Curriculum Vitae

 David Perrow

Profile 

Name	David Perrow
Title	Software Engineering Consultant
Date of Birth	23^rd July 1955

Description 

Dave's breadth of technical and project knowledge is widely used on many projects in the roles of design authority, technical architect, process improvement manager and technical manager. Dave is a certified Senior Architect and a certified Enterprise Software Engineer who joined Capgemini in January 1995. He has over 30 years experience in the computer industry with a solid 7 year initial period designing and implementing real time control systems. Since then he has specialised in Technical Architecture, Telco OSS, eCommerce, Management Information Systems, Client/Server based systems, Relational Database Systems, Graphic user interfaces and network systems. Dave has successfully managed many projects ranging from project leader level through to Software Director of a 22 man company. His wide ranging experience has allowed him to gain expertise in all areas of software management in the Government, Justice,Telco, Health, Utilities, Media, Public, Finance and Industrial sectors.

Employment 

2005-08	Capgemini UK plc
2011-10
2001-01	Cap Gemini Telecoms, Media and Networks UK Ltd
2005-07
1996-06	Capgemini UK plc
2001-01
1995-01	Capgemini UK plc
1996-01
1993-01	Fraser Williams Ltd
1994-01
1991-01	Logica Industry Ltd
1993-01
1983-01	Graphic Information Systems Ltd, Livingston
1991-01
1976-08	Scomagg Ltd
1983-01

Engagements 

2010-10	Glasgow City Council
2011-09	I was responsible for several Proof of Concept projects, the main one being around intelligent video analytics applied on the existing CCTV system covering the city centre. This involved managing and co-ordinating the supply of state of the art video analytic software from IBM with specific scenarios defined and proving that the system could detect alerts based upon these scenarios (e.g. detecting potential gangfights, theft of property, potential suicides, face capture etc.) and the capture of meta data (e.g. vehicle types, colours etc.) for later analysis by investigators.
2009-08	Crown Office and Procurator Fiscal Service (COPFS)
2010-09	Following on from highly successful IAF study and proof of concept projects the client initiated a large project to replace the current applications. I have taken the role of lead architect for the Inception phase which completed at the end of 2009 and then Solution architect for the elaboration which completed at the end of July 2010. I have been responsible for all of the client facing technical roles (Design authority, production of NFR's, Technical Architecture Document etc.) and have been instrumental in developing a good relationship with the client.
2009-05	Crown Office and Procurator Fiscal Service (COPFS)
2009-08	Following on from a highly succesful Integrated Architecture Framework (IAF) Study I then proposed 3 Proof of Concept (PoC) projects to mitigate the major risks resulting from the agrred architecture. These projects were: - Prove the integration of the solution will work - Prove that the existing Staffware implementation can be replaced - Prove that a useable interface can be created My responsibility was to manage all 3 PoC's and to perform the detailed management of the Staffware replacement. All 3 pieces of work were delivered in the agreed timescales and the client commented on the high quality of the deliverables and the information that the work had uncovered. Based on the results of this work the client has decided to embark on a programme of work to replace the existing solution using the architecture recommended from the IAF study as the basis for the replacement.
2009-01	Crown Office and Procurator Fiscal Service (COPFS)
2009-03	Responsible for the creation of a proposal to perform an 8 week arhitecture study using Capgemini's Integrated Architecture Framework. This proposal was succesful and commenced on 2nd February to complete before end March, which it did. I took the role of Lead Architect working with a Technical Architect and a Business Consultant. The resultant architecture is based upon an Oracle Back end (database, Business Process Engine, Business Rules engine and an Oracle Service Bus) with a Microsoft Silverlight and Sharepoint based front end. The client was impressed at the velocity of the work and how we managed to keep them well informed and in control of the decision making at each stage.
2008-10	Learning & Skills Council
2009-01	Responsible for a number of projects under the Adapt Programme umbrella. This included creation of Enterprise Architecture Quality Plans and taking the Technical Design Authority roles for around a dozen projects including:  Single Sign On Password Reset Functionality Active Directory Review Exchange Migration Server Virtualisation (Transition) Cluster Review ISA review  Server Virtualisation (additional if necessary) Automation of Batch SCOM ITSM Self Help Desktop Refresh Initiation Advanced Delivery Centre Network Connectivity
2008-08	Marks and Spencer plc
2008-09	Took responsibility for the Innovations and Transformation schedules of a major bid to this client. Schedule ran to over 100 pages.
2008-05	Various Companies
2008-07	Undertook checks on two seperate projects to determine their suitability for support. Developed and used a 'Design for Operability' checklist which was used and has been sunbmitted for use within Capgemini's quality processes.
2008-01	Learning & Skills Council
2008-05	My initial TOR on this engagement was to look at the applications list and the intended server moves and ensure there would be no application gaps created when the servers were moved. I completed this fairly quickly and then moved on to producing the release plans for the three server moves (OAT, ADE and Live). There are around 300 applications running on 270 live servers, 12 virtual servers for UAT and around 15 development servers. At the same time I took on the role of technical authority for Move 2 (the Application Development Environments) and this expanded rapidly to cover provision of all of the equipment which would not be transferred from the current incumbents. This role also covered designing and implementing the environments and development/support processes in the Capgemini offices using the existing ADC environment in Aston. My work included the provision and build of around 250 PC's and the associated networking, application tools, licences and servers (Clearcase, Clearquest, Test Manager, ITSM etc.) and ensuring that the processes could support the development and support teams.
2007-10	Cancer Research
2007-12	My role on this enagagement was to take responsibility for all technical aspects of the work. I acted as technical team lead (&stand in PM). This included: - Definition of the approach to the development - Creation of all templates and review of all deliverables - Production of the FRD, Technical Design, Non-functional specifications,   Generic Unit tests, performance tests, capacity plan, technical risks and   implementation documents - Creation of the development environment (Laptop builds, CM tool-Subversion,   Test environments, performance test tools and environments) - Running of the performance tests and browser compatability tests - Creation of a bug tracking spreadsheet and process - Day to Day management of the development teammanagement of the development team
2007-02	Cancer Research
2007-07	Led all of the technical work for the selection of a single vendor solution to cover Portal software, Identity Management (IM), Enterprise Service Bus (ESB) and an Interactive Development Environment (IDE) based around Java. Vendors considered were IBM, Oracle, BEA and Sun. Dave managed the creation of the requirements list for each area, the scoring and the preparation of the report and final recommendation.
2006-11	Scottish Power
2007-01	Dave was asked to undertake a piece of consultancy to define the Integration strategy to be implemented by the power distribution division of a major utility company. This work included detailed plans, migration plans and costings in alignment with the business plans and a benefits model for presentation to the board. The strategy discussed logical modelling of the intended application estate through to physical descriptions of the required integration software and hardware. The work was extended to show how the integration strategy could be implemented accross the utility company, the associated ROI and estimating models for projects using this strategy. This included detailed plans to show how an Integration Competency Centre could be set up, the required investment levels and ongoing savings.
2006-04	Scottish Power
2006-06	Dave was the Lead Architect with a team of 7 senior architect staff working on a due dilligence / design for the replacement of ScottishPower - PowerSystems Network distribution management systems covering Asset Management, Spatial systems, Network Control, Work Scheduling, Mobile solutions, Business Intelligence and Systems Integration. The client had originally engaged with another partner for this work but had re-engaged with Capgemini and had been absolutely delighted with the approach, motivation and delivery of the Capgemini team.
2005-11	Scottish Power
2006-04	Dave's role was to ensure that the client could roll out key meters to it's prepay customer base of around 450,000. Dave succesfully identified data of sufficient quality to allow the initial roll-out phases which provided time to identify the process issues which would cause a high level of failures with the main roll-out. The next phase was to identify the major problem areas, identify solutions and implement these in time to allow the key meter implementation. The final part of this assignment was to identify enduring solutions which would prevent continuing data quality issues.
2005-02	Scottish Power
2005-08	Led a technical team of 5 technical architects on a proposal for a major refurbishment of IT systems to support the distribution business of a large utility company. Dave devised and owned the architecture solution and an extremely high quality proposal document was delivered by the team. Dave also took detailed responsibility for the delivery of the GIS and Real-Time sections of the proposal.
2003-02	BSkyB
2004-12	The original brief for this role was to provide guidance and help to a group of around 20 project managers. Whilst doing this for the first two months of the assignment Dave was also responsible for estimating all project work for the forthcoming financial year in order to build the resource forecasting model and assist in the budgeting process. Dave then took responsibility for the delivery of a project, which had been in some difficulty, to upgrade the clients financial handling software and enhance it to encompass new card requirements in Ireland. From April onwards he became part of the Programme Management Office and assisted the client in obtaining CMM certification at Level 2 by defining the processes, procedures and standards for the project management community. Dave was personally responsible for the definition of the Configuration Management KPA and it's roll-out. He then took responsibility for managing the Scottish PMO team of 6. Dave's remit was to ensure level 2 processes were embedded, process improvements were taking place and the organisation was moving towards CMM level 3.
2002-11	Vodafone Multimedia
2003-01	Dave planned and managed the delivery of a Java based integration project to allow delivery of marketing SMS messages to incoming and outgoing roaming customers. A highly successfull piece of work delivered in an extremely short timescale.
2002-09	Orange
2002-11	Dave planned and managed an architecture study looking at the application infrastructure requirements of providing a content billing system for multimedia.
2001-09	Virgin Mobile
2002-06	Dave undertook a role as the Technical Authority / Development manager for a middleware implementation at a major UK mobile telephone company. He was responsible for the successful implementation of a solution to integrate billing, network provisioning and network activation packages using the Tibco product suite.
2000-11	Capgemini UK plc
2001-12	Dave was the Technical Authority / Architect for the Operational Support Systems (OSS) Advanced Delivery Centre and was responsible for the delivery of a number of extremely complex integrated product sets.
2000-09	Student Loans Company PLC
2000-12	Dave managed an architecture study for a major loan company which handles over 500,000 applications each year. The study looked at all areas of the company and provided a new technical strategy to support the business over the next ten years and provide the basis for e-enablement. Dave and the team were awarded an OTACE (On Time and Above Customer Expectation) award for this work which has lead to further consultancy and an extremely good relationship with an important client.
2000-05	Eastern Power and Energy Trading (TXU)
2000-08	Dave undertook the Role of Technical Manager for a major systems build for an energy supply company in the UK. This involved ownership and management of the architectural team of around 16 senior technicians. The system encompasses CRM, IVR, CTI, Web, Billing etc. and the development programme involved over 150 staff.
1999-11	Starhub, Singapore
2000-01	Dave's engagement was an eight-week consultancy with a major telecommunications start-up company in Singapore to implement and improve the development methods on a major systems development project.
1999-08	British Telecommunications plc
1999-11	Dave was assigned as one of a team of four architects designing a solution for a major UK based telecommunications company to handle customer care and web based customer access to the companies internal legacy systems. The customer care solution was designed to handle over 500 seats in a virtual call centre and replace the existing 12 disparate call centres which handled different products with a dual call centre capable of handling over 90% of all queries during the first customer contact. Dave was responsible for the Technical Infrastructure stream of the work and the resulting architecture has since been implemented. The architectural design covered CRM, Billing, IVR, CTI and Web based applications.
1999-06	Yellow Pages
1999-09	Dave acted in the role of Technical Architect as part of a team of 4 on a 6 week architecture study for a major UK internet eCommerce hosting organisation. The system was designed to support up to 500,000 operating businesses over the next 5 year period and the work was performed using Capgemini’s Method “Architecture Design for Technical Infrastructure”. The client was delighted with the results of this work and awarded an extremely high score on Capgemini’s On-Time and Above Customer Expectation (OTACE) scheme.
1999-02	Scottish Power
1999-05	Dave acted as Project Engineer on a project to perform Data Cleansing of 5 main billing systems containing more than 3 million domestic accounts and around 80,000 commercial accounts within a major  utility in order to assist with the migration to the company’s new billing engine. He was responsible for the definition of the approach and the processes to be used. The data was extracted from several different technologies (ICL, IBM etc.) into an Unix Oracle database where test scripts were used to analyse the quality of the data and in conjunction with the business users recommend solutions to any issues uncovered.
1998-01	Capgemini UK plc
1998-12	Dave took on the role of Best Practice Manager for projects North covering the Midlands, North of England and Scotland. The aim of this role was to develop and improve the project delivery processes to enable world class delivery with a combination of productivity and quality.  This involved implementation of a Service line improvement plan, Collection and analysis of project metrics, publication of  best practice and engineering, support for projects, definition of training frameworks for all project staff and Co-ordination and management of internal initiative projects.
1997-01	Scottish Power
1997-12	During 1997 Dave was Technical design authority on several large Oracle development project for a major electricity supply company designing and developing systems to support the deregulation of electricity supplies in 1998. His role involved the overall design ownership using Oracle Designer/2000, setting standards for the design and build phases, QA of deliverables, support of the design and development staff and first line support of the customers design authority (which were Oracle themselves). The first project to be delivered from this work was widely accepted as having been delivered ahead of time and to an extremely high engineering quality.
1997-01	Capgemini UK plc
1997-12	Dave was a System Design Engineer within the Project Engineering and Quality group which defined standards and procedures for the projects group within Capgemini. He produced reports based on investigating methods of improving software quality metrics and progress measurements. Dave was also responsible for taking technical ownership of all projects and bids within Capgemini’s Scottish projects group.
1995-01	Capgemini UK plc
1996-12	Dave was the Oracle Practice leader for Scotland which involved organising seminars, maintenance of best practice information, creation of training facilities and technical interviews of new staff. He was also responsible for the creation and maintenance of the Capgemini Scotland Intranet pages.
1995-11	Scottish Office
1996-09	Dave was the Technical Design Authority for a large SAS / ORACLE system development to handle farm accounts data collection and analysis in Scotland. He was responsible for the team management and technical support of the ORACLE design and build teams which peaked at 12 developers. He successfully completed the Technical Systems Options stages of the SSADM analysis and design phase for this system and for the front end system to be developed for the Data Collector. This work included estimation of performance and sizing along with recommendations and likely costs of valid technical solutions for the proposed system. This system has now been in operational use by the client for over 8 years and was acclaimed as highly successful by both the client and Capgemini.
1995-08	British Gas
1995-10	Dave managed the initial requirements analysis and planning stages of a major system to control billing and accounting of consumers in the gas supply sector.
1995-02	Royal Bank of Scotland
1995-07	Dave was responsible for the management of a 5 man team developing and implementing a document distribution system based on Lotus Notes for a leading high street bank. The system integrated the Banks Standards, Procedures and Best Practice information within a local and wide area network to allow the development staff easy access to current methods.
1993-01	Fraser Williams Ltd
1994-12	Dave’s responsibilities as a Product Manager for a leading software supply company covered all aspects of development of the company’s Scottish office main product which was an information system based on ORACLE 6/7 and was designed to be used within hospital laboratories for the processing of patient tests.  This system was installed in almost every hospital in Scotland. He was also responsible for the co-ordination and successful management of numerous PRINCE controlled projects based on the product and other bespoke software developments using SSADM for analysis where applicable. Dave was proactive in the procurement of in-house equipment and environments to support a development team of 20, administration staff and management including the creation and maintenance of internal/external networks.
1991-01	Logica Industry Ltd
1993-12	Dave was the Technical Manager for a real-time graphical information system which is used to control the distribution of electricity supplies and was installed at three major Electricity Boards. The system integrated relational database technology (ORACLE), UNIX Client workstations, multiple VAX database servers communicating using Decnet and TCP/IP, high resolution graphics (GKS, MOTIF/X windows) and SCADA systems. The software consisted of approximately 1 million lines of FORTRAN and C code designed to run on a mixture of VAX/VMS and UNIX platforms. Dave was responsible for design, prototyping, benchmarking and verification of all technical aspects of software development within the division of one of the UK’s largest software companies. Other responsibilities included the technical verification of all hardware and software purchases, installation and configuration of hardware and software for in-house development and support for these systems to a development team of up to 25 staff. These systems consisted of VAX servers running VMS, Decnet, TCP/IP, ORACLE and PC based systems using DOS 5.0, Windows 3.1, Microsoft Word, Excel, Powerpoint and ALL-in-1 Mail linked to the VAX systems using DEC Pathworks for file, print and corporate mail.
1983-01	Graphic Information Systems Ltd, Livingston
1991-01	Dave attained the position of Software Director of a 20 man software firm, responsible for all technical, quality and operational aspects of the company's business, including project co-ordination, analysis, design, production, technical bid management, consultancy, and support. He also developed and implemented QA standards necessary for BS5750 registration. Dave played a leading role in the creation of the company's two major software packages, an Energy Network Distribution System and an On-Line Display system for the process control market. He specialised in the areas of graphics, real-time software, communications and database products. (Oracle and DEC's DBMS).
1976-08	Scomagg Ltd
1983-01	During the 7 years employed in a previous software company Dave gained a high level of expertise in the design and implementation of real-time, safety critical and non-destructive test systems on a wide variety of applications such as Ultrasonic flaw detection systems, Safety critical robotic systems for use in flaw detection in nuclear reactors and Furnace control systems.