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EXPERTISE

As the complexity, risk and criticality of intricate business change and technology-enabled programmes increases, predictably there is an ever-increasing prospect that budgets are exceeded, schedules overrun or the programmes fail to deliver.

Whether the programme involves implementing new technology, reengineering an enterprise, or “simply” implementing new processes to improve quality, cost, or delivery performance, it takes tremendous effort to effectively initiate, plan, control, execute, and close out the programme.

Effective management is the most successful way to ensure that programmes do not spiral out of control and deliver the planned benefits. Utilising the services of a seasoned programme manager is the most efficient method of achieving this.

This is where I come in. Thanks to my skills and experience I am able to hit the ground running and drive change forward to a successful outcome. Operating on an interim management basis I add value by contributing to your business and solving problems from day one. [For more information on interim management check out the Resources area]

A hands on pragmatic approach, along with a single-minded focus on benefit delivery and deriving value for money for clients investments has ensured successful outcomes at many blue-chip organisations, including the following: Financial Sector (LloydsTSB, Reuters, Royal Bank of Scotland), Services (Admiral (now LogicaCMG), CGI Group, marchFIRST, Parity Group, Unilog SA (now LogicaCMG)), Public Sector, .

My expertise is centred on the following areas:

Programme Management

As a programme manager I have had responsibility for the overall integrity and coherence of programmes. Developing and maintaining the programme environment to support each individual project within it.

Specific areas include:

  • Planning and designing the programme and proactively monitoring its overall progress, resolving issues and initiating corrective action as appropriate;
  • Defining the programme's governance arrangements;
  • Quality assurance and overall integrity of the programme;
  • Managing the programme's budget, monitoring the expenditures and costs against delivered and realised benefits as the programme progresses;
  • Facilitating the appointment of individuals to the project delivery teams;
  • Ensuring that the delivery of new products or services from the projects is to the appropriate levels of quality, on time and within budget, in accordance with the programme plan and programme governance arrangements;
  • Ensuring that there is efficient allocation of common resources and skills within the project portfolio;
  • Managing third party contributions to the programme;
  • Managing the communications with all stakeholders;
  • Managing both the dependencies and the interfaces between projects;
  • Managing risks to the programme's successful outcome;
  • Initiating extra activities and other management interventions wherever gaps in the programme are identified or issues arise;
  • Reporting progress of the programme at regular intervals to the key stakeholders.

Project Management

As a project manager I have had responsibility for delivering large, complex projects and multiple concurent projects. Leading and managing the project team, with the authority and responsibility to run the project on a day-to-day basis, and ensuring successful delivery, to time, to budget and to quality.

Specific areas include:

  • Implementing an appropriate project management framework for the project, including Prince 2, PMI, DSDM, RUP, Agile;
  • Adopting technical and quality strategy;
  • Planning, controlling and monitoring the project;
  • Preparing and maintaining the Project Plan (or Project Execution Plan);
  • Managing the production of the required deliverables;
  • Preparing any follow-on action recommendations;
  • Managing project administration;
  • Manage project risks, including the development of contingency plans;
  • Change control and any required configuration management;
  • Reporting;
  • Liaison with programme management (if the project is part of a programme) and related projects;
  • Liaison with stakeholders;
  • Overall progress and use of resources;
  • Conducting end project evaluations;
  • Preparing a Lessons Learned report.

Business Change Programme Management

As a business change programme manager I have had responsibility and accountability for delivering organisational wide business improvements. From day-to-day management and delivery of projects and programmes (typically via a team of project managers), to leadership, direction and governance. Primarily benefits-focused, responsible for defining the benefits, assessing progress towards realisation, and achieving measured improvements. A "business side" role (rather than an IT role) that essentially "bridges" between project/programme management and business operations.

Specific areas include (in addition to above roles):

  • Developing organisational impact assessments;
  • Developing change management plans;
  • Developing organisation design, new roles and job designs;
  • Designing and developing communication plans;
  • Producing effective communication materials (e.g. newsletters, papers, presentations);
  • Developing stakeholder impact assessments;
  • Developing training plans;
  • Conducting a change readiness assessment and identifying gaps and potential solutions;
  • Conducting stakeholder management (plus balancing conflicting stakeholder requirements);
  • Leading multi-disciplinary teams including internal resources, third party suppliers and other personnel;
  • Identifying, defining, tracking the benefits / outcomes and committing to the delivery.
 

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