United Kingdom (EU.UK)

Project Planning & Support,

PP&S acted as a consultancy unit for the Gas Business. This was a company undergoingconstant change resulting from OfGas intervention, and provided a challenging planning environment. The day-to-day business was to ensure consistency and meaning to the 13 regional plans and consolidating this information into the Artemis database. I acted as the team’s Technical Area Co-ordinator (TAC) under Prince 2 Methodology.

My role was as Senior Planner for the Royal Brunei project. I was responsible for a five-person team and reported directly to the programme manager and working with the project managers’. This was a large-scale 5-year project involving the building of three patrol vessels. During my period there, we moved from the embodiment design to detailed design and started the production phase.

My responsibilities included ensuring the production of all the planning reports (weekly and monthly).

I wanted to move into a new and exciting area in order to further my career and to challenge myself. Example modules are: Knowledge Management, Hybrid Management, Change Management, Managing People & Teams, Business and IS/IT Strategy.

Throughout this period I made full use of the SAP R/3 v4.0B training client to achieve familiarity with configuration and integration.

I worked within the Discrete Solution Business Unit (SBU) and reviewed the successful SAP sales process and also reviewed the SBU's internal procedures. This required interviews/meetings with all of the Account Managers, Account Executives, Education and Consultancy Departments, Solution 2000 team and the ValueSAP team. One of the outcomes is the implementation of a temporary Bid Management Process until the corporate process is rolled out.

I was working in the Sensor Systems Division within the Avionics sector. Working on 3projects totalling over £10 Million pounds and lasting up to 7 years. My responsibility was to support the two Project Managers’ and produce the monthly Contract Status Report working very closely with the project accountant. The report contains the project costs for the month, the committed and forecast costs, the sales and claims costs and the trading data. The main application used were Artemis Views 4.1.5 and the ERP package to obtain and construct the project costs.

The financial controller from Basildon asked me to help them out in their Edinburgh office as they lagged behind Basildon. I worked very closely with the Project Manager on a £23 million project to build the project plan and then continued as the project controller. After this, I helped roll this process to other projects ensuring each project could produce the monthly cost report. My last role was responsible for supporting 7 Private Venture (PV) projects and I being part of the bid team when new bids came in.

At the time, this project was the biggest in Europe. I worked for the Formation Cost & Control Manager. The plans were in their infancy and they desperately needed their plans integrated with their costs. I developed a process to ensure the monthly reports corresponded to the plans and were consistent. Extensive use of Email, Word, Excel, MS Project and Artemis. Artemis International sub-contracted me for this contract as one of their consultants.

My main role was to prepare and implement as a project shutdown planner for a 32 day 24 hour shutdown on a modernisation of a hot strip mill in India. This project required me to make several trips to India prior to the shutdown in order to finalise the detailed Primavera plan and understand the work ahead. I worked very closely with the project manager, site manager and the client. The plan was highly detailed due to the short time scaled required for this work. One of the key constraints was the number of cranes and the their position.