Client Name: BSkyB (via ma-partners)

Role: Desktop/Server Outsourcing RFP consultation

Team size: 2

Business Area: Media

Functional Area: Run The Business and IT

Technology Exposure: N/A

Project Lifecycle: Initiation

Assignment Summary:

Client consultation on how to proceed with Request For Proposal process. A project requiring a quick turnaround to enable BSkyB to make strategic decisions as to how and when to proceed..

Responsible for delivery of communication plan, validation and remodelling of financial model, creating first shortlists of vendors, reviewing current model in London and Scotland to establish current Service Levels and provide initial SLA's. Assisted outside counsel and HR to draft RFP and RFI.

Client Name: ABN AMRO (via IBM)

Role: Communications and Stakeholder management

Team size: 10

Business Area: Investment Banking

Functional Area: Run The Business and IT

Technology Exposure: N/A

Project Lifecycle: Initiation/Design

Assignment Summary:

Communications and stakeholder management of a System Development Lifecycle implementation project. A previously troubled project requiring quick and clear stakeholder identification to ensure all parties were engaged and communications in place for UK and NL groups. All planned activity completed.

Responsible for delivery of all initial communications and stakeholder management setup to kick start the new IBM managed project.

Client Name: mmO2/LogicaCMG (via IBM UK)

Role: Project Manager

Team size: 4-20

Business Area: Telecommunications

Functional Area: Data Migration

Technology Exposure: MS Office, MS Project

Project Lifecycle: Initiation

Assignment Summary:

Project managed the proposal and bid stages for several migration projects, including Europe’s largest data migration project, revenue circa £8-16m. Negotiation for highly skilled and over assigned individuals across a 550 people programme. Identifying key methods and work packages for migration of legacy systems into multiple packaged solutions. Working with a 3rd party consultancy to deliver plans, pricing and contracts. Offshore development teams were reviewed and set up in order to reduce project costs and timescales. Work also included managing third parties and negotiating assistance from many other IBM teams and third parties during a heavily constrained period.

Project manager responsible for project mobilisation, tracking, risk and issue management, pricing analysis, bid documentation, bid presentation, contract wording and reviews, quality and risk assessment reviews and 3^rd party management.

Client Name: IBM UK

Role: Programme Manager

Team size:

Business Area:

Functional Area:

Technology Exposure:

Project Lifecycle:

Assignment Summary:

Programme manager to realign IBM North Region’s business to meet the requirements of the On Demand business. The programme was delivered in five distinct stages, each requiring system or BPR skills, each unique by region and required extensive use of virtual teaming.

The role although requiring a high level of program management also required hands on activity through problem solving, system design, testing, analysis of theories, education and many presentations. A key input was the review of strategic proposals which required financial modelling and analysis of proposed processes and systems. Cambridge University were engaged to validate findings. Results successfully supported the UK ambition to take control of the programme from EMEA headquarters. Educated thousands of varied business units, across several countries, in both technical and business processes, many materials produced and delivered personally.

Programme manger responsible project mobilisation, tracking, risk and issue management, dependency management, communications planning, team meetings, executive stakeholder management and for directly project managing two streams, including change to cost management systems/processes and HR system change.