HiveRank (3253)

Richard Morgan

Executive Member

Mantra

People connect with people and are the keys to success

In a nutshell

Projects and programmes specialist who rolls his sleeves up, happy to serve and leads in a very human way.

Availability

Partly Available Immediately

Location

London, United Kingdom

Languages

English

Skills

programme director

PMO

project management

government

HM Expert since

Tuesday December 09, 2014

About

A specialist in projects and programmes with a passion for getting things done. Having worked in banking as a Service Delivery Leader and feeling the fire of supporting business needs when things aren’t going right, I have a need to drive projects to focus on the outcomes and keep sight of business needs and value.

All projects are delivered by people and recognising the human aspects to achieving outcomes is critical to my success. We spend a lot of time working to deliver and we’ve got to have fun doing it.

Current role details

I am engaged with a cluster of Government Departments on a Shared Services transformation programme.

A complex mix of Business Change, Data Management, Governance and Culture complicated by a challenging political land technology landscape.

Very involved in the value proposition work that Hivemind is progressing.

Richard's STAR Stories

Help me spend £4bn on 18 Programmes across 9 Countries (Reveal More OR View Full Page)
Situation

Programme Director: I’m almost a Billion underspent on my Programme and 9 months late.

A large global fund was almost a year into its four year programme and was underspent by quite a large number. The ask was “how can I speed up the programme and increase spend dramatically.” (Global aid money, so increasing spend was a positive thing).

Task

My task in joining this programme was:
– to organise the procurement team
– establish a programme plan for a series of procurements to enable them to progress as quickly and as possible
– optimise the projects to enable the spend profile to increase rapidly
– build the capability for the procurement team to manage the programmes going forwards

Action

I joined the team and got to work on raising morale, they were very busy doing stuff but deflated with their progress to date and spinning their wheels in terms of tackling the problems causing the delays
I got the programme leads to share their key dates and profiles of their programmes with spend targets and built relationships with the projects delivering the outcomes
I established a weekly report for the procurement programme that painted the picture of the target versus the progress with our achievements highlighted and glide path for progress
I educated the team on the value of forward thinking of blockers in our way, and I put in place a risks and issues log to prioritise the key blockers to communicate to others and manage progress against as a team

Results

The procurement team identified 4 key projects that would enable over £600m of spend to be released within 6m closing the underspend significantly.
The programme planning work highlighted significant under-resource in key teams which was limiting the ability to parallel run the procurements slowing down the spend.
The prioritisation criteria introduced identified the order in which the 18 programmes could be structured to get the spend profile back on track
The risk and issues management process highlighted a specific governance gap that was increasing the lead time to releasing ITTs by over 8 months
And finally, the team morale increased with more interaction and even team lunches established! :-)

Leveraging Language to improve Delivery efficiency and effectiveness (Reveal More OR View Full Page)
Situation

The client had a digital transformation taking an on-premise system into a new cloud implementation. The user base was circa 20k and across several countries. It had a business case approved that was found to be in need of additional funding for unknown cost elements that appeared later. The programme team was deliberately skinny to face-off to a larger supplier team from the prime implementation partner. The client / partner relationship was strained with a number of deliverables missed, stages late and costs increased.

Task

The task was to enable the project governance and controls across the programme to provide a firmer basis for managing the workstreams, project deliverables, dependencies and plans. All of which to be achieved with a skinny team against a larger supplier pool.

Action

The actions I took targeted specifically the engine room of the governance and control to focus limited resource and targeted effort in the areas that would give the biggest cross-programme impact.

-I increased quality of oversight, governance, control and delivery performance through implementing revised MI targeting performance metrics on aged risks / issues and deliverable due dates.
-This was supported by efficient and effective project performance, assurance and PMO controls that communicated across the programme the current priorities and goals to drive towards each week
– Behaviour changes introduced to start using the language of days until the next deliverables, and focusing on working days until…

Results

The results achieved were evident from the first weeks with:
-Tangible improved delivery efficiency and effectiveness achieved through clarity around process performance and who is doing what by when
-Tighter understanding and controls provided the Improved financial control and predictability in delivery because there were numbers applied to things – number of days open, days until next milestone, etc
-The clarity and understanding of improvements enabled Improved project estimation and delivery capability, resulting in getting it right first time more often

For the leadership team the pains relieved included;
-The Fog of delivery removed with the lack of clarity or understanding on operational readiness requirements
-The resource headlock of justifications broken and speed to recruit lifted, the lack of subject matter expertise and experience got vastly better
-All of this was now possible through the removal of poor communication of requirements, progress and expectations across the team

Roles & Results

Foreign and Commonwealth Office - Deputy Programme Manager / PMO Lead (Show / Hide Details)

Requirements / Actions
I was required to build a programme management office and the control and governance structure for a Cloud Transformation programme. I put in place an adaptive PMO team with tools and templates delive
Delivery and Achievements
Established a PMO delivery capability for an embryonic programme Transparent view of the challenges ahead using Risks/Issues, Assumptions and Dependencies that people can understand Plans with confide

Foreign and Commonwealth Office - Procurement Programme Manager (Show / Hide Details)

Requirements / Actions
Build a programme around 18 procurement projects across 9 countries to spend £4.3bn within three years. I built a programme plan demonstrating the resource profiling, constraints associated with procu
Delivery and Achievements
Delivered a capability that was able to demonstrate the need for increased resources to deliver the procurements required. Educated the leadership on the level of maturity required in the systems and

The Department for Business, Energy and Industrial Strategy - Smart Metering Implementation – Business Performance and Planning Lead (Show / Hide Details)

Requirements / Actions
Manage the performance and planning of the Smart Metering Implementation Programme for Government that was putting in place the Regulatory and Legislative framework for this critical national infrastr
Delivery and Achievements
Established an effective governance programme around the production line of technical standards and regulatory consultations that delivered the submissions to parliament to implement the Smart Meterin

Services Richard Manages

Service Icon Project Diagnostic and Tune-up to ensure Predictability in delivery (Reveal More OR View Full Page)
Summary

Lift the bonnet on one project to tune its engine and optimise the entire fleet of projects through the behaviours and methods applied.

Service Icon PMO Accelerator: stop it being a brake on projects (Reveal More OR View Full Page)
Summary

A PMO injection of energy and TLC to put it at the heart of your project delivery engine pumping on all cylinders

Services Richard Delivers

Service Icon Project Diagnostic and Tune-up to ensure Predictability in delivery (Reveal More OR View Full Page)
Summary

Lift the bonnet on one project to tune its engine and optimise the entire fleet of projects through the behaviours and methods applied.

Service Icon PMO Accelerator: stop it being a brake on projects (Reveal More OR View Full Page)
Summary

A PMO injection of energy and TLC to put it at the heart of your project delivery engine pumping on all cylinders

Service Icon HiveExec for Digital Delivery Leaders (Reveal More OR View Full Page)
Summary

This service focuses on accelerating success for Delivery Focused Leaders