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Principal Job Title
Portfolio Manager
1 Line Summary
I do change: Agile or Waterfall, small or big or often turnaround.
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HiveRank: Affiliate (206)
Country
United Kingdom
Closest Town / City
Swindon, Wiltshire
Self Nominated & Interviewed by

Member since: 27-09-2018
My Background Details
Head of Methodology, Tools and Assurance at Visa Europe
(Technical) Programme Manager (various - Visa EU, Sophos, AOL)
interim CTO/CIO at Comic Relief
Tech Director (Ogilvy Interactive, Face Value)
Project Manager (P&G, AOL, various freelance)
Coder, Database Architect (various freelance, Analysys)
Logistical Supply Planning (P&G)
Teacher, Translator, Interpreter (freelance) (spoken/interpreting: German, French, English; written/translating: German, French, English, Dutch, Danish, Portuguese, Spanish, Italian)
CASE STUDIES
VISA EUROPE – PROJECT OVERHEAD COSTS DOWN BY 35%, £40M SAVED IN 2 YEARS. - Case Study: 1 of 3.

Situation
Changes were taking too long and costing too much. New CEO wanted better responsiveness and cost control. Average project duration ~24 months. Average project leadership overhead (PMs, PgMs, PMO, etc) ~47%.

Task
I was appointed to revise the change methodology, assurance, change tools, and project / programme manager resourcing, to reduce costs, time, and still deliver the same scope and quality.

Action
Rewrote methodology to align Waterfall and Agile within a single interface; reduced mandatory artefacts from 78 to 17; reduced minimum PM count per project from 5 (by exception, 3) to <1; rolled out to change leaders and got them on board; did roadshow with senior stakeholders of contributing OUs (dev, test, business change, etc) and got them on board; rolled out to senior leadership and got them to agree (in that sequence); assured it, modified it based on learnings, updated change tools to match.

Results
Reduced project overhead costs (was 47%) to 12%
Reduced average project run time (was 24 months) to 12 months
Saved over £40M in two years.
SOPHOS: GLOBAL CRM SYSTEM UPGRADE FROM (VERY) LEGACY TO CLOUD WITH NO NEGATIVE IMPACT TO BUSINESS - Case Study: 2 of 3.

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Situation
Follow-the-sun organisation with legacy on-premises CRM system in use across many non-CRM use-cases decided to upgrade to cloud CRM solution. No requirements in place at start of project. Product Ownership for the new system sat with Sales. No organisational responsibility for the supply chain to the customer at any senior level (it had 'just worked' for years). Special security requirements. Legacy system functions were undocumented and extensive; organic mission creep over many years had resulted in the "CRM" system doing everything from quoting through traditional CRM to invoicing and provisioning of product keys, as well as being the master data bus.

Task
I ran the global programme to rip out and replace the legacy system with Salesforce CRM, managing various external suppliers and internal contributors including 2 director-level reports. Challenges along the way included churn in senior management (Head of IT Change role changed hands 3 times / had 4 incumbents during those 12 months) as well as those described in situation.

Action
Decided on Agile because we needed to work with the capabilities we had. Planned outline of programme over the following 12 months. Negotiated some deal elements with Salesforce and BigMachines (Configure Pricing Quote supplier). Identified organisational shortcomings (lack of anyone above 1st line support dealing with customer supply chain), and influenced to fix that at C* level. Identified security shortcomings for key German supplier and led discussions with German legal experts to identify route forwards. Managed Sales directors to get requirements into Agile delivery on a timely basis. Hired & led project managers as required to spin up small projects and releases throughout the programme.

Results
The programme was successfully delivered on time and to budget. The organisational hole was filled. There was no down time beyond already agreed maintenance windows across the globe for the entire follow-the-sun model and absolutely no customer impact at any time. The legacy system was retired, and the replacement CRM system was focused on its proper purpose, with appropriate system choices made and executed to replace the other non-CRM functions throughout.
COMIC RELIEF - TECHNOLOGY REORGANISATION, DELIVERY OF RED NOSE DAY AND SPORT RELIEF, AND MORE. - Case Study: 3 of 3.

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Situation
Comic Relief has a demanding technical environment; for one night of the year, for a peak of about 7 hours, it has the public’s attention and receives donations, and the vast majority of those donations go through a solution developed by Comic Relief’s technologists. That system absolutely has to work for those few hours: there is no second chance.
Technology teams were being run in several places within the business, piecemeal, no coordination, no strategy, exposing the company & charity to significant risk.

Task
As strategy consultant: design an organisational and operating model to bring technology together and have a strategic focus going forwards.
Then, as interim CTO/CIO: consolidate multiple technical organisations into one with operational budget of ~£2.5M, direct and indirect reports (excluding volunteers, short-term contractors, and supplier-managed staff) numbering ~40 to 60. Retain key staff. Absolutely not endanger any part of the key payment systems for Red Nose Day and Sport Relief.

Action
First: listening. Spent considerable time going around the most disgruntled, anti-IT customers within the business, ensuring that they felt their concerns were heard and understood. Documented those concerns.
Designed target organisational structure and operating model for technology; presented to C* level and influenced to agreement.
Presented changes in organisation to disparate technology teams and sold principles to them.
Revised (created...) job descriptions for all roles within technology, with greater emphasis on plain English, clarity, uniformity, and industry standards (SFIA based).
Change managed revisions to reporting lines, bringing all technologists ultimately under CIO line.
Changed emphasis in permanent roles from junior developers to include more leadership roles, and fewer junior roles proportionately.
Made necessary staffing changes.

Results
Delivered single, coherent, delivery-focused technology department and technology strategy to permanent successor.
Identified permanent successor.
Saved £400K consultancy costs by switching key roles to permanent from contractor.
Payment system worked, flawlessly, both for RND 2009 and SR 2010.
If I had failed, you would have heard of me in the news...
DELIVERY ROLE HISTORY
NATIONWIDE BUILDING SOCIETY - Project Manager

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Delivery and Achievements
PCIDSS compliance project drifting towards failure. Shook up business ownership, fixed structural problem with accountability, got project back on track.
NATIONWIDE BUILDING SOCIETY - Release Manager

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Delivery and Achievements
Audit systems upgrade project failed to deliver anything after 2 years: turned around, delivered upgraded servers (accepted to live) and repeatable deployment plan for future upgrades.



John Chappell

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active 1 month, 3 weeks ago