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Programme Manager

Work Experience

EDS Jan 02 - May 02
Programme Management Consultant
EDS is currently carrying out a two billion pound programme of work for central government. The first delivery of this programme is the new system for the Child Support Agency, which involves over a thousand people on the EDS side plus a significant number of civil servants. Due to a series of problems and delays, I was asked to investigate the programme and report to the director responsible for all EDS government-related programmes.
Achievements included:
Formulated a strategy to efficiently review and assess the entire programme
Assessed the suitability of the management structure and the capabilities of the individual managers
Assessed various processes including change management, risk & issue management and configuration management.
Reviewed what plans already existed with regard to their accuracy and provided the support necessary to create a full suite of resourced programme plans
Reviewed the system architecture and design
Reviewed the existing infrastructure and the remaining work necessary to complete the live and test environments.
Reviewed the testing approach and the available testing environments
Assessed the outstanding programme risks and issues
Carried out Risk Management workshops to highlight gaps between the reported risks and the actual risks
Assessed the expected performance of the system with regard to the contracted service level agreements.
Determined the probability of achieving the existing programme milestones.
Provided in-depth reports to present all findings & recommendations.
ICL Dec 00 - Dec 01
Programme Development Manager
Fulfilled the dual role of ICL Programme Development Manager and Chief Technical Architect for the Prestige programme. Prestige is a joint programme with EDS and CTS and has a budget of one point seven billion pounds. It involves the management of London Transport\'s fares and ticketing operations, replacement of all station and bus equipment and the introduction of smart card technology across the underground and buses. My responsibility was for the Prestige Central System, which manages ten million transactions a day, maintains the central smart card records and provides a datawarehouse for all of London Transport\'s management information. If the Central System had failed to deliver on time or failed to meet both functional and performance targets, the whole consortium would have been subject to fines in the tens of millions. Achievements included:
Managed design & development project teams totaling over sixty people, based in Stevenage, Manchester and Dublin
Co-ordinated delivery strategies across the various companies of the consortium
Met set time-scales for delivery of key components which were dependencies for other companies within the consortium
Held ultimate responsibility for the architecture, system design, database design and performance of the Central System
Ensured the project teams followed the Prince2 methodology throughout the full life cycle of the project
Overall Change Management within ICL
Sub-contractor management, including technical oversight
Technical Platform: Forte, Oracle, Business Objects, C\\C++

Xerox Jan 00 - Dec 00
Programme Manager
I ran the MIDAS Programme, part of the Change For Growth initiative which reshaped Xerox\'s worldwide operations. MIDAS was Xerox\'s first major European E-commerce development and allowed detailed deal construction and automated order entry via a web-based extranet. The system, used by the direct sales force, the telebusiness centres and six hundred and thirty business partners, handles several billion pounds of orders each year. MIDAS interfaces with SAP, Xerox\'s current ERP solution. The programme used both internal and outsourced resources:
Achievements included:
Worked very closely with the business to establish detailed requirements
Created an Invitation to Tender document for the main part of the programme
Assessed and selected potential suppliers, including Oracle, SAP, IBM, Siebel and several systems integrators.
Negotiation of multi-million pound contracts.
Detailed management of programme costs
Ensured all projects within the programme followed the Xerox management methodology, which is based on Prince2
Advised business up to managing director level
Ensured different projects within the programme formed part of an integrated approach.
Managed and provided ultimate technical oversight for several different suppliers involved in various aspects of the programme
Ensured all parts of the programme were scalable, robust and integrated with the deployment of SAP within Xerox Europe
Technical Platform: Java, Websphere, Oracle, Solaris, WAN
Xerox Business Services Jul 99 - Jan 2000
European Programme Manager
My role was to oversee the development, implementation and support of all Xerox Business Services (XBS) IT systems throughout Europe. The role was similar to running a very large programme, with the addition of ongoing operational support for existing XBS systems. My achievements included:
Decided IT priorities in conjunction with business at board level
Ensured business goals were set at an achievable level given available and projected future resources
Devised IT strategy, including strategic platforms
Improved internal IT processes
Oversaw project teams in sixteen countries
Ensured all systems were Y2K Compliant
Ensured all XBS systems integrated with deployment of SAP within Xerox Europe
Negotiated support agreements with multiple suppliers
Selected third party packages where appropriate
Introduced the Prince2 methodology within XBS.
Prepared IT department for a permanent IT director
Technical Platform: Varied but including Visual Basic, C/C++, Oracle, SQL Server, WAN, Access

Legal and General Sept 98 - Jul 99
Business Programme Director
Tasked with implementing new Personal Investment Authority regulations throughout Legal and General. The regulatory changes affected all future projections of product performance and had a widespread impact. Due to tight timescales, no slippage was possible so strong control of the programme was imperative. Achievements included:
Successfully managed a programme team which included L&G directors
Created business working parties and project teams in all business areas to conduct in-depth impact analysis
Ensured fifty affected IT systems were identified and made compliant.
Ensured all affected customer literature was identified and made compliant.
Created a communication strategy for clients, L&G staff and the media. This was a major project in its own right.
Ensured that \'business as usual\' was unaffected by the widespread changes

Tesco Jan 98 - Sept 98
Planning & Control Manager
Responsible for planning and control within the Tesco IT division of over a thousand people. Involved monitoring and controlling a budget in the hundreds of millions and a divisional plan containing over two hundred projects. Achievements included:
Created a divisional plan including budget, deliverables and resource forecasts
Assessed the feasibility of any proposed business initiatives within the framework of the available capacity and capability of the IT division
Determined the impact of any new business programmes on existing projects
Negotiated with the business on behalf of the IT director where a discrepancy existed between business requirements and divisional capacity or capability
Mentored project managers in planning and budgeting
Monitored the performance of the division against the milestones and budgetary constraints specified within the divisional plan. Investigated of any variances
Ensured all changes to the plan were properly controlled.
Ensured suitable reports were created for all management levels
Prepared IT information for the Tesco annual budget


ICL May 97 - Jan 98
Programme Manager
Tasked with overseeing the replacement of many legacy systems throughout Europe with modern equivalents. Involved strategic planning of systems implementation, analysis of outdated (and mostly undocumented) systems and responsibility for the creation of the considerable number of interfaces required to ensure a gradual progression on a system by system basis.

British Airways Nov 96 - May 97
Project Manager
Ran the prestigious Cobra\\Ratio flight capacity management system. This is a key British Airways system and downtime costs about one million pounds per day. My team supported and maintained the systems in London and Sydney, Australia as well as developing and implementing a series of major system changes.

Automobile Association Nov 95 - Nov 96
Project Manager
Tasked with the creation of a call-handling and deployment system to handle incidents for a number of police forces, including everything from a burnt-out wreck to a major motorway pile-up.

ICL Feb 95 - Nov 95
Project Manager
Created a Point of Sale system for a large financial services company.

Digital Equipment Corporation 1993 - 1995
Technical Team Leader
Project involved the automation of the BBC¡¦s scheduling and programme output.

Orion Computers Ltd 1983 - 1992
Project Manager
Started as a developer. Eventually became a project manager for a number of projects including a point of sale system and a stock control and ordering system.

Education

So long ago I can hardly remember

Skills

I am an experienced project/programme manager with a proven track record of delivering high value, complex projects & programmes for major \'blue chip\' companies. I have strong all-round leadership and I am results orientated & profit-focused, with a high degree of commercial awareness and considerable business liaison skills.

I have experience of several management methodologies, including Prince2, SSADM and RAD and a very strong background in key management skills such as planning, conflict management, risk & issue control, change management, supplier management, contract negotiation and budgets

My technical background includes: client / server, datawarehousing, e-commerce & web technologies, Oracle, C++, Java, VB, Access, Forte, Unix / Solaris, ICL & IBM Mainframes, Middleware, N-Tier Architecture & Object Oriented Design.

Languages

English

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