Simon Brender

Simon Brender


I am an enthusiastic, self-motivated and dedicated IT Project/Programme Manager with sound Business acumen and knowledge of both PPM and Service Management best practices and tools.

I am certified as a PRINCE2 Practitioner, ITIL v.2 Service Manager and ITIL v.3 Expert, have experience of working with PRINCE2, DSDM and Scrum Methodologies (Agile) and a track record of delivering value-adding Technical solutions within budget, on time and in line with Business requirements, best practices and Organisational strategic goals.

Proven experience of:

  • Developing cost effective, scalable and resilient IT solutions as part of large-scale strategic transformation initiatives.
  • Managing disparate stakeholder expectations within multicultural environments and across multiple locations, through regular liaison with Client, Business and IT Senior Management clearly defined/targeted Communications and regular highlight reports.
  • Working with project teams, senior management and stakeholders across IT, the business and client organisations to drive improvements in IT, identify dependencies between initiatives, manage resources, identify and assign ownership of Risks and resolve any conflicts that arise.
  • Implementing clearly defined Change and Configuration Management Policies, Processes and Procedures to ensure the scope and costs of delivery together with the status of each component of a Release Package/Product are understood and managed in a controlled manner.
  • Maintaining accurate Risk Logs and ensuring risks associated with change are suitably managed, monitored and assigned an appropriate owner.
  • Ensure all stakeholders are informed of a change to the status, severity or proximity of Risks.
  • Maintaining Quality controls and a Quality plan to ensure delivery of product/solution in accordance with requirements/defined Acceptance Criteria
  • Establishing appropriate financial controls to track progress of each Project against the approved budget.
  • Maintaining an up to date Issue Log and communicating issues to the Project board/senior stakeholders to ensure appropriate resolutions are identified.
  • Continually assessing the benefits/value achievable from any initiative to ensure the ongoing validity of the business case.
  • Accurately planning and managing budgets and on time delivery of products in accordance with clearly defined requirements.
  • Working closely with Analysts to translate business requirements into technical specification/service models.
  • Developing and maintaining Lessons Learned logs and ensuring that the lessons learned are accounted for when planning future phases/Projects.
  • Working with Management at all levels and presenting ideas/suggestions on a number of aspects relating to the delivery of solutions and potential improvements within IT as a whole.
  • Managing service improvement and strategic transformation programmes.
  • Data analysis using SQL, MS VBA/VBScript and Business Objects.

Work History

Work History
Feb 2008 - Present

Project Manager

Emirates NBD
  • Sole responsibility for managing the consolidation of the Service Desks including implementing Incident and Change Management processes and the BMC Remedy ITSM suite (v. 7.1) to support 400 support staff and a user population of 8,000 [c. AED 3,000,000]
  • Achieved delivery of the Service Desk consolidation Project with only a -1% variance from the initial Project budget.
  • Implemented ITIL-based Incident and Change Management processes across the recently merged IT Organisation.
  • Implemented Business Objects universe and designed reports to satisfy post-implementation reporting requirements.
  • Developed Communications Strategy and oversaw awareness campaigns targeted at both Business and IT stakeholders.
  • Managed ITIL v.3 foundation training program for 140 support staff.
  • Developed training material for support staff on using the BMC Remedy ITSM suite and conducted training for 400 support staff.
  • Provided regular project progress reports to Senior Management.
  • Achieved buy-in for solution from stakeholders across departmental and geographic boundaries.
  • Defined core Services and produced a Service Catalogue.
  • Conducted regular review meetings with Audit, Risk, Quality Assurance and Security teams to ensure Project deliverables met the organisations standards and requirements.
  • Worked with Finance and Administration departments on processes that impacted IT.
  • Initiated discussions on Business Service Level Requirements and review of monitoring capabilities to identify enhancement required prior to implementing Service Level Agreements for key services.
  • Initiated discussions with Business Continuity Planning team to ensure alignment between IT Service Continuity and Business Continuity plans.
  • Managed BMC Remedy ITSM Suite support post-implementation.
  • Conducted workshops to define the Problem Management process.
  • Identified areas for continual improvement of the service post-implementation.
  • Provide advice and support to other Project teams on best practices.
Aug 2009 - Present

Project Manager

  • Assisted Head of BSM Business Unit with defining Portfolio management framework and coordinating resource.
  • Worked with other in-house Project Managers to define Project processes and set-up Microsoft EPM environment.
  • Liaised with Service Management consulting team in South Africa to develop Intellectual Property and define methodologies for Service Management consulting and implementation Projects.

Client: Abu Dhabi Investment Authority (ADIA)

September, 2009 - March 2010

  • Currently Managing Project to implement ESM and Batch Processing capabilities, focused predominately around SimCorp Dimension/OM3, Finance KIT, Swift, Smartstream Reconciliation and the external data sources used by/interdependencies between the systems. Environment of around 600 Servers
  • Define Service Model for Service Assurance Programme covering BMC Control-M, BMC ProactiveNet, BMC Event Management, BMC Performance Manager, BMC TM-ART, BMC Capacity Management and Entuity Eye of the Storm - incorporating events from Servers (physical and virtual), Network Devices, Operating Systems, Databases, Enterprise Applications, Middleware and Application Response time monitoring routines.
  • Conduct workshops with Senior Management to define the scope of the Programme.
  • Define resource requirements, identify and interview potential candidates and negotiate rates.
  • Conduct workshops to identify resilience and architectural requirements.
  • Define Project Controls and Identify Stage Boundaries for Projects.
  • Review Event, Capacity, Availability, Incident, Problem and Service Continuity processes and procedures and provide recommendations to align the Processes with the capabilities implemented by the Programme.
  • Track progress of the Project and continually assess the supporting Business case
  • Provide regular status reports to stakeholders.
  • Maintain Risk, Issue and "Lessons Learned" logs and conduct regular reviews with project board.
  • Work with PMO, Testing, Risk, Security and Quality Assurance teams to ensure delivery in accordance with Organisational standards and policies.
  • Worked closely with other Project Managers to identify dependencies between Projects/solutions, identify the critical path and determine the impact of slippages to each Project.

Client: Masdar Institute of Science and Technology

August, 2009 - February 2010

  • Manage Implementation of BMC's Remedy ITSM Suite (v.7.5), Service Request Management, Knowledge Management and BSM Dashboard and Analytics
  • Conduct workshops on "best practices" relating to Service Catalogue Management, Service Level Management, Incident Management, Problem Management, Knowledge Management, Change Management, Request Fulfilment and the Service Desk.
  • Worked closely with the Client to define the requirements for each of the processes and the Service Desk function and identify CSF's and KPI's.
  • Create Process and user work instruction documentation.
  • Issue highlight reports and conduct workshops to manage stakeholder expectations.
  • Define Project Change and Configuration Management processes.
  • Create, monitor and update Project Plans, Business Case, Risk, Issue and "Lessons Learned" Logs.
  • Define and agree Project Controls and Stage Boundaries.
  • Manage and Schedule Project resource.
  • Mentor Client Project Manager on PPM and Service Management best practices.
  • Identified training requirements for Support staff and Administrators.
Jan 2006 - Aug 2007

Project Manager

Computacenter (RDC)
  • Successfully delivered a 101,000 unit refresh project with the Royal Bank of Scotland, ensuring every data-bearing item processed was wiped to the UK Infosec 5 standard [c. £1,500,000].
  • Managed a 35,000 unit NT4 eradication project with Lloyds TSB that required a complete redesign of the company's processes [c. £800,000].
  • Designed the processes required to deliver each project in accordance with client and legal regulatory requirements.
  • Designed and implemented project database and SQL queries to report on the progress of the Project.
  • Supported the sales team in pre-sales negotiations.
Jul 2004 - Jan 2006

Project Manager

Fodatel International Carrier Limited
  • Managed Project to interconnect with both local PTT's and international carriers in key locations across Europe, Middle East and Africa.
  • Conducted analysis of the organisation capabilities to identify necessary areas for improvement.
  • Carried out ongoing analysis of the viability of both proposed and established routes.
Apr 2001 - Jul 2004

Project Co-ordinator

Sphere Business Group

Please note: Company rebranded as Coretexa in 2003

  • Managed project for the relocation of Sphere's London office, from sourcing suitable office space to setting-up the companies network in the new premises.
  • Oversaw a cost cutting program intended to reduce Sphere's operating costs through the use of new technologies and restructuring of the Companies infrastructure.
  • Defined the scope and oversaw the development and rollout of the in-house, CRM/ERP programme.
  • Carried out ongoing analysis of the profitability of the companies product range to ensure the ongoing development of the products was supported by a solid business case
Aug 2000 - Mar 2001

Project Assistant

  • Maintained Configuration Library to ensure latest version of Project documentation was available for all members of the Project team.
  • Created, maintained and distributed Procedures and Work Instructions for all aspects of the Projects.
  • Updated and distributed Project status reports.


Jan 2010 - Present


Cranfield School of Management

 The MSc in Programme and Project Management is a 3 year part-time modular programme. The course is geared towards encouraging individuals to apply theory to their individual situation and gain valuable experience, skills and knowledge that can be applied upon returning to the workplace.

Sep 2003 - Mar 2004

Bachelors (hons.)

European College of Business and Management

Description: ECBM was founded as a joint venture between the British and German Chambers of Commerce and a number of large international organisations, including; Deutsche Bank, Commerzbank and British Airways.

The course was designed for students in full-time employment and required us to establish a company as the basis of our dissertation, details of which can be found at;





MS Office


BMC Remedy ITSM Suite

ITIL Best Practices

Business Objects



Project Management



PRINCE2 Practitioner


ITIL Expert (v.3)


ITIL Service Manager (v.2)