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Principal Job Title
Senior IT Project/ Programme Manager
1 Line Summary
Holding AGILE, MSP & PRINCE 2 Practitioner accreditation, I am highly experienced in delivering Business critical IT solutions in large multi-national & complex organisations. I have a background in different industry sectors ranging from Oil & Gas, FMCG, Utilities, Construction & the Software industry. I have a reputation for delivering on-time & within budget.
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Ratings

HiveRank: Affiliate (156)
Country
United Kingdom
Closest Town / City
St.Albans
Nominated to HiveMind by

Member since: 14-02-2019
My Background Details
 

★HIGHLY EFFECTIVE TEAM & STAKEHOLDER MANAGER
I have the ability to pull together a team to achieve a common goal. I have on several occasions managed to successfully turn around a failing projects by assessing, re-organising & reinvigorating the team, transforming disillusioned staff into enthusiastic champions of the cause.
★BUSINESS FOCUSSED PROCESS CHANGE MANAGEMENT
Recognised for my ability to review & resolve broken or inefficient business processes.
★BRIDGING THE GAP BETWEEN IT & BUSINESS – NOT YOUR TYPICAL IT MANAGER
My strong business skill set has repeatedly proved invaluable when tasked with creating new methodologies
Current Role Details
Centrica

Programme Manager DTS

Managing a programme of work to deliver disparate system integration and development of several trading systems within the Centrica organisation 4 major projects covering Domestic, business and trading solution for hedging power grid procurements
CASE STUDIES
A MAJOR BUSINESS INTELLIGENCE INITIATIVE FOR THE TOTAL BP LUBRICANTS GLOBALLY - PROCESS CHANGES - Case Study: 1 of 4.

Situation
A major BI initiative for the BP Lubricants organisation globally, the programme, which was in the throes of development and initial deployment was floundering to achieve traction in the pilot countries. There was a requirement to assess the services vendor who were running the programme and subsequently take on the management of the initiative. This then led the team back to full life cycle from initial concepts and design through to global deployment and implementation


Task
Initially acted as an external consultant to ‘police’ the off-shore project team and subsequently recommend a revised course of action for the programme. Highlighting areas of concern, Initiating rescue/ turnaround and restructuring the Programme organisationand once complete, the subsequent management of development and deployment of the global solution. Then went to create the next phaseof the programme.

Action
Managed the design and development phase to create the global deployment template.
• Initially acted as an external consultant to ‘police’ the off-shore project team, instrumental in highlighting areas of concern, initiating rescue/ turnaround of project and the restructuring of Programme organisation.
• Managed several, country-based deployments including substantive local developments and implementations.
• Substantial Stakeholder management of central management and that of local C-Suite level management.
• Agreeing process, procedures and calculation methodologies for Phase 2 KPI development.
• Leading up the Phase 2 development and deployment of Wave across the globe.
• Managed local and central UAT exercise for local and functional users.


Results
A successful turnaround of a failing programme and deployment of the global template in Malaysia, Singapore, Japan, China, Thailand Australia, Europe and the rest of the world. This led to initiation, development and deployment of agreed ‘Wave’ 2 KPI’s.
Resulting savings to the organisation of circa. $30 million plus per annum.
THAMES TIDEWAY TUNNELS CORE IS – COMPLETE OVERHAUL - Case Study: 2 of 4.

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Situation
Thames Tideway Tunnels, a newly regulated utility company established to design, design construct and finance the 25 kilometre sewer tunnel costing £4.3 billion, needed to prevent an average of 20 million tonnes each year of untreated sewage discharging into the tidal River Thames in London.

The organisation had been in existence for over 7 years gathering information, going through public process to gain budget and public approval for the project. During the time the size of the organisation had flexed up and down in terms of personnel and IT requirements. This programme was initiated to address a disparate and ineffective IT function of the organisation.


Task
The Programme's objectives were to assign a new managed service supplier, rationalise the IT infrastructure , roll out new desktop hardware and core applications. In additiony a more robust cyber security regime was required to shore up a non-secure information set.


Action
Managed several programme initiatives to implement and enable core information systems across the ‘Greenfield’ site of the fledgling organisation.
Initiated a complete overhaul of all IT infrastructure, and managed services provider
The migration of all business applications
Implementation of a robust Cybersecurity environment
Complete replacement of all desktop equipment and services to a new managed services vendor
£rd Party Vendor management
Complex internal stakeholder management and change management required to engage the user population and ensure a smooth and successful transition
Complete training schedule
Implementation of Greenfield Office 365, Email, Skype for businesses and SharePoint 2016
Deployed several new location setups
Several software application implementations, QHSSE, Digital office, Traffic modelling, DSE assessment

Results
The total user population migrated to a completely new environment, new equipment and much improved service, extremely delighted stakeholders and minimal disruption experienced. The introduction of new managed services reduced cost for each user by approximately 50%. Intiation of new IT requirements and services improved in terms of speed and quality by 50%. like on like running costs reduced by up to 50%.
BP INTERNATIONAL - AVIATION DIVISION - ISP(ORACLE) SUSTAIN ERP PROGRAMME - Case Study: 3 of 4.

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Situation
BP Global senior management took the decision to deploy SAP ERP suite throughout the organisation resulting in investment into legacy systems such as their bespoke Oracle ERP kept to a minimum. The SAP deployment process stalled and it became apparent that the legacy ERP which had been running over $30 billion of business was in desperate need of an upgrade. A Programme was formulated to address these business critical concerns.

Task
To manage the ERP re-install for the BP Air business Globally and ensure the smooth transition to the new system.

Action
Created and manged the project team, technical, change management, off-shore testing function and business analysts
Led business engagement with BP Air senior stakeholder and user population
Ensured strict project governance was adhered to and project stage gate process successfully navigated
Mobilised the business user groups internationally to carry out change management process
Initiated and accomplished a revised UAT process to great success
Instrumental in fundamentally challenging ‘the norm’ with regards to infrastructure build, resulting in significant cost saving of $500k

Results

BP Air adopted the new ERP suite within 9 months from initial engagement. This was a major success with minimum impact to the on-going operations of the aviation business. The business not only reaped the rewards of modernised software but was also able to rely on an on-going operational business system and more comfortably await the SAP deployment
BG GROUP - E&P IT – WINDOWS 7 REFRESH - Case Study: 4 of 4.

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Situation
To take advantage of the latest developments of software applications developments both generic and specialist geological systems (GIS), BG Group made the decision to move to the Windows 7 operating system across all aspects of their global organisation.

Task
Specifically briefed to create a programme for the BG Upstream division, I assembled a team of technicians, application specialists and business stakeholders to ensure all applications were re-packaged and adequtely tested before the move. This waas an aspct of the portfolio of IT projects I was charged wth managing within the E&P division

Action
Led the assessment and subsequent deployment of a new Desktop image specifically aimed at deploying Windows 7, Office 2010 and IE8 to the E&P user population
Formulated project plans, $3m budget profile, resource plans and created teams to implement build, carry out UAT and plan deployment
Managed the Desktop discovery process across the business, to evaluate the extent of UAT required
Successfully managed the change management process to enable a smooth transition for the user population
Managed all projects through the BG PDF (Project Delivery Framework) methodology
Successfully designed, initiated and managed a new UAT process for BG E&P application suite

Result

Results
Successfully Implemented the Windows 7 refresh on time and to budget and to the delight of the E&P user population. This resulting in the phased uptake of application upgrades to service the E&P discovery process to greater effect.



Andrew Walton

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@andrew_walton

active 3 days, 16 hours ago