Founder of Project Management, IT Networking, Securityconsultancy.

Customers include:

SITA - service provider of IT business solutions and communication services to the air transport industry

Engaged to provide Project management in support of the Airline Relocation Programme (ARP) at Heathrow Airport. Where airlines were migrated out of Terminal 2 in readiness for its demolition. The key role was to develop and manage the ARP Programme Office in support of the ARP as well as deputise for the Programme Manager and manage workstreams when needed. Duties included:

• Engaging with the project team ( including vendor resource) to agree deliverables, project plan, roles & responsibilities
• Planning and chairing project workshops ( Project Definition, Risk and Technical Definition)
• Chairing project review meetings and exec review meetings
• Providing updates to the customer ( BAA)
• Developing processes and documentation (Communications, Governance & Risk plans, Templates, Milestone definition Sheets, Document management processes etc) in support of the ARP
• Directing audits and collating audit information to support Airline Moves
• Managing risks and issues
• Raising and managing change requests
• Raising requests for and managing resource,
• Monitoring spend against agreed budget & reporting cost and schedule variance
• Producing Executive steering committee reports
• Identifying opportunities and supporting development of SITA’s professional services



Royal Bank of Scotland – International Banking organisation that boasts Coutts, Direct Line Insurance & NatWest among it constituent organisations with half yearly income growing by 10% in 2006 to £13,642 million. Carpyne Ltd was engaged to deliver project management for the following projects:

vPro - Project management of a PC management solution utilising the Intel vPro product. The bank conducted a proof of concept study and decided to enable this product on the strength of the power cost savings that could be achieved over 2 years (£1.5m). P C managed the solution implementation that included the design, test and implementation of a server infrastructure as well as deliverables for measuring the financial benefits, and the definition of a power management policy that was required as a result. Engaging and managing internal RBS resource as well as Intel and Microsoft consultants with a view to implementing the solution and incorporating it into the production environment by Q1 2008.

MFD - Project management of the implementation of a multifunction Print/copy/fax managed service solution provided by Xerox into newly refurbished buildings in London. This solution also required a server infrastructure to support the solution as well as integration of Xerox support resources and procedures into the existing support organisation in RBS by December 1 2007.

McAfee - Project management of a Sophos Anti-Virus replacement project throughout the entire group estate. The replacement product of choice was McAfee Anti-virus & Anti Spyware running over McAFee’s ePo (ePolicy Orchestrator) delivering security policies and DAT file updates to 110,000 workstations, 8000 servers and ATM’s. The programme was split into 10 workstations with Carpyne taking responsibility for the Project Management of five of these workstreams.

All three of the above projects required some or all of the following activities to be managed by P C in his role as Project Manager:

• Pre project activities ensuring that project governance was in place, developing estimations & business cases as well as submitting to review boards
• Engaging with the project team ( including vendor resource) to agree deliverables, SLA, project plan, roles & responsibilities
• Planning and chairing project workshops ( Project Definition and Technical Definition)
• Chairing project review meetings
• Developing and managing execution of project plans
• Managing deliverable creation and its submission to Fit For Design and Fit For Production checkpoints
• Managing risks
• Developing and managing execution of recovery plans
• Raising and managing change requests
• Chairing Project Control Committee meetings
• Raising requests for and managing technical resource,
• Managing the development of Workstation builds and update packages for deployment throughout the estate by engaging with Engineering and release management
• Monitoring spend against agreed budget & reporting cost and schedule variance


Aperture - A data Centre management software company. Carpyne Project managed the implementation of the Vista product into Credit Suisse and Reuters as well as produced a methodology for use by the Aperture professional services team.

• Led project Implementation teams
• Interfaced with Key project stakeholders whilst managing expectations
• Managed, updated the plan and reported on progress
• Flagged and managed issues and Risks
• Managed support issues in order that the technical team could focus on delivery
• Updated project schedule
• Chaired Project review meetings


Virgin Holidays - Provided Project management for two projects

1. To drive a business critical project with the objective of forming an alliance with an international travel agent to use joint branding to protect the retail distribution channel and grow the long haul holiday business. Successfully delivered signed Heads of Terms and contract between the two organisations and managed the launch and PR. Also delivered a brand guidelines document as part of the project, creating it from scratch.
2. Project managed a Content Management implementation project. Developed an RFI and engaged Vendors in a tender process where they were required to provide a Content Management solution to Virgin Holidays

Activities for the projects included:

• Leading scoping workshops and created RFI
• Engaging Vendors, socialized the project vision and objectives,
• Created Project Initiation Documents, defined deliverables, communication plan, change plan, escalation plan,
• Creating and updating project schedules
• Defined and led the project Organisation
• Chairing Risk assessment workshops
• Chairing Project review meetings
• Managing communications to stakeholders including presentations to the board of directors
• Monitoring and managing project progress through Project review, schedule review, issue and risk review and produced weekly project status reports
• Managing the development of new product development, brochure production and web development processes in readiness for the new system
• Fielding vendor questions on the RFI

Responsible for the Project management of implementations and development of the Professional Services and IT support teams. Successes include:

• Developed a Engagement Methodology & pre-sales scoping process and supporting documentation
• Turned around a key project that was floundering, successfully managed it to its completion.
• Carried out support manager duties. Prevented the loss of dis-satisfied customers.
• Re-motivated a member of the internal support team, thus preventing his dismissal
• Proactively developed relationships with vendors and partners consultancy’s
• Negotiated consultancy rates and contracts with partners (e.g. down from £750 to £550 for one partner)

Successful Project management of:
• A sensitive security project to a large international Telecommunications company worth approx £300,000. Negotiated one contractors rate saving Blue Cube £2000 in the process
• Blue Cube Corporate network upgrade in order to significantly improve the level of perimeter security and resilience whilst saving Blue Cube £4500 in the process
• Biometrics rollout to all internal users
• Multiple smaller projects consisting of single to multi day engagements

• Created an engagement and enablement methodology and processes for the channel sales team
• Developed team and project web pages for inclusion on the corporate website
• Project managed engagement and enablement of new resellers
• Project managed internal projects to facilitate the development of new business
• Configured, led, motivated & managed cross functional project teams
• Acted as project management support to internal sales teams focusing in the development of new business in the SOHO sector

• Worked with account managers in the development of their accounts through face-to-face pre-sales activities, bid response and account development
• Direct responsibility for the selection welfare, motivation, development and performance of up to 19 consultants.
• Managed business unit P&L resulting in £1.5m turnover
• Led a Network Management Technical Practice. Increased membership from 5 to 12.
• Cultivated relationships with 3rd party Vendors & internal product houses resulting in free training to a value of £8000
• Fulfilled the role of Project MC, which in two cases resulted in extensions to the original scopes of work
• Initiated a mobile phone cost reduction programme in the business unit saving £8000
• Helped execute a re-structuring programme resulting in a 25% cost reduction to the business
• Re-motivated and prevented the departure of a key team member whose promotion had been blocked.
• Carried out Internal knowledge share of Project Management tools, techniques, best practice and methodology

Successfully project managed the following:
BT: The implementation of performance management client software across 10,000 PC’s. The project had suffered due to constant organisational re-structuring, interoperability issues with 3rd parties’ software products and the clients’ lack of project management capabilities, resulting in a project that forced management by crisis. Regained project control by:
• Driving the 3rd party & Lucent to participate in finding a solution to the problem.
• Introducing formal monitoring, control and feedback & reset customer expectations against agreed deliverables
• Cultivating a relationship between the product support team and the client project team resulting in an agreed fault reporting process, escalation path & product updates
• Improved the relationship, such that the client was happy to signoff additional consultancy work

COLT:
• Project managed the development and delivery of a business case for a PoP consolidation project promoting savings of £16.5m over 4 years.
• Re-enforced the relationship to ensure we were allowed to bid against two further opportunities worth a total of £43m
GTS:
ISP provisioning business process development project, responsible for:
• Process & procedure development
• NOC design, staffing and knowledge transfer
• Management of technical consultants within the project team
• Weekly feedback and reporting to customers
• Extending my engagement from 6 to 20 weeks, resulting in total project revenue of £900k

• Successfully project managed Cisco LAN/WAN infrastructure implementation projects ranging in value from £400,000 – £1.5million for the DTI, Morgan Stanley, One to One & Vodafone,The Disney Corporation, Kings College London & Cap Gemini
• Launched and promoted the Corporate Year 2000 project.
• Devised a methodology based around British Standards and the PMI body of Knowledge

Contractor providing Network support and implementation services for:
Taylor Nelson AGB -
Franklin Mint Ltd -
British Petroleum -