BAA Planning Manager
START Date:
May, 2009
END Date:
May, 2009 Commission – BAA: Heathrow Capital Programme Office (February ’09 – Present)
Role: Planning Support Manager (Head of Planning)
The London Heathrow Capital Programme is one of the largest in Europe; 400 Projects, 7 Sub-Programmes, £4.8bn (including: Civils, infrastructure, IT, demolition), 61 million passengers p.a. Working within the Civil Aviation Authority Regulatory and Airline stakeholder environment, all works within the Asset Base have to be delivered to a pre-defined Capital Investment Programme within a full consultation process. All works are carried out within restricted working conditions due to passenger Service Quality Requirements. The focus for Heathrow is to deliver the Heathrow Transformation Programme in order to become the primary European hub airport.
My role was to take responsibility for the Heathrow Master Schedule and provide guidance and assurance to the team of 20 strategic planners working within the sub-programmes. Within this role I am responsible for producing the entire schedule Key Performance Indicators (Milestone and Project reports) that are communicated to the BAA Senior Management, Directors and the Airline Community.
My success in this role has been delivered via several methods. I have implemented procedural changes in order to reduce effort and errors in the delivery. Established a structured Peer Review programme backed up by Quality Status reports in order to advertise and improve the work delivered. I developed trust with identified key staff that can support quality and the change management process.
Other work I am involved with include: the assurance of the Cost/Time integration (Earned Value Management); any Quantitative Schedule Risk Assessment (QSRA) performed across the Heathrow Programme in order to assure the transformation; Implementation of Oracle (Primavera) Pertmaster & P6 Enterprise Planning software; Prioritisation of unfunded scope; and supporting and directing change control.
Commission – BAA: Heathrow Terminal 1 Reconfiguration, (November ‘07 – January ‘09)
Role: Strategic Scheduler
I worked as part of the Client Planning team I supported the delivery of an integrated portfolio of works that enabled the client to better understand and manage risks. The works are varied: complex new build of piers, demolition, refurbishment, and reconfiguration of working areas within an owner-operator environment. Challenges have been to bring vendors information into useable detail in order to deliver efficient progress reporting. This has varied from some projects reported every 1-3 days, to monthly.
Role: Planning Support Manager (Head of Planning)
The London Heathrow Capital Programme is one of the largest in Europe; 400 Projects, 7 Sub-Programmes, £4.8bn (including: Civils, infrastructure, IT, demolition), 61 million passengers p.a. Working within the Civil Aviation Authority Regulatory and Airline stakeholder environment, all works within the Asset Base have to be delivered to a pre-defined Capital Investment Programme within a full consultation process. All works are carried out within restricted working conditions due to passenger Service Quality Requirements. The focus for Heathrow is to deliver the Heathrow Transformation Programme in order to become the primary European hub airport.
My role was to take responsibility for the Heathrow Master Schedule and provide guidance and assurance to the team of 20 strategic planners working within the sub-programmes. Within this role I am responsible for producing the entire schedule Key Performance Indicators (Milestone and Project reports) that are communicated to the BAA Senior Management, Directors and the Airline Community.
My success in this role has been delivered via several methods. I have implemented procedural changes in order to reduce effort and errors in the delivery. Established a structured Peer Review programme backed up by Quality Status reports in order to advertise and improve the work delivered. I developed trust with identified key staff that can support quality and the change management process.
Other work I am involved with include: the assurance of the Cost/Time integration (Earned Value Management); any Quantitative Schedule Risk Assessment (QSRA) performed across the Heathrow Programme in order to assure the transformation; Implementation of Oracle (Primavera) Pertmaster & P6 Enterprise Planning software; Prioritisation of unfunded scope; and supporting and directing change control.
Commission – BAA: Heathrow Terminal 1 Reconfiguration, (November ‘07 – January ‘09)
Role: Strategic Scheduler
I worked as part of the Client Planning team I supported the delivery of an integrated portfolio of works that enabled the client to better understand and manage risks. The works are varied: complex new build of piers, demolition, refurbishment, and reconfiguration of working areas within an owner-operator environment. Challenges have been to bring vendors information into useable detail in order to deliver efficient progress reporting. This has varied from some projects reported every 1-3 days, to monthly.
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