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Programme and Planning Manager

Work Experience

An experienced and effective Programme, Planning and Implementation Manager with a successful track record of achieving results within the constraints of a pressurised environment. A professional individual with strong organisational and problem solving abilities together with both a service / utilities and manufacturing background. A highly self-motivated manager with strong man management skills and extensive experience of managing teams in both Information Technology and Manufacturing environments.


KEY SKILLS & EXPERIENCE - IT Systems

· Project Management - IT Systems Development, Business Support Services, Facilities Change
· Change Management
· Systems Implementation and Support into a Business Environment
· Project Planning - MS Project, PMW
· E Work Solutions Development & Implementation
· PC Roll Out to Multiple Users
· System Conversion Planning and Implementation
· Technical Infrastructure and Logistics Change Planning and Implementation
· Vendor Management
· Full Life Cycle Experience
· Business Process Re-engineering
· Call Centre Experience



KEY SKILLS & EXPERIENCE - Manufacturing

· Project Management - turnkey or individual discipline for civil, electrical and mechanical engineering new build
· Contractor Management
· Project Planning - MS Project, PMW
· Managing Change




Qualifications:

Master of Science Degree – Business Administration Durham University

Chartered Engineer

Member of the Institute of Mechanical Engineering

Prince 2 Accredited Practitioner


Career Summary:


BAE SYSTEMS
February 2002 – Present Project Manager

Further development and implementation of new business processes to operate more effectively a newly developed asset management system.

Scope
Developing and refining previous work carried out in 2001 based at their main ROD site in South Wales.


CENTRICA
December 2001 – January 2002 Consultant

Locating a proposed site and preparing the business case for the set up of a new call centre.

Scope
On behalf of the Customer Services Director, locating a suitable facility in the north of England for the establishment of a new call centre initially employing 150 personnel with a provision to expand to 300 personnel. Documenting the justification for the project based on the estimated cost of development and the anticipated business benefits to be gained.



BAE SYSTEMS
June 2001 – November 2001 Project Manager

Development and implementation of new business processes to operate more effectively a newly developed asset management system.

Scope
Under the direction of UK business directors, leading BAE maintenance personnel teams across two main UK sites to analyse the present failings in process performance and asset management, utilising cause/effect methodologies. From this root cause analysis new business processes and systems were developed to improve business performance to specified financial targets.



JOHNSON MATTHEY Plc
October 2000 – May 2001 Project Manager

Migration of business systems, processes and facilities for a new company acquisition utilising Prince 2 project management methodology.

Scope
Project managing the amalgamation into the Johnson Matthey organisation of a £5 million external company acquisition. This incorporated the standardisation/upgrade and transition of business processes and business systems within the manufacturing, marketing and business development environments. The project was required to meet stringent timing and budgetary constraints. This was achieved through good communicative team-working with JM functional managers.


November 1999 – September 2000 Programme Manager

Development and implementation of new business processes in different functional divisions utilising Prince 2 project management methodology.

Scope
Developing and implementing new business processes and systems within Finance, Personnel, Marketing, Operations, Business Development, Technical and IT to meet the requirements of a restructured organisation. This involved the application of e-work and core system solutions channelled through a team of 10 JM functional project managers.





MANAGEMENT CONSULTANCY

August 1999 - October 1999 Senior Consultant
Development of an intranet and new knowledge management systems

Scope
· Identification of the knowledge based assets possessed by the company
· Analysis of how this knowledge can be value adding
· Configuration and development of the intranet system
· System testing
· Creating communities
· Specifying actions required to achieve improved usability





VICKERS PLC - Propulsion Division

September 1998 - July 1999 Senior Consultant

Reviewing the systems and manufacturing strategy of a functional division

Scope
· Reviewing the systems and manufacturing operations in UK, Sweden and Finland to establish the manufacturing and engineering capability
· Quantifying the systems capability, process definitions and capacities of the manufacturing operations
· Formulating a clear set of recommendations with costings and timings to resolve the core issues



VERTEX DATA SCIENCE LTD

January 1998 - August 1998 Programme Conversion Manager

Managing the business systems conversion activities for separate file conversion roll - outs to Call Centre with 500 users.

Scope
· Planning the cutover process from live system shutdown to main conversion to promotion of converted data to production environment and final business acceptance
· Setting up the data cleansing activity prior to and post conversion
· Setting up of the functionality and data documentation and personnel for business acceptance of the new system
· Benchmarking business processes pre and post new system implementation


September 1996 - December 1997 Programme Transition Manager

Developing and implementing plans for the transition activities (incorporating people, processes and technology elements) required within the business to facilitate a Windows NT roll out to 500 users in a Utilities call centre.

Scope
· Vendor management to expedite delivery of new systems to business requirements
· Establishing the PC requirement definition for the changeover from RS6000 to Pentium 133MHz 32Mb RAM
· Regression Planning
· Co-ordination of all business plans for user training, system support, backfill staff recruitment, external interfaces and organisational change
· Revised business operational procedures implementation
· Relocation of call centre facilities and personnel


April 1996 - September 1996 Programme Contact Manager

Managing the implementation into the business of a newly developed contact management system.

Scope

Managing the system development and business application of five discrete elements of a customer contact system:

· Case Base Reasoning (CBR) - the user is guided to a certain course of action by answering a set of questions prompted by the system
· Contact Management - allows the user to browse existing details for relevant information
· Office Automation - Links with CBR and Contact Management to build documentation to be sent to external customers
· Imaging - correspondence is scanned and sent to users electronically to facilitate more efficient monitoring
· Workflow - allows imaged correspondence and electronic telemessages to be routed more efficiently


NORTH WEST WATER LTD

May 1995 - April 1996 Programme Implementation Manager

Managing the implementation into North West Water Call Centre of a new customer billing system with particular focus on the co-ordination of the total implementation plan across all projects and the necessary logistics and management of dependencies across projects both internal and external.

Scope

· Systems development involvement in functional specification, systems testing, production and user acceptance
· Systems application involvement in regression planning, conversion planning and business process re-engineering
· Establishment and clarification of scope and responsibilities for system interfaces
· Progress monitoring, risk assessment and issue resolution of implementation plan activities
· Service Level Agreement composition and implementation covering general performance requirements, availability and reliability requirements and resilience and recovery requirements





PREVIOUS CONSULTANCY ASSIGNMENTS

Cummins Engines Ltd – project managing the introduction of a new manufacturing process and communication system

Nissan Motor Manufacturing UK Ltd – project managing the expansion of the original UK business into car body pressings

European Technological Composites Ltd – project managing the introduction into the UK of a new manufacturing facility for Japanese owners incorporating business processes, systems, communications and hardware

Marubeni UK Ltd – project managing the relocation of their London headquarters to newly refurbished offices on Moorgate to improve their communications and trading facilities

Andersen Consulting – senior consultant working on various business assignments

World Bank – project managing the construction and business introduction of a new facility on the Indian subcontinent

Education

Master of Science Degree
Chartered Engineer

Skills

Project Management
Planning
Prince2 Accredited Practitioner

Languages

English
Limited French

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