Programme Manager (Babcock Marine (Clyde))                                                               Dec. 2006 to Date

Responsible for the delivery of all construction, mechanical, electrical, IT and comms. renewal and new build/provision projects through the complete lifecycle. These projects (c400 per financial year) range from £1K to £1M, with a standard total target cost of c£12M. To deliver this I manage a team of 3 project managers, 5 project controllers, 12 project engineers and 2 project/programme planners. Delivering to agreed budgets and KPIs for customers from MoD, RN and internal (BM). I have increased productivity/delivery by 35% year-on-year for the past 2 years through use of best practice, process improvement and team re modelling.

I have set up a programme and project dept. dealing with the strategic level planning (all 400 projects are in individual plans for control, updates and reporting and rolled up (automatically) to a level 2 integrated plan which contains resource allocation (over 200 personnel), fixed costs, man hour costs and tracking, milestone targets and achievement, etc. I also manage prioritisation of projects taking the initial request, turning it into a full business case, scoring this against a selection criteria adding it to the integrated business plan and assigning a project manager. I have set up standard reporting metrics (utilising EVM), project documentation templates, plan templates, risk, issue and change procedures, etc.

I have initiated and manage several improvement projects to help reduce the timeline on the lifecycle, these include; information management, requirements gathering (Concept & Definition), business case production, tendering process, contract production, cost account standardisation, acceptance criteria, supplier evaluation and stakeholder SLAs.

I am also responsible for standardising the project management methodologies throughout all departments.

This covers:

1. Benchmarking where the company is at the present time by researching existing processes and procedures.
2. Analysing results from the previous research and comparing these against best practice (Prince 2, PMI, APM BoK, etc).
3. Designing a methodology to suit the company from the above disciplines. As well as a high level generic set of processes, procedures and templates.
4. Aligning and joining with APM corporate.
5. Deploying APM based assessment and resulting TNAs to all project staff.
6. Rolling out the methodology, etc across the company.
7. Measuring the effect of the new methodology against past results.
8. Developing, deploying (inc. training) and managing an Information Management policy, procedure and system for all programme/project files (inc. drawings).
9. Assisting the various departments to produce a 2^nd. /3^rd. level set of methodologies to suit there needs from the high level ones.
10. Initiate an Integrated Business Management practice (S&OP)
11. Ensure reporting and planning using P3e/P6, MSP, IFS, etc is compatible with the new procedures, processes, etc. and standardising reporting (PSRs, Board reviews, etc) metrics (EVM, S-curves, etc).
12. Standardising Risk, change and issue management.

This has been an excellent change management challenge and has allowed me to use existing skills and develop new methods to manage the transition.

Operations/Programme Manager (AlanDick & Co Ltd)                                          Aug. 2004 to Dec. 2006

Responsible for operational/programme management for the deployment of:

Ericsson 3G mobile base stations.

This programme involved deploying AlanDick and sub contracted teams to carry out the tasks of upgrading all sites which currently house 2G equipment and have been selected for 3G upgrade, approx. 5000 sites across the UK, Ireland and 5000 in the EMEA region. Responsible for bid preparation, budget/margin setting and financial tracking throughout the lifecycle, resource recruitment, planning and man hour tracking, planning, from level 1 initially, to level 4 task lists, all levels with cost, task, milestone and resource scheduling, identification and production of tasks and milestone requirements lists on a weekly basis (4 week rolling view), production and presentation of time, cost, quality and schedule progress reports, risk, issue, change, quality, environmental and H&S management control and reporting. Budget = c£150M. Staff = c30 FT and 100 contract. Project delivered within 6% of budget and 1 month ahead of schedule.

2.5/3G new system deployment – MTN Nigeria

This project involved, after bidding for and winning the contract; working from the production of a concept, designing, implementing (including integration into existing national fixed network), test & commission hand over and close, warranty negotiation and contract and reporting proof of benefit realisation on a brand new mobile network, which has allowed MTN to become the biggest and most successful  mobile network in West Africa. Responsible for bid preparation, budget/margin setting and financial tracking throughout the lifecycle, resource recruitment, planning and man hour tracking, planning, from level 1 initially, to level 4 task lists, all levels with cost, task, milestone and resource scheduling, identification and production of tasks and milestone requirements lists on a weekly basis (4 week rolling view), production and presentation of time, cost, quality and schedule progress reports, risk, issue, change, quality, environmental and H&S management control and reporting. Budget = c£220M. Staff = c15 FT and 130 contract. Project delivered within 5% of budget and 2 weeks behind baseline schedule (forecast this delay for 6 months prior to end).

GSM-R secure mobile comms system for Network Rail

This project involved bid preparation, concept, design, implementation (including integration into existing fixed network), test & commission, hand over and close and warranty/maintenance negotiation and delivery of a UK rail network wide mobile comms system to supply Network Rail with a secure communications link to all stations, signal points, maintenance parties and trains. Responsible for bid preparation, budget/margin setting and financial tracking throughout the lifecycle, resource recruitment, planning and man hour tracking, planning, from level 1 initially, to level 4 task lists, all levels with cost, task, milestone and resource scheduling, identification and production of tasks and milestone requirements lists on a weekly basis (4 week rolling view), production and presentation of time, cost, quality and schedule progress reports, risk, issue, change, quality, environmental and H&S management control and reporting. Budget = c£50M. Staff = c15 FT and 60 contract. Project delivered within 15% of budget and 2 months behind schedule, due to agreed scope changes.

Project Manager (AlanDick UK Ltd)                                                                                       2001 to Aug. 2004

Responsible for managing five separate projects covering install and integration of broadband equipment into BT exchanges.  Including all DSLAM, routers, WLAN and associated equipment, Cellular upgrades for 2.5G and 3G, TMA deployment and cellular site builds including masts, antennas, BTSs, cabling and power.

Accountable to director level for resourcing (100 full time staff (5 PIMs, 5 Project co-ordinators 20 team leaders, 70 engineers) and 100 agency/contractors across the UK), financial (£15M income pa sustaining 25-30% margin and tracking on IFS and by using project metrics, S-curves, EVM, etc), budgets, change management, contract management, cost account management, SLA’s, customer relationship management, project plan development and management (APM lifecycle on MS Project, IFS tools), RFQ responses on availability and pricing, business development, and new project decisions on implementation and resource.

Responsible for Quality, H & S, policies, procedures and work notice implementation throughout the team and business development for existing and potential customers.

Successfully produced and deployed an APM based common methodology for global company deployment.

Armed Forces - Royal Signals 1982-2001

Commanding airborne and special forces communication deployment, operation and maintenance in all global theatres.