Airports / Aviation

Current Role

Technical Change Manager

Delivery of the T5 Change Process as part of BAA Systems Leadership to the T5 Systems Project, management of change to £250M portfolio.

Ensure a managed change process providing efficient response to change raisers

Presentation, justification and substantiation of large (upto £5M) project change to the T5 Executive and Change Control Boards

Communication, guidance and championing of new business cases to the T5 Project Board of Directors.

Project management of new scope from client/stakeholder requirement to handover for supplier delivery

Delivery of Highly complex, multi-disciplinary £2.9M sub-project of a £28.5M programme within a £6B portfolio, to a multi interface environment.

Responsible for the coordinated and integrated delivery of 3rd Party systems required in order to move 54 Airlines across Heathrow Terminals 1,2,3 and 4, in 12 months.

Responsible for the delivery on time and budget of the Airline Common User Terminal Equipment, check in / boarding gate systems, dedicated airline network services and Baggage reconciliation system

Current Role

Current Role

Reporting directly to the Nimrod MRA4 project programme controls manager, I am responsible for G&C (Guidance and Controls) and AFCS (Automated Flying Control System) programme; schedules, budget(s), risk and cost and manning/resource control to support and deliver the programme of works as defined in our clients (MoD/RAF) procedures. My responsibilities included:

Reporting directly to the Flight Line project manager, responsible for the Nimrod MR4A project flight, development & test programme. My main responsibility is to create a detailed twelve month prioritised and logic driven schedule to include cost and resourced loadings from; design, engineering, manufacture, procurement, logistics, embodiment, ground test and flight test enabling the Flight Line team and senior project management a broader and more substantial view of future activities, costs and resource requirements.

Responsible to the project programme controls manager responsible for the Typhoon Tranche 2 project portfolio. My main responsibility was to assist in the creation, management & development of the earned value management schedules, budgets and cost plans. Enabling the project management to have a clear and precise understanding of the key, dependencies, milestones, programme and cost drivers to allow successful achievement of the project deliverables. Also to assist in the delivery of the project office control account manager’s (CAM) integrated baseline review (IBR).

Reporting directly to the senior project manager, responsible for the Nimrod MR4A project portfolio. My main responsibilities included the population and maintenance of the MR4A project schedule, specifically the prioritisation logic and sequencing of ongoing design and engineering activities, resource loading and the preparation of earned value reports (actual cost, budgeted cost, and performance status). My role provides the production management teams with;



• Prioritised and sequenced work lists for development aircraft; strip, build and test.

Within this role I have successfully lead the group of Strategic Planners within BAA for the last 10 months. This is a multi-user, multi-programme environment with a wide variety of stakeholders and work scopes. A primary success factor in my delivery of this role has been to identify and utilise the skills that are present with my team.