ongoing
Between assignments I work on other interests: writing, photography etc.

I was brought in to run the development of the high level business requirements for the identity services that will be offered by the IPS. I established effective working relationships with the CIO team and with them took a robust role in the formation of the overall strategy, challenging inappropriate assumptions. Created the generic service vision and strategy and aligned it with the emerging strategic direction. Worked with other IPS programmes to ensure alignment of the propositions.
Achievements:
• Facilitated merger of two teams so his job could become redundant
• Created strategic propositions and business development strategy.
• Secondary legislation contribution ahead of schedule
• Deputised for the Executive Director on cross department/ government boards.

Former colleagues sought assistance with a business start up providing business solutions and process consultancy based on their own business logic/ workflow toolset. Role is to lead the marketing and analyse opportunities, define propositions, identify prospects and establish a sales process.

Initial role was on a politically sensitive multi-agency programme run by Criminal Justice IT. I was to ensure that PITO met its obligations and to get a more realistic scope and the overall programme focussed on business not technical solutions –achieved in 8 weeks. Iwas asked to support and mentor another, under pressure, manager. I initiated a major procurement project for a support and maintenance contract (expected value around £60million). I undertook a review to prepare programme for any third party audit.
Achievements:
• Met objectives and achieved closure of inappropriate project in 8 weeks.
• Provide mentoring and supporting to Services & Application Management team.
• Formal initiation and design of an OJEU procurement & negotiation for a £60+million service contract.
• Pre-audit review of the programme and its supplier management.

I was brought in as Deputy Programme Director IMPACT programme with particular responsibility for programme management at the time the business case was being finalised for this high visibility £370million Police information sharing programme.
Achievements:
• Ensured that the programme had clear scope by creating a Vision, Blueprint and Capability Roadmap
• Reorganised the 125 person organisation to focus on delivery with defined roles and responsibilities
• Changed the programme focus from IT product to business change
• Turned round an existing product delivery project by ensuring it had clear scope and plans.
• Implemented programme and project processes and management disciplines
• Created a Programme Design Authority to & adopted an Enterprise Architecture approach

I was brought in to strengthen the project discipline and to provide experience of civil government projects on the FireControl bid team of this defence company.
Achievements:
• Advised and mentored the new project director on organizational, technical and non-defence matters.
• Facilitated a new approach to migration and change management to improve the deliverability and benefits of the Thales’ solution and reduce the cost of the bid. Mentored the migration project manager.
• Support the project management workstream negotiation with the Office of Deputy Prime Minister
• Develop win/ lose themes and revise the win plan for the bid.

I took over responsibility for turning round technical delivery of this major ERP project (HR, Payroll, Finance, Decision Support - ~£300million) – the largest implementation project for Oracle eBusiness 11i in Europe for rollout rolled out to 130,000 users. Principal role was technical and service delivery, data migration, systems integration and the management of the suppliers (Oracle, EDS, Fujitsu). I reported to Project Director and Programme Board, Project Steering Committee. I was extended for 12 months after 8 weeks.
Achievements:
• Procured an operator using the rarely used Restricted OJEU procedure. This was run to a tight schedule after six months of delays prior to my arrival.
• Got the systems integration and data migration back on track with integrated plans.
• Create a data migration path to take and clean data from more than 80 legacy systems
• Ensured that the solution architecture was complete and documented with proper technical governance
• Built an effective systems integration team.
• Technical and data implementation was well established when he left

I was Director establishing a new Criminal Justice Administration directorate for PITO with 65 staff and annual budget of £85million. It was responsible for providing mission critical Custody and Case Preparation and other systems to 43 police forces. Represented PITO on cross department Criminal Justice IT organization and liaised, at Director level, with the Home Office, criminal justice organisations and ACPO. Member of the PITO Executive Operational Committee, programme boards and attended the PITO Board Meeting.
Achievements:
• Establish the new directorate
• Deliver new versions of Custody and Case Preparation applications
• Clean up the historic over-spend and confused contractual position with principal supplier
• Introduce change management to bring discipline to development and release management
• Work with forces to ensure that their data could be transferred safely to the new systems
• Establish a benefits realisation team to ensure that planned benefits are achieved
• Hand over a clean position to the permanent director and provide induction and initial support.

In September 2002 I took over a troubled Electronic Staff Record (ESR) project as interim project director. Budget was £330million to support 1.2million employee at 600 sites. The team was 150+ people with 100s more at 44 pilot sites. This is a major PFI project and Ichanged it from an IT to a change led project with focus on benefit delivery. He reported to the Deputy Director of Finance for the Dept. of Health, Chief Executive of NHS Shared Services, Shared Services Programme and HR Directors and worked with senior supplier management.

Key role was making the supplier consortium address its project control issues with a programme office and project manager to manage sub-contractors. Responsible for supplier management and a £27million budget..

Initially I was initiating the Finance and e-Commerce project,a PFI/PPP (£550million) project, for NHS Shared Services Taskforce. I worked with the Shared Services Finance Director and Directors of the NHS Purchasing and Supply Agency to define scope. He oversaw a supplier briefing day for 100+ suppliers and follow up. He worked with major suppliers to ensure they would bid.
Achievements:
• Started formal initiation of Finance & e-Commerce, built the core team, gained supplier support
• Changed behaviour of prime contractor on ESR and made them face their lack of project control
• Addressed the weaknesses and stabilised the situation, whilst keeping the ESR project moving forward.

I established a business change programme, procedures and programme office for the National Probation Directorate (NPD) before passing it to permanent manager. NPD had a programme (140+ projects) to build the new organisation (~£500million). I got to grips with an IT Programme which had a history of poor performance on IT projects (severely criticised by NAO). Put on track and handed over to a full time manager.
Achievements:
• Put IT programme back on track, handed over to a new manager and created a programme office
• Established project approval, reporting and other project management processes based on PRINCE 2
• Ran project management workshops to raise the project management capability
• Took the Change Programme through a successful review by the Office of Government Commerce