making change successful  
line decor
  
line decor
 
 
 
 

 
 
Change Programme Delivery Manager:


Programme managing part of a six-year programme for a government agency to replace its core systems with flexible web-based solutions.
The role involved simultaneously managing eight projects including systems development, change management, communication, business readiness awareness and benefits realisation. Line managed 100 staff, including 10 direct reports.
• All planned releases delivered to schedule, effective senior management status reporting
• Cascading team and business communications organised, managed and presented
• Recruitment of six project managers and several technical consultants
• Prime contractor partnership developed to facilitate contractual and methods issues resolution
• Long term programme planning encompassing business, staffing and technical constraints
• Smarter working – internal and prime contractor’s method clarified and tightened
• Full line management of 100+ staff, 10 direct reports, organised into teams including business implementation, business communications, model office, planning (using MS Project and other tools), business analysis, systems development (Prime Contractor), business benefits, project managers
• Commissioned teams concerning Systems Testing, IT support, maintenance of live systems
• Managing up to eight projects at different stages at the same time, resource planning across releases, monitoring against plans, replanning where appropriate.
• Full It development lifecycle from Project Initiation through analysis, design, code, testing and implementation
• Streamlining the Prince2 based project management approach, to make it more fit for purpose in the light of experience and eliminating over-prescriptive practices.
• Benefits management – managing costs against business case
• Stakeholder Management
• Development of business case, managing costs and overruns against business case, estimates based upon environmental experience
• Cascading risk management and issue management to appropriate levels of seniority
• Board level and checkpoint reporting of progress, risks and issues though Risk Register and Issues Log.
• Managing upline and downline communications – developing and delivering formal and informal presentations and other communications
• Development of a change control process, including requirements analysis, impact assessment, prioritizing and rescheduling of programmes to accommodate agreed changes.

 
 

 

Links:

 
 
         
® 2009 Riggours Limited