Programme and project delivery
Where appropriate, assignments undertaken by TPC use the MSP (Managing Successful Programmes) and Prince2 programme / project management methodologies to achieve targeted outcomes and benefits.
Key Achievements
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Vendor selection of global technology solutions with significant savings (£1.5m)
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Successful management of several global business technology projects
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Virtual global cross-functional team management
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Rescued FTSE100 technology projects (see the Review service)
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Introduced and mentored programme and project management concepts and practices to several organisations
Capabilities
Change programmes and projects (business and technology)
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Delivery on time and to budget, within project constraints
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Key business and finance representative on business, finance and technology initiatives to ensure delivery of 'business solutions' (not just technical implementations), with emphasis on 'fit for purpose' and performance assurance
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Assurance of governance processes, effective organisation and control, blueprint definition, business case development, benefits realisation, risk and stakeholder management and especially critical communications
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Cross-functional and international management - marketing, operations, finance, senior management, corporate, etc.
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Comprehensive cause and effect analysis, supplier management, detailed planning and vendor contract negotiations with significant savings (£m)
Introduction of programme and project concepts and methodologies
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Recommendation of proven MSP and Prince2 trainers
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Bespoke project management framework development using Prince2 concepts and principles (e.g. bespoke IT outsourcing project management framework)
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Mentoring of staff in P&PM concepts and methodologies 'in anger'
Reference Client Assignments (a selection)
Please note: there are usually two or more services used at each assignment, the paragraphs below show only the aspects of each client assignment relevant to each service
Tyco Healthcare
Project managed a BPCS manufacturing ERP implementation working closely with central IT
PartyGaming
Oracle eBusiness project implementing Finance, Procurement and HR modules – country project management for Bulgaria, Israel and UK with weekly travel to these locations, virtual team of 8
Danoptra Limited
£2m change programme for Head Office covering IT infrastructure, business process changes, telecoms cost reductions, cash management and project management training, 15+ team members
Whitbread PLC
Challenging and successful project management of Adaytum Planning (now called Cognos Planning) system implementation for a £1.1b turn-over restaurants division, undertaken during structural change – major reorganisation and office relocation, facilitated the department through a strategic, tactical and task prioritisation process
TwiningsOvo Group
Led an international project team of 10 through vendor selection (RFI, RFP), negotiation, contract and ‘total cost of ownership’ (TCO) processes to select a global performance and reporting solution
Mentored staff in development of the company's IS Project Management Framework using Prince2 principles
Hilton Group plc
Fast take-up of the project management of a troubled Cartesis Magnitude project (consolidation, forecasting and reporting) – scope of 900 reporting units, including 600+ hotels around the world, 12 staff, re-base lined the project, re-instated project disciplines by workstream, created project plan of way forward in MS Project, refocused the infrastructure team on bandwidth and latency end user concerns, a critical project risk, moth-balled the project due to the Hotels division takeover by Hilton Hotels Corporation (USA)
NCSL
Introduced Prince2 concepts (ahead of Prince2 and MSP adoption later in the year), including minimum project scoping and planning for all initiatives and projects
George Wimpey (UK) Ltd.
Co-project managed a business performance management (BPM) Geac MPC (Management Planning and Control) systems implementation, including third party LogicaCMG management, team of 7, rescued the project from negative project performance issues and two re-phasings, re-focused the project team after key people moved on to other internal positions
Dept. of Information Industries
Design team member for the South Australian Government’s IT outsourcing programme of a project life cycle framework covering: project initiation and prioritisation, business case development, and business risk management.