Gutteridge Haskins & Davey (GHD) Ltd

Senior Consultant within Business Consulting                                                                     Sep 2013 – Present

- Transport for London (TfL) – PMO Assurance Reviewer

Project and Programme Management “External Expert” on a variety of TfL’s Internal Assurance Reviews (IAR) on Projects and Programmes covering London Underground, Overground, and Surface Transport.

Proposal / Bid writing to win new work in Project Controls / PMO sector.

TURNER & TOWNSEND (PMO Services) London                                                Nov 2006 – Sep 2013

Senior Project Controls Consultant providing a service to the following clients:

- London Underground Ltd – Bond Street Station Upgrade Project. £324m. Mar 2013 – Sep 2013

Governance & Project Controls.  Personally requested by the Senior Project Manager to return to this major Central London project for a short-term contract to coordinate project governance and reporting. 

- Barclays Plc – Europe Retail & Business Banking Support Office        Dec 2011- Feb 2013

Reporting on Europe’s Project Portfolio of over 280 projects with a value of €127m to the Operating Committee.  Reviewing and challenging Country PMO and Portfolio Managers monthly projects status and forecast financials.

• Developing and improving the current reporting processes and systems.
• Tracking project financials, capex, opex, actuals, benefits and their complex funding methods.
• Reviewing and improving management information process, capture, consistency and quality.
• Portfolio reprioritisation coordination and evaluation.
• Embedding project governance methodology and its communication throughout the business.
• Compiling the reporting deck to the Operating Committee covering financials, risks & issues, and gate funding approvals.
• Coordinating project gateway reviews and approvals, including the validation of gateway documentation.
• Tracking and forecasting of technical project resources for forward planning.

- London Underground Ltd – Bond Street Station Upgrade Project. £324m.  May 2008–Nov 2011

Planning Manager/PMO Services through the project’s lifecycle and stage gates from optioneering in design, to tender invitation and evaluation, to contract award, project controls set-up and delivery, working in an NEC Option C contract environment. 

• Producing the project controls requirements for ITT and evaluating tenders.
• Implementing the necessary controls and earned value to monitor performance.
• Implementing Quantitative Schedule Risk Analysis (QSRA) to assess confidence in the forecast.
• Owning and mitigating any programme risks.
• Review, challenge and approve main contractor period programme submission.
• Coordinate and compile period end reports.
• Managing integration of all project programmes and creation of key milestones.
• Project milestone management and their change control.
• Ensuring compliance of programmes and reports with all LU standards and assurance criteria.
• Responsible for programme coordination with Crossrail and other third party interfaces.
• Representing the department at LU Planning Manager Meetings.
• Mentoring and upskilling the document controller to assistant planner level.

- London Underground Ltd: Various Change Projects                                           Jan 2007- Oct 2008

Developing, maintaining and reporting on 16 Underground Investment Programmes in P6 for periodic submission, ensuring they meet all LU programme assurance criteria and financial approval processes.  Projects included:

• Operational Flexibility – Strategic Operational New Initiative Projects.
• Signals Passed at Danger – Soft Projects aimed at behavioural change.
• Nominally Accumulated Customer Hours (NACHs 2014) – pain charge process for contractor under performance.
• Central Line Power Upgrade Project (CLPU) - a multi-stakeholder feasibility project to the value of £55m.

- DTI - National Physical Laboratory Build Out Works.                                      Nov 2006 – Jul 2007

Revising and progressing the detailed and summary programmes covering new modules, demolition and sundry projects.  Progress reporting and milestone tracking to inform management decision-making.  Project value of £45m.

PMO Services Department Business Management Systems (BMS) Representativeensuring departmental compliance with the corporate quality system to achieve ISO9001 accreditation.

GENERAL ELECTRIC (GE) Healthcare, London                                                    Jan 2005 – Oct 2006

PMO - GE trained in programme controls contributing towards effective programme reporting, with responsibility for risk and issue management working on the IT Care Record Service Project for the NHS:

• Creating, maintaining and progressing the project plans.
• Production and maintenance of the Level 1 Programme Plan to inform all management of key programme dependencies, programme deliverables and progress to date.
• Ensuring Level 2 programmes integrate with Level 1 Programme and fit within key timeframes.
• Supporting Project Managers in the creation of the Work Breakdown Structure (WBS), Work Packages and Basis of Estimates to underpin the planning process.
• Weekly reporting against the plans and milestones to inform Earned Value Analysis (EVA) and Executive Reports.
• Liaising with Change Control to plan in approved changes to the Programme.
• Liaising with prime client on joint planning initiatives.
• Organising and chairing the weekly Programme Risks and Issues Review Meeting.
• Monitoring and updating the Risks & Issues Log as necessary.
• Ensuring that all key risks are integrated within the programme plan and estimate.