A senior project / programme manager from a CMMI level 5 background with over 20 years experience and a proven record of delivering complex, high-value, cross-functional business change in the Aerospace, Financial Services, Telecoms, Transport, Defence, Utilities, Oil, Local and Central Government sectors.

•  Programme & Project Management - PRINCE 2 and DSDM Practitioner experienced with successful delivery (to time and cost) using both waterfall and agile methodologies in a diverse range of business environments.
•  People Management – Established and line managed a team of 30 comprised of project managers, business analysts, developers, human factors specialists and architects. Matrix managed a larger resource pool of software engineers, testers and subject matter experts. Managed multi-discipline teams in challenging circumstances and personal development through individual line management, coaching and mentoring.
•  Profit and Loss - managed budgets in excess of £20M.
•  Stakeholder Management – stakeholder mapping with action and communication plans configured to match profiles of stakeholder audiences. Presented and influenced at the executive board level.
•  Presentation – Excellent presentation skills including to large audiences at international conferences and to prospective external customers as a part of bid development work.
•  Business Case Development – successfully applied risk assessment, benefit realisation, ROIs and NPVs to secure funding.
•  Business Change Management – managed numerous business and technology changes including definition of as-is, to-be processes and gap analysis.
•  Supplier and Vendor Management – experienced with procurement, contract negotiation, vendor selection, multiple third-party supplier relationships, OGC ITIL, SLAs, RFIs, RFQs and ITTs.
•  Resource Management – established a model and defined processes to manage supply of over 100 resources to meet demand associated with a similar number of change initiatives.
•  Broad Infrastructure and ICT Knowledge – delivered complex IT and communication systems including real-time .NET web applications, storage area networks, document & content management, portfolio management and infrastructure modernisation.

Johns career is rooted in global corporations, best practice, and structured approaches and progressed through numerous organisations of varying size, maturity and nationality. He is flexible, highly motivated and very effective in his approach to work; he has a diverse range of management and technical skills.

RECENT CAREER SUMMARY

Skandia UK , Southampton Mar ‘07 – Apr ‘09
Interim Portfolio Manager (Independent Consultant – Contract)
John was hired initially to provide interim cover and continuity for a Business Analysis manager taking maternity leave. Skandia was adjusting to two significant changes: an outsource arrangement with an offshore company and becoming part of the Old Mutual Group. A new Shared Service and Commercial Operating Model had been established along with a new PMO set-up, he used his experience to facilitate, support, enhance new initiatives and work with senior managers resulting in a variety of roles over 2 years.
IT Project Management: Conducted workshops and elicited requirements for a significant hardware and software upgrade to an unsupported portfolio management system. Reviewed technical solutions with Architects, satisfied security needs and gained funding to proceed. Clarity (by CA Unictentre) was used to establish schedule and resource plans (MS Project and Workbench) shared by project managers and lead business analysts. Defined requirements for reporting which were realised via Business Objects.
Progress Reporting: Established a consistent framework for project progress reports, risk, issue and action logs using Microsoft Excel and Clarity. Responsible for co-ordinating activities and controlling workload.
Profit and Loss: Managed a monthly revenue stream in excess of £8.4M per year. Established a model to project profit facilitating what-if scenarios by varying headcount and budget in accordance with anticipated demand for services.
Relationship & Account Management : Cultivated demand for services with a collective budget for change in excess of £50M. Established and maintained relationships with customers and suppliers.
People Management : Responsible for hiring and firing of contract resource (circa 50), h andling performance and productivity issues, definition of work packages. Frequently lead others who had no direct line of command. Achieved a reduction in average contractor costs.
Recruitment: Responsible for recruitment of permanent staff. Defined an assessment process, accelerated the rate of hiring, facilitated take on of more senior roles (Team Managers and Principal BAs) to delegate line and account management for a growing resource pool.
Process: Defined new process to control timesheets, project plans, resources and financial cross-charging, improved invoicing & accrual. Centralised administration, achieved resource cost savings.
Strategy: Facilitated definition of departmental strategies with senior managers using the Objectives, Goals, Strategies and Measures (OGSM) technique aligned to group and corporate vision. Established a Change Programme to track progress of 9 emerging strategies.
Service Management: Defined and reported against KPIs and KRIs, produced a publicity pack to market departmental services, attended monthly service management review meetings.

Vodafone UK Oct ‘06 – Feb ‘07
Project Director, One Bill
John conducted a short and sharp review of two existing in-flight projects facing significant issues. Both were in the late development & test phase, well overdue and over budget. Delivered recommendations to mitigate risks and modify the delivery profile to achieve shorter time to market. In addition conducted one to one meetings with each member of the Enterprise Steering Group to gain a quick understanding of senior customer concerns and needs.

Summary of key achievements: re-defined the project's governance, aligned technology and business change work streams, recommended reduction in scope, outlined process for firmer change management. For one of the projects, I proved the business case to be no longer viable and brought this project to an early and controlled closure.

TRANSPORT FOR LONDON Aug ‘02 – Sep ‘06
Programme Manager, Real Time Information systems
John was initially placed as a consultant to rescue a business change initiative that had slipped off the rails. Following successful project recovery, the reward was fortunately more assignments. Profit and Loss: Responsible for project and programme budgets in excess of £20M.
Programme Management: Managed delivery and development of a portfolio of business-critical real-time management information systems including: TrackerNet (London Underground's web-based train location system), a bespoke crew management system and a range of customer Information systems and visual display projects including Wireless hand-held PDA devices and application development thereon. With sole responsibility for these projects which encompassed over 2,000 man days of software development.
Supplier Management: Managed a variety of suppliers not limited to: Fujitsu, LCMG, BT, Metronet, Dell, Cisco, HP and a variety of small cabling and engineering works companies.
Project Recovery: Repaired damaged relationship with executive clients, established control, overcame a challenge to secure significant additional funding and guided the change through to successful delivery.
Programme Closure: Completed, closed down and disbanded a long programme of work that had improved the network and desktop infrastructure at hundreds of London Underground stations. This included termination of several contracts.
Stakeholder Management: This was a comprehensive exercise with o ver 200 people at hundreds of different sites directly affected (with various training needs) by the changes and most of them were at the Operational coal-face. John gained a keen understanding of operational staff hierarchy and geographical implications.
Business Change Management: Established a business design team comprised of business analysts, technical leads and design authority. Seconded subject matter experts to champion change and promote buy-in.
End-to-end Product Life-cycle Delivery : Responsible for Business case development, risk management, requirements elicitation, design, development, systems integration, testing, business implementation and in-life service management for a portfolio of business-critical Real-Time Information products and services.
Technical Quality Improvement Programme: Set-up a Fast Response and Technical Quality Improvement Team in response to a high rate of service incidents pertaining to an operational system. Conducted root-cause analysis, achieved a marked reduction in the volume of incidents. Promoted a strategic move towards Service Oriented Architecture.
Commercial Product Selection: Defined evaluation model for competitive tender process, complied with OGC OJEU, conducted workshops to capture requirements & prioritise requirements used later to evaluate bidder proposals. ITIL best practice was used to derive SLAs embedded within the ITT.
Safety & Compliance : John as able to develop a keen appreciation of the Railways and Transport Safety Act and London Underground's Safety Case ensuring that all work at operational sites was in full compliance by all third party suppliers under my charge.
Pushing Boundaries : John volunteered to attend Underground stations following the July 2005 bombings to offer reassurance and advice to the travelling public. I accompanied tube train drivers on occasion to enable service continuity despite cab radio problems. Dealt with customers outside the organisation.
Business Continuity: John has experienced and recovered from business disaster first hand when a 9 story building burned down including a data centre hosting services I was responsible for.

HAMPSHIRE COUNTY COUNCIL Jul ‘00 - Aug ‘02
Project Manager
These assignments came to a natural end after a 2 year period.
Profit and Loss: Responsible for project budgets of over £8M.
Project Management: Both projects managed using the Prince 2 methodology.
Storage Area Network: Elicited requirements and invited vendors to tender. The EMC product was selected using SUN Solaris along with a robotic ADIC tape library system that could scale and expand to meet future needs. Procedures were set in place to capture metrics in terms of system performance and data growth, the latter having an acute effect on backup and restore times which feed into business continuity and service level agreements. Due to diligent control of the budget and all supplier correspondence, John successfully challenged a supplier invoice resulting in lower cost. This project was delivered within budget and 1 month behind schedule.
Electronic mail & data migration: Managed migration from legacy mainframe systems (VM PROFS), to a Microsoft 2000 LAN-based infrastructure (Outlook and Exchange). Citrix ICA was used to implement terminal servers in order to deliver a centrally managed Windows 2000 service to all sites.
People Management : The most rewarding aspect of this role was coaching client staff in change management and seeing a number of individuals flourish as a direct result. The SAN project involved mentoring and coaching staff within the data centre and promote their knowledge of the SAN and Backup technology. For the email project, John assigned workload to a team of 6 (who had a variety of existing support and software development roles) and monitored progress in accordance with the project plan.

LOCKHEED MARTIN Aug ‘92 - Jul ‘00
Project Manager
This 8 year period of consecutive assignments commenced with IBM Federal Systems Corporation which was bought out by American aerospace corporation Loral which was subsequently taken over by Lockheed Martin. During this time, earned a number of promotions, increases in responsibility and embarked on a journey of transition from software engineer and technical guru to team leading and project management.
Mainframe downsize, business change management: Identified a potential for cost reduction, created a business case to reduce mainframe outsource service costs, gained authorisation to proceed from the CIO and CFO and commenced negotiations with existing vendor, sourced alternative vendors, launched a project that subsequently saved Lockheed £millions over a period of 4 years.
Enterprise Document Management, Rapid application development: Delivered a document-managed system based on the Documentum commercial product. Project management methodology was Dynamic Systems Development Method (DSDM). There were 15 time-boxes (some in parallel), 4 Ambassador Users, 24 Advisor Users and 7 developers. The project had Year 2000 driven deadlines resulting in immovable delivery dates. The system was spread across many sites, Microsoft NT based (server and workstation) and Oracle as the database server. Reliability, scalability, security and performance were key requirements. Significant volumes of scanned image files and meta-data were migrated from legacy systems to new Wintel servers. This project was delivered on schedule and within budget.
Software development team lead: Managed a team of 9 contractors within an IT Department as the first point of contact for a user community of over 700 people. Established application development standards and procedures. Delivered applications included: invoice processing and workflow, quality management system, document security and control. Extensive use of DB2 and MS SQL Server relational database systems, Delphi, Open Data Base Connectivity (ODBC) and Application Program to Program Communication (APPC). During this period, had sole responsibility for multiple projects totalling over 10,000 man-days of software cevelopment.
Finance and payroll systems: As a result of the acquisition of IBM Federal Systems Corporation by Loral and then Lockheed Martin, there arose a business need for Lockheed Martin in the UK to move away from IBM payroll services. John was responsible for a project to invite vendors to tender and then implement the selected solution. Cyborg was the product selected, data had to be migrated from IBM mainframe DB2 systems into Cyborg, extensive testing and interfacing with other systems was an integral part of this project.
Business Development and quality: Worked with new business development teams to create proposals and present to clients in order to win new business in the UK . P articipated in IT and business strategy reviews, developed sections of three-year IT and IS Strategy plans. Lockheed Martin had acquired CMM Level 5 status and kept up to date with ISO accreditations, internal procedures had to be maintained and audited to ensure ongoing compliance with these standards.

FURTHER CAREER SUMMARY

IBM, Leeds Healthcare (NHS) (Team Lead) Dec ‘91 - Aug ‘92

AMOCO (Analyst Programmer) Jun ‘91 - Sep ‘91

Sydney Electricity (Analyst Programmer) Jun ‘90 - Mar ‘91

IBM Sydney (Analyst Programmer) Nov ‘89 - May ‘90

IBM Hursley Laboratories (Programmer) Oct ‘88 - Nov ‘89

ACCREDITATIONS

Prince 2 Practitioner: March, 2002 (Registration No: P2R/012970).

DSDM Practitioner: October, 1999.

EDUCATION

B.Sc.(Hons) Second Class, Upper Division (2:1) - Computer Science with micro-electronics.

Queen Mary College , University of London : 1985 – 1988.

External Training

Management : The Centaur model of management and leadership, CMMI Awareness.

Commercial : Health & Safety at Work Act 1974.

Key technical skills

Methodologies (Iterative and waterfall): Prince 2, DSDM, SCRUM, SSADM.

Process Documentation, Modelling & Requirements : BPMN, Doors, RMAT, Visio.

RDBMS & Development : MS SQL Server, DB2, Oracle, MySQL, VB, C#, Delphi, .NET, ASP, PHP, Adobe CS4, RXSQL, APPC, Visual Studio.

Microsoft office : Project, Excel, Access, Word, PowerPoint.

COTS : EMC, Documentum, Clarity, iGrasp, Staffware, Cimage, Primavera, Dreamweaver CS4, InDesign CS4, ERPs: SAP, JDE & Cyborg.

Operating systems : Windows (all), Citrix, Unix, Linux, IBM VM, Leopard.

SECURITY CLEARANCE

Positively vetted for MoD projects to Secret level last at May 2000.