The Identity Services Foundation (ISF) Project Team had to complete a short feasibility study on how to make IPS’ existing identity services more robust and structured, gaining benefits in efficiency too. This indicated changes to services, processes, systems, organisation and resources in a To Be business model.

Responsibilities:

In a short assignment, design the approach to analysing organisational activities covering management, roles and skill assessments
- Identify priority areas for an operational model in line with business needs
- Assess skill sets against existing and proposed roles and make recommendations for changes
- Assist with initial interviewing
- Ensure appropriate quality of activities using PRINCE2 and other standards

Results:
- Conitrbuted to project initial document and plan
- Constructed and reviewed Risk Register and Issue Log
- Interviewed stakeholders and workshopped process environment around performance
- Delivered approach for organisational design which consisted of mapping current organisation (with touch-points), compilation of roles (with resources and grades) and a competency model

The interim role covered the management of ICT support resources in difficult circumstances while a major organisational transition was rolled out; acting as head of the team which supports vital knowledge-based and content management systems; assisting in transition activities to form a single new division, the Parliamentary Information and Communications Technology (PICT)

Responsibilities:
- Maintain and improve business-as-usual services to knowledge users throughout Parliament
- Introduce new processes to improve performance – based on best practice, namely ITIL
- Manage team of database developers and administrators plus suppliers and third parties
- Acquire and manage internal and external stakeholders
- Control the handling of incidents and problems affecting services
- Monitor budget of £1m, accounting for expenditure and variances
- Produce and agree forward work plans with prioritisation and resource schedule
- Ensure appropriate quality of activities
- Assist with the completion of organisational transition tasks
- Hand over to permanent job holder

Results:
- Stabilisation of systems which had a difficult development history
- Stakeholder analysis with communication roadmap
- Smooth transition to a unified ICT organisation for this support unit

Time-critical design and implementation of innovative, service management system for a 15-year facilities management contract into a sensitive part of the Ministry of Defence (MoD)

Responsibilities
- Manage three overlapping workstreams to map 40 service delivery processes, produce web portal and implement service desk with full service performance reporting
- Create project management environment to PRINCE2 standards
- Manage the project in terms of progress reporting, issue control and risk management
- Plan and control project resources of up to 10 Serco employees and consultants using a budget of £850,000
- Hand over to permanent project manager
Results
- Project Initiation Document with project and quality plans plus resource and cost schedules
- Total governance structure
- Project started with first process mapping milestones met and IT development started
- Knowledge transfer to team and incoming project manager

Responsibilities during 2005
- Review IT performance against CMMI performance model and ITIL good practice
- Prepare and executed improvement plan in bite-size projects
- Scope outsourcing of IT operations and support at estimated annual cost of £100,000 per year
Results
- Introduction of recognised IT service desk practices with metrics
- Updating of IT infrastructure at a cost of £60,000
- Managed and coached IT staff until handover to new IT Manager
- Assistance in due diligence during acquisition by ATS in October 2005

Responsibilities
- Work alongside and coach civil servants
- Improve efficiency and effectiveness in order to increase productivity of departmental staff
- Achieve better project governance
Results
- Mapped existing processes on to PRINCE2 to determine service failure points, especially impact analysis of change and OGC Gateway compliance, through interactive workshops
- Developed multi-dimensional performance framework linked to these New Ways of Working
- Modelled required skill levels in project management and the best governance model for departmental Centre of Excellence including quality reviews, risk and issue management and programme portfolio planning and management
- Developed and agreed new role descriptions based on stakeholder analysis
- Planned and executed communication conference for 100 specialist suppliers on project management, curriculum development and school construction
- Integrated external suppliers of project management processes and resources into the Division’s activities and governance model

Responsibilities
- Map 50 core processes in the national Head Office using IDEF0 and UML documenting the ‘As-is’ and work-shopping the ‘To-be’
- Be the Configuration librarian
Results
- Researched education and community issues in relation to LSC duties in supporting improved provision
- Built new business model through team approach involving external and internal staff
- Identified areas for radical cost savings – 30% of headcount overall
- Coordinated individual programme threads with simple Gantt chart controls
- Catalogued benefit profiles in line with the benefit management strategy
- Maintained project team communications through progress meetings and action plans
- Developed plan for resultant organisational change programme showing project dependencies, tranches and major review points
- Prepared briefing papers and delivered progress presentations

Responsibilities
- Evaluate the methodology, tools and processes
- Verify that PIMS is an accurate extrapolation of the Association for Project Management (APM) and the Project Management Institute (PMI) best practice methodologies respectively
- Assess the compliance of the PIMS methodology and processes to generally recognised best practice
- Confirm, or otherwise, fit for purpose of PIMS for use with UU’s capital investment programme
Results
- Examination showed that PIMS was a cleverly adapted a bottom-up design process with emphasis on participation but it lacked practical linkage to current engineering activities – now to be enlarged with project management
- Compliance was good – thanks to significant external assistance
- Recommendations were made about transition management e.g. guidelines, templates

Responsibilities
- Acted as project manager while incumbent was on sick leave
Results
- Introduced suitable IT programme and project management processes based on PRINCE2
- Produced project initiation document (PID) and re-scheduled programme to realistic timeframes
- Coached Project Board members on their responsibilities
- Created project office capability
- Monitored delivery against the project plan and prepared exception reports and plans where necessary
- Prepared papers for the Project Board, drafted minutes and monitored actions
- Identified problems with supplier