T +31 (0)20 4538402 CONTACT OVER ONS KANDIDATEN ZOEKEN LOGIN HOME

 beschikbaar?



Programme Director/ CIO/ Troubleshooter

Programme Director/ CIO/ Troubleshooter

Work Experience

Police IT Organisation (PITO) Director, Criminal Justice Administration April 2003 – January 2004
Martin was brought in as interim Director to establish the new Criminal Justice Administration directorate for PITO. As director he is responsible for some 65 staff and a budget of £85million. Apart from providing the new directorate with an identity he is also responsible for delivering, amongst others, mission critical Custody and Case Preparation applications to all the police forces in England & Wales. This requires Martin to act as the PITO representative to the cross department Criminal Justice IT (CJIT) organisation and to liaise, at a senior level, with the Home Office, other criminal justice organisations and police forces. Martin is also a member of the PITO Executive Operational Committee and attends the PITO Board Meetings as well as several project and programme boards.
Achievements:
• Establish the new directorate
• Deliver new versions of Custody and Case Preparation applications
• Clean up the historic over-spend and confused contractual position with principal supplier
• Establish new contractual relationship with supplier for future development
• Introduce change management process to bring a more disciplined approach to development and release management
• Prepare an outline transition plan for move from development to managed release development
• Establish a benefits realisation team to ensure that planned benefits are achieved
• Hand over a clean position to the new, permanent director and provide induction and initial support.
National Health Service National ESR Project Director (interim) June 2002 – 25 March 2003
At the beginning of September 2002 Martin was asked to take over a troubled Electronic Staff Record (ESR) project as interim project manager. ESR hash a budget of £330million and it will support 1.2million employee across more than 600 locations. The core team currently consists of more than 150 people with several hundred more on teams dispersed at the 44 pilot sites. This is a major PFI project and Martin is currently changing the structure from an IT to a change led project with much greater focus on benefit delivery. Martin reports directly to the Deputy Director of Finance for the Department of Health, Chief Executive of NHS Shared Services, Shared Services Programme and HR Directors and deals with the highest levels of the vendor organisations.

A key part of the role has been getting the supplier consortium to address its management and planning issues. The prime contractor has now built a programme office and recruited a project manager to manage its sub-contractors. Contract management falls within Martin’s remit and he is responsible for a £27million budget in this financial year and has sign-off authority to £50,000. As part of his stakeholder work stream Martin has responsibility for project communications and also works with the NHS Shared Services communications group to communicate to the media and the wider health community. Martin is responsible for managing many different stakeholders from clinical staff to the Department of Health.

ESR is the largest payroll and HR implementation in the world. It is based on Oracle HRMS and uses web technology as the client runs in a web browser. It links into other e-government initiatives such as e-Recruitment and e-Learning

Martin was originally recruited to take over the initiation of the Finance and e-Commerce project, a major PFI/PPP (£550million) project, for NHS Shared Services Taskforce. Martin was working with the Shared Services Finance Director and Directors of the NHS Purchasing and Supply Agency to define the project. Martin was involved with running the FEC Supplier briefing day for 100+ suppliers with appropriate follow up. Martin worked with principal suppliers at a high level to ensure that they would be able and willing to bid once procurement starts.

Since handing ESR over to a new management team Martin worked with the NHS Shared Services Task Force on the development of their 10-year programme strategy.
Achievements:
• Started formal initiation of Finance & e-Commerce and built the core team
• A FEC Supplier briefing day for 100+ suppliers with appropriate follow up. Liaised with principal suppliers to ensure that they will be able and willing to bid once procurement starts.
• Changed behaviour of prime contractor on ESR and made them recognise that the project had seriously slipped from the recently agreed timeline.
• Addressed the weaknesses on the NHS side especially around governance of ESR.
• Stabilised the situation, whilst keeping the ESR project moving forward.
National Probation Service Change Programme Manager April 2001 – June 2002
Martin established a major business change programme for the National Probation Service (NPS) which was successfully reviewed by OGC. It was handed over to a permanent manager in early June 2002. NPS was newly formed (previously it was a collection of 54 local services) and there was major change programme to build the new organisation (~£500million development monies over 3 years). The programme had some 100 existing projects with another 40 under consideration. He also lead the development of a corporate programme office. As there was a serious lack of project management capability within the Home Office he designed and ran development workshops for project managers (some 36 people). Martin was originally brought in also to get to grips with the IT Programme where several projects were not delivering in an environment which had a long history of poor performance on IT projects (severely criticised in a recent National Audit Office report). All projects were put on track and he prepared the ground for his replacement so that he could concentrate on the other part of his role as overall Change Programme Manager.
Achievements:
• Pulled the IT programme back on track and handed it over to a new programme manager
• Created a corporate programme office
• Established project approval and other project management processes based on PRINCE 2
• Created project reporting processes at all levels with the directorate and to outside bodies.
• Ran project management workshops to raise the project management capability
• Took the Change Programme through a successful review by the Office of Government Commerce
• Established sound governance practices at project and programme levels.
• Introduced formal risk management into the National Probation Directorate
M-dash Proprietor January 2001 – September 2002
Martin used the time since leaving zed to complete the launch of an online image library. This is based on my many years of photography and is now operational under the day to operation of a business development manager. M-dash is also in the process of preparing several innovative new products for launch in due course. It was eventually absorbed into as a specialist division.
Sonera zed Global IT Director (interim) August 2000 – January 2001
Zed is a mobile added value service provider (via SMS, WAP etc) and had a very aggressive roll-out programme to build a global brand. Zed is a wholly owned subsidiary of Sonera Corporation, the incumbent telco in Finland. Zed as separate business was established in 1999 with its global headquarters near Heathrow and had some 300 people operating from 15 offices from Singapore and Philippines to Boston and California.
Achievements included:
• An initial problem definition
• Implementing a UK help desk with a rollout programme for the rest of Europe
• Created a vision for the global business support systems infrastructure
• Established a proper vendor management relationship with suppliers especially the IT services unit of Sonera
• Defined the roles for the IT function and a supporting organisational structure
• Implemented a personal equipment policy as part of standing orders
Versatel OSS Programme Manager January 1999 – June 2000
Martin took over the $30 million OSS programme after the first programme manager was summarily sacked at the end of February and his replacement gave notice after 2 weeks. He took over in the third week of April 1999. The implementation date was scheduled for 1st July.

The system was implemented on Oracle on HP Unix (V & M class) systems. Applications included Comptel Mediation, ADC Saville IBP & CBP, ADC Metrica, Netcool and we were already using components of HP OpenView .
Achievements:
• Got a difficult project under control and established personal credibility with the internal customers and external suppliers.
• Recruited and built a data migration team and brought them up to speed so that they achieved successful migration..
• Achieved user sign-off as plannede. Business was not ready due to change of senior management.
• Planned a second 10 week phase of development to support new products whilst business reorganised.
• Handed over the programme extension to a new programme manager as I had come to the end of my contract and had other commitments. I returned 4 weeks later and had the project handed back to me. I took control and reasserted the decisions taken before I left.
• Implemented the programme one week late with agreement from the business. The system quickly stabilized with no system failures and no loss of billable revenue.
• Caught up the billing and order entry backlog, again with no loss of bill cycles.
• Moved the programme into a ‘business as usual’ model with planned monthly releases.
• Managed two external suppliers.
• I stayed on to provide continuity for a new CIO and as a member of the IT senior management team (IT was a separate business unit) I took responsibility for defining the roles and responsibilities for the Application Architecture and Strategy department.
• Development and counselling of permanent staff
Bank of Scotland Project Director March 1999 – December 1999
Martin took overall responsibility for a customer service improvement project at the Bank of Scotland. The day to operation was under the direction of a managing consultant and his team. This project was entirely non-IT and focussed on issues bothering customers. It used front line staff as advocates for the customer. The main achievements were:
• A conservative £2million pound saving (out of a total of £20million costs) due to improved service and reduced rework.
• Recognition of what is important to good service may not be the same within the bank as it is for the customers. Small things are very important to customers.
• A change of culture by staff and executives with regard to the importance of small issues in customer service.
Cadbury Project Manager October 1998 – August 1999
Martin took over a major data warehouse and online analytical processing project (OLAP) that was to provide the commercial and financial reporting from the largest SAP FI/CO implementation in Europe at the time. The project had fallen behind (3-6 month) due to an internal project manager leaving.
Achievements:
• Documented the project and system requirements from scratch
• Improved morale of the development team so that they became more positive and productive.
• Got the requirements documented and agreed with internal customers.
• Managed the project, requirements and technical decision making to achieve the project objectives.
• Drove the project to completion within schedule and budget.
ACCACC IM&T strategy development Summer 1998
ACCACC is the curriculum and qualification authority for Wales and was being formed from a merger of the regional examination board and the national vocational authority for Wales. Martin undertook the following:
• Review of the existing systems of the old bodies
• Undertook a requirements analysis of the needs of the new authority
• Prepared a costed IT strategy with options.
• Managed user expectations and achieved buy-in from all parties.
• Produced an outline project plan for the implementation of the strategy
• Handed the implementation project over to the in house team to seek approval from the Welsh Office and to take it to delivery.
Managing Director 1993 – to date
From 1997 Martin developed and its Total Customer Care concept and led customer service improvement projects along with traditional change, programme and project management and IT consultancy. Prior to this was principally an IT consultancy operating across a wide range of clients in public, not-for-profit and the private sectors. This was a mixture of strategy, project management and technical consultancy. Since then has concentrated on project management consultancy. continues to operate as project and p[programme management consultancy specialising in project and programme turnaround or initiation.
Pannel Kerr Forster Managing Consultant/ Regional Director of IT April 1989 – June 1993
Martin was head hunted into Pannell Kerr Forster (a major international firm of accountants and business advisers) as their regional director of IT. he was responsible for:
• Internal IT across the Midlands (7 offices). In the first two years I took these from each having a small network and few PCs to a PC per person with fully networked offices and common systems across all offices.
• I was a member of the national IT Strategy Group
• External IT consultancy services across the region including quality reviews etc.
• Undertaking high level consultancy projects

When the organisational structure changed he moved into a role as Managing Consultant within a specialist national consulting group working mainly in the public sector and especially within the NHS. His responsibilities here included:
• Running multi-disciplinary project teams conducting:
o Strategy and business planning at both NHS Trust and departmental level.
o Service Reviews
o Preparation of Trust applications and business cases for service development
o Financial Projections
o Marketing strategies
o IM& T strategies.
• Prepared and authorised proposals to clients
• Business development
• Mentoring and supporting senior management in times of major change
• Staff development and counselling
Other
• A core systems implementation (maintenance, rents, housing benefit, finance etc) for a Housing Association
• A review of the organisation and functional capability of the finance department of a medium sized Housing Association
• Design, develop and implement a Approved Supplier system for a TEC
• Select & project manage the implementation of a Contact Management System for a TEC
• A Resource Planning review and modelling project for the Procurator Fiscal service in Scotland
• The design, development and implementation of a new pension administration package for a software house, implemented for Smith’s Industries. (the original design & project management team were sacked by the client)
• Troubleshoot the man-machine interface for an automated warehouse (largest in Europe at the time).
• Many other’s often with a turnaround component
Martin also has a substantial system development background having developed systems in all languages from assembler or 4GL and OO languages. He has worked on systems of all sizes from mainframes to PCs and even controller level. More recently having worked with e and m-commerce applications, which he sees as just another tool set. Martin has worked with most methodologies, Jackson, SSADM, Prince etc. Although now operating at the business strategy level he can still deal with the technology and win the respect of current technical teams.

Martin has a reputation as an innovator and is highly flexible; switching industries, application areas and technologies with ease. Many of my troubleshooting roles have required Martin to adapt to all three and he has still delivered as he makes sure the fundamentals that are common to all project or tasks are right.
Author of three books:
• Getting the Most from Consultants, IMgt/Pitman, 1995
• The Information Edge, Pitman, 1996 - Chinese language edition 2000, Print on demand edition 2002.
• Creating & Developing a Consultancy Practice, Oak Tree Press, 1997 – Book of the Month, Management Consultancy magazine
Martin has also earned a living as a writer, photographer and as a boat builder.


Education

BA (Hons) Open University. Mathematics & IT,

Skills

Project & Programme Management
IT & Change Strategy
Project & Programme Turnround
Exective Management at board level

Languages

Bsic French - living in France or Belgium would soon improve it to useful.

Other

Communicator author of 3 books and many articles on business, management and photography.
Felxible and adaptable - many assignments have involved new technologies/ new industry sectors.

 beschikbaar?