  projects  for  the  company.  One  such  project  involved  designing,  

   

 

developing  and  implementing  a  customer  service  system  for  a  large  Danish  tele  operator  Sonofon.  This  system  was  based  on  a  workflow  system  to  ease  the  process  of  registering  and  servicing  mobile  telephone  customers.  Fax  integration,  direct  scanning  and  viewing  of  documents  where  the  main  challenges  of  the  project.  (CGI,  HTML,  Oracle  PL/SQL,  UNIX,  Project  Management)  

   1984  -­‐  1994   DDE  –  Administrative  Systems  

At  DDE  John  was  employed  as  a  project  manager  and  had  responsibility  for  developing  a  standard  accounting  system  to  be  sold  with  DDE?s  hardware  platform  Supermax.  This  system  was  developed  using  Oracles  database  and  an  Oracle*Forms  front-­‐end.    Other  projects  at  DDE  included  developing  systems  for  an  accounting  factory  in  Denmark,  which  did  the  accounts  for  1300  farmers.    During  the  last  years  at  DDE  ,  John  was  responsible  for  implementing  all  of  DDE's  internal  administrative  systems.  These  included  standard  financial  modules,  sales  forecasting  systems,  service  contract  systems,  installation  tracking  systems  and  a  service/support  system.  (Pascal,  C,  Oracle,  Project  Management)  

Skills  Area   Level   Years  of  experience   Last  used  Strategy  Execution        Portfolio  Management   5   8   2015  Investment  Management     5   4   2014  Process  optimization   5   10   2015  Strategy  Execution   5   10   2014  IT  Strategy     4   10   2014  Business  &  IT  alignment   5   10   2013  Change  Management   4   8   2014  Project  Governance   5   10   2014  Project  Management  Office   5   10   2013  Project  Lifecycle        Project  Initiation   5   15   2015  Project  Justification     4   10   2014  Business  Case  preparation   5   15   2014  

   

 

Value  Equation  Workshops     4   2   2015  Solution  design   5   15   2014  Requirements  Analysis   3   6   2012  Resource  planning   4   12   2014  Estimation     5   12   2014  Change  planning     4   8   2013  Project  Management   5   20   2014  Application  Architecture     3   10   2013  Program  definition  and  Planning   5   10   2014  Value  Delivery        Value  delivery  capability     4   2   2014  Value  delivery  diagnostics   4   2   2014  Architecture        Enterprise  Architecture   3   10   2011  Security  Architecture   3   4   2009  Business  Optimization   3   5   2010  Service  Management   4   5   2011  Business  Domains        Logistics   4   5   2015  Finance     3   4   2012  Shipping   4   10   2001  Ports  and  terminals   4   2   2014  Spoken  languages        Danish   5   20   2015  English   5   Mother  Tongue   2015  Levels:  1:  Limited  knowledge,  2:  Novice,  3:  Intermediate,  4:  Advanced,  5:  Expert