Résumés
David Blakey's career
Full résumé
Introduction
Contact information
| Name | David John Blakey |
| Postal address | PO Box 74-235 Market Road Auckland |
| Mobile telephone | 025 953 794 |
| Nationality | British New Zealand residency |
| Driving licence | New Zealand Class 1 |
David Blakey Consulting
Media: Web site interactions study
I conducted a study of the external and internal users' requirements from the points of view, first, of their normal working methods, and, second, of their expectations of a Web site.Media: Project management
David managed a project by a media company to implement a web site that will include back-end processing of a database. This project involved negotiation with a web development company and a close attention to delivery dates and budgets.Conference organizer: Conference creation
Conference creation involves taking the basic concept for a conference; determining the market demand for the conference content; developing the content; arranging speakers; liaising with the marketing department; and writing some sales material.Manufacturer: Service strategy
I developed a strategy for future acquisition and development of information systems and services to support the company's primary processes and customer delivery functions.Hospitality: Service strategy
I am advising a client in the hospitality industry on strategies for use of the Internet, particularly through its web site. Developing the strategy involves not only how the web site content should relate to particular prospective customers but also how the site should be indexed in search engines and linked from other sites.Consultant: Service strategy
I assisted a client in the systems consulting industry to re-develop its web site to provide the information required by its visitors. This assignment began by reviewing the proposed content for relevance to the client and its customers.Manufacturer: Methodology evaluation
I reviewed potential systems development methodologies and recommended implementation of an approach that would establish the most beneficial areas for standardization. This approach will operate over two or three projects and will yield information about common procedures and tasks and the benefits derived from a pilot methodology.Government: Service strategy
I provided guidance to a government department on its implementation of an information services strategy to replace its current information systems strategic plan (ISSP). The objective was to recommend a method for moving the department's focus to services rather than processes and thus to information services rather than information systems. My report is currently under review.Synergy International Limited
Telecommunications: Post Implementation Reviews
I conducted post-implementation reviews of several projects. After completing a number of post-implementation reviews, I established a separate report for common problems that existed across a number of projects.Electricity: Y2K Compliance Checking
I checked the Y2K compliance status of generation systems at a power station.Electricity: Due Diligence
I conducted IT and Y2K due diligences on potential acquisitions. I worked on several due diligences for the client, an electricity lines business, including the successful acquisitions of the lines businesses of two major suppliers. A successful due diligence involves the rapid collation and absorption of information and good organizational skills.Electricity: Y2K Audit
To audit the Y2K programme. I and a colleague worked on the audit of an electricity lines business's Y2K compliance programme. This involved forming rapid views of the essential business processes within the client and concentrating the audit effort on those processes that are critical.Electricity: Y2K Business Continuity Planning
I developed a business continuity plan (BCP) for Y2K. This assignment was critical to a power station continuing to operate through the transition to 2000. The BCP concentrated on risks that could be avoided or mitigated before the end of 1999, with as few risks as possible being managed by contingency planning within 2000.Electricity: System Acquisition Recommendations
I reported on the options for replacement of a data acquisition system. I prepared a set of reports on the options available, including outline schedules and costs.Distribution: Project Management
I completed a project charter and then developed a project plan. This involved considerable negotiation with a software supplier, and an extension of the schedule and budget for the project.Distribution: Risk Assessment
I developed a list of potential risks to the client's IT functions, with descriptions of the nature of each risk. This work was done as a preliminary to the construction of a full business continuity plan for the client's IT department. Risks were identified and then classified under a series of headings, depending upon their likely impact and the degree of control that the client could exert directly over them.Manufacturing: Project Risk Management
I identified and monitored risks during a systems implementation project. Within a week of being appointed to manage project risks, I completed an initial risk analysis and presented a summary of major, immediate risks facing the project. Actions on some of these implemented immediately; others required further analysis.I continued to monitor the risks facing the project, especially during a period when the project manager was replaced, and presented weekly reviews of major risks that required action because of their high probability of occurrence and high potential impacts and of the ongoing situation with other risks and their management.
Manufacturing: Procurement Advice
I assisted the IT Manager to select a service provider for IT support.Coopers & Lybrand
Insurance: Due diligence
I conducted a due diligence of a company providing information related to insurance through the Internet.Electricity: Service acquisition
I developed a set of requirements for the client in the future, and provided advice on the process for acquiring systems solutions for those requirements. This assignment involved my ability to see the business processes that needed support from information systems and to demonstrate the changes that would be needed for that support to be implemented effectively.Electricity: IS strategic planning
I determined the business requirements of the client, and analysed the current infrastructure, in preparing a report of how the current and future needs of the client could best be met. Amongst my recommendations was the initiation of a matrix of IS expertise operating across the client's entire organization. This assignment combined my knowledge of information systems with my experience in management, so that a practical solution was recommended.Electricity: Strategic analysis
I reviewed the options for the management and support of information systems and services within the client, in preparing a report for the Chief Executive on the feasibility and practicality of establishing an IS department. This assignment was assisted by my knowledge of change management and the effects of establishing an IS department.Fishing: Service acquisition
I advised on the acquisition of outsourced services for the administrative services required for the commercial fishing industry. I provided advice to the client in its negotiations with the Ministry of Fisheries on the acquisition of outsourced services.Transport: Service acquisition
For the selection of an outsourcer, I assisted the client during the short-listing process and provided de-briefing sessions for the unsuccessful proponents. I then advised on the preparation of a process for the client and a preferred supplier to jointly develop a memorandum of understanding (MoU). I facilitated the meetings between the client and the supplier during the development of the MoU and the associated service level agreements.Telecommunications: Feasibility study
The client was considering the introduction of a new service, based upon an existing telecommunications product not currently available in New Zealand. I discussed the potential for the product and service with possible customers for them, and prepared a report on their feasibility in the NZ market.Health: Service acquisition advice
I assisted the client with advice on purchasing services from external providers. I prepared a set of draft contracts for the transition from the current contractual basis to a performance-based basis. I also prepared a set of draft performance-based contracts.Education: IS strategic planning
I provides a strategic plan for a teacher training college based on their acquisition of a campus-wide network capable of delivering information to potential users over a 10 year period. The ISSP provided by me encompassed all operational aspects of IT services provision based on projected user and information demands. The plan provided the college with a solid base for development of its networking capabilities and information management capabilities.Producer Board: Systems requirements and acquisition
I advised the client on changes needed to its IS strategy and to its current systems, as a result of planned changes to its strategic direction.Local Authority: Project management training
I trained employees of the council in effective project planning and management techniques.Fishing: System requirements definition
I managed an assignment to build specifications and standards for administrative services to be provided for the commercial fishing industry. I co-wrote the final report to the board. The assignment was at the request of the board in light of changes to the existing quota system. The assignment was to identify the services required under the new regime, determine which of these could be contestable and to define service standards and levels for these. As the assignment progressed, an increasing number of issues continued to arise so that a second report, on various options and issues, was written and submitted to the board.Government: Strategic analysis
My consultative advice to the Ministry of Transport in December 1994 on future options for the management of the Land Transport Fund emphasized the information systems used and their integration at the LTSA. Within the team of three consultants, I successfully identified the core information systems requirements that the Ministry had for the fund. I outlined and documented the systems and processes that supported core business functions and those which were ancillary or were used for revenue collection.Transport: Due diligence
I conducted a due diligence of a major transport company for a US-led consortium.FMCG: Change management
I managed a project to implement the results of a review of administrative services for the client, as an ongoing process re-engineering assignment. Working from a previously documented review, I developed and implemented a feasible plan to deliver the recommendations that enhanced service delivery and cost reductions. This was achieved through centralization of finance and administration into a head office function necessitating appropriate staff relocation and redundancy. The improvement of service delivery was achieved through shortening and enhancing lines of communication and by delegating decision making to the lowest point of the organizational chain where effective decisions could be made. Execution of the plan involved management and staff throughout New Zealand and the design of advanced information systems. The project was completed on-time and within budgetary constraints.Transport: Service acquisition
I chaired and facilitated meetings for the LTSA to agree business specifications for the RUC, MVR, and LATIS systems. Chairing this review team required me to test assertions, qualify needs and to work within an unstable environment. My prime purpose was to see that the meetings remained focused. I ensured that the business principles stated as the foundations of the systems were sound and appropriate.Transport: IS strategic planning
In planning to change the Land Transport Division of the Ministry of Transport to an agency, with a new business plan and performance agreement, I was engaged to complete the information systems strategy in order to satisfy the plan and meet performance requirements. The ISSP was developed and built using a tested and acknowledged ISSP methodology. During the ISSP development, my work led to recommendations that were adopted by LTSA and the Authority's business plan, objectives and goals were amended accordingly.Transport: Quality assurance
I provided QA services to this client during their acquisition of a systems integrator for a variety of applications. This work spanned checking of RFP documentation, proposal management, liaison with system proponents, proposal evaluation short listing and final selection. My impartiality and objectivity were crucial during this project as the responsibilities of the systems integrator were very significant. Detailed and exact response to RFP criteria were necessary and as such a QA/QR mechanism was developed and implemented. Although not used, I had the power to ask any, if not all, RFP respondents to resubmit based on inexact or inappropriate RFP responses.The entire procedure was documented, providing written proof of the quality and nature of evaluation decisions for the client.
SynerCom
Systems Integrator: Bid Management
I was a bid manager, handling the bid for an important retailing client, for whom the vendor planned to manage the systems integration on a new software and hardware platform of their major business activities.I managed the bid for the Account Manager, and had responsibility for staffing, prototyping, proposal preparation, budgeting and for a series of meetings and negotiations with the prospect, including formal presentations.
Cap Gemini Sogeti
Vendor: Bid management
I was the project manager at CGS responsible for a bid for a case tracking system for the Crown Prosecution Service in the UK, in partnership with Unisys. From over eighty original proposals, the Unisys-CGS bid was short-listed as one of three to prepare a technical design study (TDS), in early 1990. This TDS was completed on time and within budget.I then worked with Unisys on the preparation of a Memorandum of Agreement with the CPS, and on the final tender, which was accepted in December 1990. Throughout the entire tendering process, I had complete control of CGS's negotiations.
Initially, the Crown Prosecution Service project involved the preparation of a base proposal, providing estimated costs and time-scales. As the project continued, I performed all of the data analysis and database design, and, with another analyst, prepared the detailed specifications for those parts of the application which were developed during the TDS. I selected the staff to complete the TDS: a second analyst, three to five programmers and a data base administrator. I managed the TDS project management and, with Unisys staff, carried out quality assurance of the software products.
In later stages of the project, I was CGS's principal point of contact for user presentations, data base sizing, and contract negotiation.
Vendor: Service formation
I developed a consulting arm of the organization in the United Kingdom. Cap Gemini Sogeti was initially unable to purchase a consulting firm in the UK, so they built one from the bottom up. My role as Managing Consultant was to create a consulting service within the new Education and Consulting Branch. The consulting branch was successfully established.Systems & Business Consultants Ltd
Retailer: Systems appraisal
I carried out an appraisal of current systems, running on Wang VS hardware, and a review of the capacity required to continue the systems strategy, for this British-based trading company operating outlets in Nigeria.The systems appraisal was based on user satisfaction, on future needs and on current software maintenance and enhancement capabilities. The capacity review was based on current and future loads, on anticipated new applications, and on current hardware capacity and volumes.
As a result of the report presented to them, the client requested a proposal to perform a detailed system design and development project. Unfortunately, this could not be included in their 1989 budgets.
This project involved technical skills ranging from the appraisal of the existing systems strategy to correcting a bug in a VS COBOL program which had led to serious constraints on system operability. Inter-personal skills were also used, in board and management consultations and in interviewing staff and discussing their needs and problems.
Education: ISSP
Initially, I carried out a review of the Engineering Council's strategy. The existing system strategy had been directed at the extension of the Council's Wang systems to handle data processing applications as well as their word processing. The revised system strategy diverted the data processing functions onto an existing, under-loaded Honeywell system and a network of PCs. The result was a move from a network of Wang PCs in the regions, linked to a third, new Wang VS, to a network of IBM PS/2s in the regions, served by IBM PS/2s in London, which were linked to the existing Honeywell machine.This approach appeared as a total reversal of their previous strategy, but was presented to the board as a means of removing the costs of a new Wang processor, of utilising the capacity of the Honeywell system more fully without additional cost, and of moving to IBM compatibility on the network throughout the regions, providing them with a greater choice in their own extensions to the centrally-funded hardware and software. The new strategy was accepted, the outstanding order for the third Wang VS was cancelled and I began work on implementing the new strategy.
The appointment of a new systems manager in February 1989, whose particular skills were fitted to the new strategy and who could continue to implement it, completed a particularly rewarding project.
The skills most frequently used with this client were those of dealing with people: the board of the Council were particularly keen that a new strategy was not seen as a reversal of previous decisions, especially with the cancellation of an outstanding order for hardware. As the Council awards a C.Eng. to members of the British Computer Society, care had to taken to ensure that the Council management presented a professional approach to other bodies. Particular difficulties arose over the handling of outgoing staff, who had resigned when the strategy review was announced, and who had persuaded other members of staff that the review was wasteful and unnecessary.
Health: Project audit
I carried out an appraisal of the various alternative ways of implementing a pharmacy system for a Regional Health Authority. Included in the review was a pharmacy application that had been partially developed, and this system was fully audited during the project.The appraisal report was presented to the Board in November 1987. The project was completed within the schedule, while running during my period as project manager at Lonrho Mining Supplies.
Central bank: Systems audit review
I worked as a member of a three-person team in Lagos, conducting an audit of the banks's systems. The report, presented in April 1987, covered: the management of projects: a review of each of the bank's accounting, payroll, securities, exchange control and research systems; a review of computer operations, including the computer room, data entry by six different departments, quality control, job control and systems programming; a review of the capabilities of the EDP auditors; a review of systems development; a review of future systems; a training of training and eductaion; and recommendations for re-organization.Exporter: System implementation
Following an earlier contract with Lonrho Mining Supplies, during which a DEC MicroVAX system using the Oracle database was selected, with Cedardata as the OEM and software developer, I was recalled to replace the previous project manager on the implementation of the application.Software delivery was phased, so that a purchasing phase was delivered first, followed by an inspection phase, an invoice payment phase, and a shipping phase. A general ledger and purchase ledger were also to be delivered during the implementation, and word processing and telex systems were also required.
My main responsibilities during the first part of the project were to ensure that the delivered software met a set of metrics which he proposed. These included the ability of the software to run efficiently and accurately, to meet requirements for ease of use and operational simplicity, to be maintainable and expandable, and to have adequate documentation, auditability, security and consistency. Each phase, on delivery, underwent a rigorous acceptance test using information provided and entered by users under my control.
Changes to the management structure of Lonrho Mining Supplies and to the information requirements of the "client" company, Ashanti Goldfields Corporation in Ghana, occurred during the implementation project and were handled with as little impact on the overall delivery of the application as possible, although the schedule was extended to allow for major changes to the handling of information between London and Ghana.
Because of the phased software delivery and the resultant phased use of the system by the various teams within Lonrho Mining Supplies, careful control was necessary to ensure that information remained secure, current and complete. My schedule ensured that the late entry of information was kept to a minimum, and the major changes to the London-Ghana reporting were handled by careful and continual monitoring of the schedule. As a result, no information was lost and no back-tracking to enter old data was needed.The telex and word processing systems were installed on PCs served through Ethernet by the MicroVAX, and the hardware and software installation and user training on these applications were accomplished without any impact on the overall schedule for the main application.
In later stages of the project, when final acceptance was being carried out, my role became increasing that of an adviser on future areas for development, particularly on EDI, on other means of communication with suppliers and inspection agencies, on additional management reporting, and on the impact of Ashanti Goldfields' change from ICL to IBM hardware.
I also ensured that the system manager was fully trained, was fully conversant with the applications, and was able to continue to manage the installation at the end of the project.
This project used my skills as a project manager and negotiator. It involved many presentations to the board, and I was on the project group, which was instigated by me and met fortnightly, to review progress and which consisted of Lonrho and Cedardata senior management.
It also involved user discussions and negotiations, and user and management training, especially in technical skills which I felt strongly should be known to the Lonrho staff and not just restricted to technical people from outside the company. My toughness and patience were used continuously throughout the one and a half years of the project.
Software developer: Application design and development
I designed and developed a personnel application for the US Army in Europe, which I installed at various locations throughout southern Germany.Software developer: Customer support
I provided customer support for personnel systems to the US Army in Europe through Wang's Federal Systems Division in Stuttgart and, later, in Frankfurt.Software developer: Application design
I designed a management information system for the modernization of the US Army in Europe.Exporter: Vendor Selection
To provide information for Lonrho's proposed acquisition of a computer system, I carried out data analysis and developed a database design for their requirements for a purchasing application. I prepared a tender for hardware and software, based on this work, which was sent to a number of suppliers. As the client had no previous knowledge of information systems, it was necessary to investigate the operation of the business in depth and to draw up a specification of the users' requirements, which formed the basis of the tender document.The tendering procedure involved sending brief requests for proposals to fifteen hardware and software suppliers, then evalutaing the proposals, reviewing the initial quotations, and finally selecting a short-list. Throughout this exercise, discussions were held continually with suppliers to assist them to present their most appropriate products. The short-listed suppliers were presented with the results of the detailed data analysis, database design and user specification, and were invited to prepare final quotations. From these, the final supplier was selected.
This project involved not only a comprehensive specification of the users' needs, but also a lengthy process of negotiations with and presentations to suppliers.
Freelance Contractor
Merchant bank: Systems development
I worked as a systems analyst and programmer for Chase Manhattan in London on their re-financing of debts on behalf of the Central Bank of Nigeria. The work during this period was performed by a small team to extremely tight deadlines and with continually changing requirements. The team had started work using a single Wang VS processor and we gradually increased the power and number of machines until I took on the role of managing operations.Hill Price Davison Ltd
Oil: Systems development
I worked for over two years as an analyst on the materials and requisitions system for Aramco (now Saudi Aramco) in Dhahran, Saudi Arabia.Transport: Systems development
I designed and developed an application to analyze the world trade statistics provided by OECD and compare them with the business conducted in each country by OCL.Advertising: Systems development
I took over the design and implementation of Young and Rubicam's media buying application, and completed it.Construction: Systems analysis
During my assignment as a systems analyst to SGB, a scaffolding company, I worked on payroll and pensions systems.Brian Louis & Associates Ltd
Systems developer: Product management
As project director, I controlled the planning and budgeting for new customers for a fruit and vegetable wholesaling systemSystems developer: Systems development
I designed and developed an application for fruit and vegetable wholesaling.Badger Limited
Engineering: Project management
I took over management of a migration project. At that stage it was four months behind schedule. By increasing resources, with an agreed budget increase of %A350,000, I completed the migration on its original schedule.TI Domestic Appliance Divisional Services
Manufacturing: Systems analysis
I completed systems analysis and design for a variety of applications, including production control.Sellotape Products Limited
Manufacturing: Systems programming
I was the systems programmer for this manufacturer, supporting DOS/VS on their System/360 mainframes.IBM United Kingdom Ltd
Education: System implementation
I was the Midlands District representative of the Installation Centre. The Installation Centre was responsible for commissioning IBM's range of minicomputers. This role gave minicomputer customers less support than mainframe customers, although the support was on a broader base, because of the probable lack of the customer's own technical support.I installed an IBM 1130 at this tertiary college.
Education: System implementation
As a systems engineer, I was a member of the team commissioning a mainframe system for a university physics department.Electricity: System implementation
This project involved converting an entire utility billing application from an IBM 1400 series to IBM System/360. The customer's data centre had to remain in operation throughout the replacement.Construction: Systems development
CLASP, the Consortium of Local Authorities' Special Programme, was an initiative for local authorities to construct public buildings using standard components. These components could be specified in contracts for construction. It was expected that the prices of these standard components would be reduced as a result of the increased and steady demand for them.I worked as a system designer and developer on the quantity surveying application to support this initiative. Development was in System/360 Assembler and PL/I under IBM's HIPO methodology.
Data centre: Customer usage co-ordinator
I was the coordinator of customer usage of the IBM data centre in Birmingham. This involved receiving work from customers to be run at the data centre and advising customers who needed help with programming and with job setups.Insurance: Systems development
I designed and developed extensions to this client's policy management application.Manufacturing: Systems development
The customer wanted to use the quantity surveying application for development of its High Street shops. I performed the entire conversion and customization.Coopers & Lybrand
Airline: Vendor selection
For an outsourcing initiative, David assisted the client during the short-listing process and provided de-briefing sessions for the unsuccessful proponents. He then advised on the preparation of a process for the client and a preferred supplier to jointly develop a memorandum of understanding (MoU). He facilitated the meetings between the client and the supplier during the development of the MoU and the associated service level agreements.Speaking
BIIA: The future of funding
Land Transport Summit6-7 March 2001
Waipuna International, Auckland
BIIA: Project diagnostics workshop
Two day workshop27-28 April 2000
Clifford House, Auckland
BIIA: Project diagnostics workshop
Two day workshop13-14 April 2000
Michael Fowler Centre, Wellington
BIIA: Defining the performance-based contracting concept
Performance Based Contracting conference24 May 1999
Waipuna International Auckland
BIIA: Vendor activities in responding to a Request for Proposals
Performance Based Contracting conference24 May 1999
Waipuna International Auckland
BIIA: Project Diagnostics workshop
One day workshop following the Advanced Computer/IT Contract negotiation & Management conference28 April 1999
Clifford House Auckland
BIIA: Designing service level agreements that work to your advantage
Advanced Computer/IT Contract negotiation & Management conference26 April 1999
Clifford House Auckland
Professional association: Service Level Agreements
Contracting Out & Tactical Tendering conference28 August 1998
EMA Auckland
BIIA: Service Level Agreements
Bullet-proofing Your IT Contracts conference26 August 1998
Waipuna International Auckland
Professional association: Winning competitive proposals
Contracting Out & Tactical Tendering conference28 August 1998
EMA Auckland
IIR: Tendering workshop
Papers delivered at the 1998 Outsourcing Summit24 - 25 March 1998
Hyatt Hotel Auckland
IIR: Outsourcing the finance function
1997 Finance Summit5 - 6 November 1997
Parkroyal Wellington
AIC Conferences: Drafting a Service Level Agreement
Service Level Agreements in Outsourcing conference26 - 27 August 1997
Plaza International Hotel, Wellington
BIIA: Successfully managing your IT contracts
Bullet-proofing your IT contracts conference12 - 13 August 1997
Waipuna International Auckland
BIIA: Effective strategies for negotiating and interpreting contracts
Bullet-proofing your IT contracts conference12 - 13 August 1997
Waipuna International Auckland
AIC Conferences: New ways of contracting with suppliers
Purchasing & Supply Towards 2000 conference25 - 26 June 1997
Novotel Auckland
AIC Conferences: Outsource your IT function to gain competitive advantage
1997 CIO Summit19 - 21 May 1997
Centra Hotel Auckland
AIC Conferences: Vendor selection
Records Management & Technology conference25 - 26 February 1997
Quality Hotel Plimmer Towers, Wellington
IIR: Managing the transition to contracting out
Contracting Out Services conference9 - 10 December 1996
James Cook Centra Hotel, Wellington
AIC Conferences: Outsourcing: its feasibility in claims management
Claims Management conference27 - 28 November 1996
Centra Auckland
AIC Conferences: Asset maintenance systems
Managing Infrastructure Assets conference13 - 14 March 1995
James Cook Centra Hotel, Wellington
AIC Conferences: Negotiating your IT requirements with your vendor
Records Management conference8 - 9 August 1994
James Cook Centra Hotel, Wellington
Publication
Consulting Journal: Bid management
ArticlesWeb developer's Journal: The case for object detection
28 February 2001http://www.webdevelopersjournal.com/articles/object_detection.html
Web developer's Journal: Walking through your web site
29 November 2000http://www.webdevelopersjournal.com/articles/walkthrough.html
Web developer's Journal: Who needs an e-strategy?
11 October 2000http://www.webdevelopersjournal.com/articles/e-strategy.html
Web developer's Journal: Business cases versus reality
13 September 2000http://www.webdevelopersjournal.com/articles/business_cases_versus_reality.html