PROGRAM/PROJECT MANAGER
Program /Project Management

Experienced delivery focused, value driven Portfolio, Program and Project Management Professional with proven record in Requirement Management, Developing and Championing initiatives within cross-functional teams:

• 10+ years influence management and team leadership within highly matrixed organizations managing Portfolio, Programs and Projects and Business Change and Transformation initiatives in the private and public sectors including Healthcare, Energy, Utilities, Aerospace, Banking, Insurance, Finance and Information Technology.
• PMO Processes - Proven experience and success in establishment of Program/Project Management Offices (PMO) in complex Programs with responsibilities for the implementation of Program Delivery Strategy while taking the lead on program controls.
• An MBA with focus on delivering the corporate agenda with proven skills of project selection and portfolio management based on combination of numeric and non-numeric models, which are accessed via the evaluations of detailed business cases.
• Adept skills in the continuous evaluation of business cases throughout the program/project lifecycle to ensure the validity of the program/project underpinned by strategic and routine business planning process of resolving a problem, identifying an opportunity or aligning with corporate strategy in support of investment decisions. Skilled in strategic options appraisal and affordability analysis ensuring only Programs/Projects delivering best Value for Money (VfM) takes priority.

EDUCATION

Confidential, MBA, 2012
Confidential, Bachelor of Science, Mechanical Engineering, 2002

PROFESSIONAL AFFILIATIONS

• PMP, Project Management Institute (PMI) - (License #1503732)
• PRINCE2, Practitioner certificate in Project Management - (License #P2R/608749)
• MSP - Foundation certificate in Program Management - (License #MSPR/23889)
• ITIL Foundation Certificate in Service Management
• Enterprise Document Management System 2006
• Oracle Certified Professional (Oracle 9i Database Administration), 2003
• Information System Audit and Control Association (ISACA) - Member

PROFESSIONAL EXPERIENCE

Confidential, 02/2011 - 04/2012 
Program Manager, Business Technology Services
Guidewire Claims Transformation Program 
Confidential is one of the largest personal lines insurer in Europe. RBSI sells and underwrites personal and business insurance over the telephone and internet, as well as through independent brokers and partnership.
The RBSI Group Claims Transformation Program is a $250 million online business technology (e-commerce) initiative that transforms the group's Claims Business. It replaces the group's legacy claims system with a solution based on Guidewire technology.

• Created and executed online strategies collaborating with business lines as a strategic partner to implement and manage products, web contents and functionalities.
• Created project plans ranging from simple to complex for insurance services and products implementation projects.
• Updated project plans accordingly, used relationship management skills to escalate and negotiate issue resolution with business partners to ensure project completion within timelines.
• Identified customer requirements and provided solutions for successful program rollout.
• Implemented new commercial insurance programs, which included providing on-site training, establishing volume goals, initiating product usage and developing strategies for program growth.
• Coordinate management activities of various projects to obtain strategic business and other organizational objectives.
• Responsible for developing credibility, establishing relationships, and communicating with stakeholders at various levels.
• Design and start projects, and responsible for controlling cost, reducing waste, staffing, performance of component projects, and ultimate success and project approval.
• Work with technology and programming groups as a program/project expert on the development and improvement of attribution programs and other technology related projects.
• Responsible for managing the management of the transition from program/project to operations (BAU-business as usual) including alignment of processes and cross functional training.
• Engagement with workstream leads/project managers for the maintenance of key project control documents (plans, risks, issues, and dependencies); responsible for the review of Program/project risks, issues and progress, taking such action as necessary to ensure minimum impact on Program deadlines with escalations to Program board where necessary.
• Responsibilities for adhoc Program metrics analysis, KPIs measurement and analysis and presentation of reports and presentations to Program boards.
• Responsibilities for Program communications.
• Responsible for tracking internal and external Program/project dependencies
• Responsible for producing regular Program/project progress reports, organizing and conducting routine review meetings.
• Responsibilities for the Program Change Management; identifying and resolving where a change in Program/project scope has to be considered.
• Program resource coordination

Confidential, 09/2009 - 02/2011 
Program Manager, 
The Imperial College Healthcare NHS Trust (ICHNT) consists of Charing Cross, Hammersmith, Queen Charlotte\'s & Chelsea, St Mary\'s and Western Eye hospitals.

Confidential has a turnover of $1.5 billion. It offers more than 50 clinical specialties with staff strength of 9,700. Arguably one of the largest portfolios of health services in Europe, the ICHNT treats about one million patients annually.

Confidential had a capital investment program of $300 million in the 2009/2010 & 2010/2011 financial year, the majority being estates (construction) based, with the balance on IT and medical equipment procurement. The program had over 300 individual projects.

Whilst there are some mechanisms in place for monitoring the progress against this Program, several refinements are needed to ensure that the financial and project information is reported robustly and regularly to Directors.
Responsibilities

• Delivery/Execution: Applied technical knowledge, planning expertise, and a holistic view to program/project lifecycle management to ensure stakeholder engagement, appropriate team composition, and ultimately on-time, successful completion of goals and deliverables.
• Coordination & Communication: Managed day-to-day operational aspects of the capital projects, ensuring clear, pro-active and relevant communication flow to team members and stakeholders.
• Work Plan Management: Created and executed detailed program work plans and revises as appropriate to meet changing needs and requirements. Ensured program documents were complete, current, and stored appropriately.
• Resource Management: Identified resources needed and coordinated approval of internal resources and recruitment of external contractors if needed. Assigned individual responsibilities within project team and managed resource allocation.
• Budget Management: Managed program/project budget, tracked team hours and expenses, and reported on program/project burn rate. Ensured timely and accurate invoicing, and monitored receivables for program/project as appropriate.
• Quality Oversight: Reviewed deliverables prepared by team before passing to customers. Prepared for engagement reviews and quality assurance procedures.
• Project Management Governance: Effectively applied program/project management methodologies and enforces project standards. As required, reviews and oversees external project managers to ensure they are appropriately managing their projects and adhering to the organisation's project management governance processes.
• Issue/Risk Management: Managed, resolved, and escalated (as appropriate) issues to ensure high quality deliverables. Minimized exposure and risk on program/project and ensured appropriate action.

Senior Program Analyst
The Student Loan Sales Program 
The Student Loan Sales Program creates and implements a business model that will provide Government with the sustainable capability to sell Income Contingent Repayment (ICR) student loans to the private market at fair value for the tax payer and at a time of its choosing, dependent on operational readiness and the market conditions.

The Program was established to develop a new asset model based on the sale of student loan debts and to then sell these assets, by way of an investment bank acting as sales arranger, on the open market. The size of the loan book is about £22 billion.

Skills Funding Agency Transition Program
BIS is the sponsor department of the Learning and Skills Commission (LSC), which has annual expenditure of £12 billion and is to be decommissioned and replaced by two new organisations (one dealing with learning for under-19s and the other for adults (Skills funding Agency)) on 31 March 2010.

Skills Funding Agency Transition Program creates a focused, streamlined agency, close to Government with an operational role in funding of the adult skills market. It will be a funding body, not a funding and planning body, with a national and regional presence which enables skills activism
Responsibilities

• Designed and applied an appropriate framework for managing and tracking the progress of the Program. This framework complies with the standards defined in Prince2 and Managing Successful Programs (MSP)
• Proactively managed and tracked Program and Project performance, working closely with Project Managers and reporting back to the Program Director.
• Ownership of the Program Quality, Configuration and Change Management Processes.
• Liaised with the Stakeholder Engagement project to ensure that internal and external Program communications are aligned
• Established consistent standards of Program and Project management, reporting and control across the Program
• Managed the Program finances and reporting to the Program Manager on spend against budget
• Designed and implemented the resourcing and procurement processes
• Ensured that the Program is well prepared for the reviews by external bodies, including the Office for Government Commerce (OGC).
• Generated and managed the processes for the Program governance and controls.

Confidential, (Now Nationwide Building Society) 11/2007 - 02/2008 
Program Analyst
The Derbyshire Building Society Core Systems Replacement (CSR) Program is an IT infrastructure refresh Program that is replacing Society's central system (an ICL Mainframe) with a solution based on Microsoft SQL Server.

• Set up, implemented and managed Program Office Processes and Best Practices.
• Produced and managed the processes for the Program governance and controls vis-à-vis; The Risk, Issues and Dependences Management Processes and the associated logs.
• Measured performance benchmark and produce comparison review studies (using advanced excel skills)
• Produced monthly Program progress information Reports, (Slide Decks, Management Information Packs)

Confidential, 01/2007 - 10/2007 
Program Analyst
RWE European restructure includes the setting up of an internal structured business profit centre to forward best practice and support in the provision of IT infrastructure services to the RWE European group. With a follow on in taking the business forward in the next phase.

• Project Planning, Controls, Quality Review, Change & Configuration Management

Confidential, 04/2006 - 12/2006 
Program Coordinator

Confidential, 01/2004 - 03/2006 
Project Information Manager

Confidential, 07/2002 - 01/2004 
Senior Faculty / Project Leader

Confidential, 06/2000 - 12/2000
Intern Process and Maintenance Engineer

HIGHLIGHTED CAREER ACHIEVEMENTS

• Last 10 years ofProgressive Business Change/Transformation Program/Project Management experience in Large Programs/Projectsin Multinationals
• Greatly exceeded program growth goals, including implementing and managing the largest healthcare provider in Europe's Capital expenditure Program with annual spending in excess of $250 million.
• Identified customer requirements and provided solutions for successful program rollout.
• Oracle database certified professional, expert user of Excel, adept with Business Objects and other Data manipulating tools for delivering business objectives.
• Extensive experience in data analysis, with an eye for details, forensic investigative capability with proven record of delivery.
• Advanced user of MS Project (similar to clarity)
• Owned Planning and financial responsibility, configuration management strategy, change management, program resource coordination, and contracts and vendor management
• Last 4 years of Financial Sector experience in managing and supporting very large programs
• Certified in PMP, PRINCE2 , MSP, ITIL, and Oracle Database
• MBA from top4 Management School in UK, Top 27 Globally - FT 2012 MBA Ranking.
• Most recent experience - Guidewire Claim Transformation Project (Royal Bank of Scotland Insurance) - A software implementation project for largest insurance company in the Europe.

• Makes Sound Decisions: Focuses on important information without getting bogged down in unnecessary detail. Probes and looks past symptoms to determine the underlying causes of problems and issues. Applies the appropriate technical knowledge, information, and expertise in making decisions. Decisive in the face of uncertainty or ambiguity.
• Leverages Financial Data: Makes prudent decisions regarding expenditures. Draws accurate conclusions from financial and quantitative information. Accurately forecasts costs. Summarizes and uses financial performance data to provide useable feedback and clearly communicate results.
• Builds Realistic Plans: Identifies action steps needed to accomplish objectives. Prepares realistic estimates of resource requirements needed to accomplish team or work group objectives.
• Manages Execution: Conveys clear expectations for assignments; monitors progress of others and redirects efforts when goals change or are not met; holds people accountable for achieving their goals. Does not allow unexpected obstacles to derail progress. Encourages others to set challenging goals and high standards of performance. Fosters a sense of energy, ownership, and personal commitment to the work. Provides honest, helpful feedback to others on their performance. Helps other identify and prioritize their development objectives.
• Communicates Effectively: Communicates clearly, concisely and persuasively; able to adjust and adapt communication style as appropriate to different audiences, including executives. Encourages others to share information and viewpoints frankly and openly. Proactively shares timely updates and information with relevant parties.

• Program & Project Management
• Communication Skills
• Relationship Management
• Customer Focused
• Organization Skills
• Management Reporting
• Teamwork
• Meeting Facilitation
• Project Selection & Evaluation
• Project Planning
• Project Health Checks
• Portal Content Management (Sharepoint)
• Business Object
• Database Management Systems (Oracle, SQL,)
• Document Management Systems (Documentum, FileNet, Livelink, Windchill, MS Sharepoint, Meridio)
• Microsoft Office Suites, including MS Project, Visio, Excel, PowerPoint, Access, Outlook

METHODOLOGIES

PMI PMBoK PRINCE2 Project Management Methodology MSP - Managing Successful Programs Portfolio, Program and Project Management Maturity Model ITIL Service Management Framework COBIT 4.0 SDLC DMAIC AGILE WATERFALL