What have we done?

...in managing projects

Successfully managed seventeen major projects, mostly international and cross-functional including...

• a £multi-M system which revolutionised the way that Pharmaceutical stability studies are planned and executed
• a Laboratory Information Management System tailored for an R&D environment
• a security system for managing access to database applications
• two cultural change projects for the Association for Project Management

...in justifying projects

Aided management investment decision making in the selection of...

• a portfolio management system in the private sector
• multi-£m public sector projects

...in improving project management

Helped to improve projects, project management, and the project environment in a number of organisations by...

• describing a strategy and detailing plans for assurance of mission critical activity within a public sector organisation
• defining and implementing project management in a growing company where the need had not previously been recognised
• advising on project selection and governance to one of the largest plcs
• giving 'hands-on' assistance in defining benefits to major programmes
• piloting a tool to manage business cases in a way that is more 'benefits-centric' and ensures linkage to strategy, etc.
• facilitating introduction of a new project management system by advising on the implementation of estimation methods
• assisting in the creation of a project office
• providing mentoring in a rapidly expanding company
• reviewing and assisting with a programme to implement consistent project management across a large multi-national company
• performing OGC Gateway^TM Reviews (High Risk Review Team Leader)
• conducting project inspections in a public sector organisation
• conducting independent engineering reviews in a public sector organisation
• leading reviews of highly sensitive, multi-£m projects
• exemplifying best practice in producing a business case for a private sector client
• producing a simple project prioritisation mechanism for a rapidly expanding company
• helping to quantify the benefits of quality management for a market leading global organisation
• developing and implementing processes for project management in an R&D organisation, doubling project success rate
• overcoming strong opposition to implement a scoring system for projects across a large and diverse organisation
• implementing quality management in a research division to accelerate project delivery
• ensuring project managers followed best practice by direct contact and through a campaign involving Project Manager Forums, presentations, email, websites, etc., coordinated with messages through their management structures

...in telling others

Advocated good project management practice in all its many aspects through presentations including...

• "Sponsorship ... or maybe the lack of it" to a PMI (Project Management Institute) event and to the APM East of England Branch.
• "Project Management" to a branch of the Association of Chartered Certified Accountants
• "Barriers to Sponsorship" to the APM Conference
• "Policy-driven Projects - Ensuring Beneficial Outcomes" to a public sector conference in Manchester. View video extract
• "Estimation" to APM (Association for Project Management) Branches and Chapters, to PMI events and to a surveying company
• "Project Management Mythology" to the APM East of England Branch
• "The Project Assassin's Guide" in various formats for, amongst others ...
  • the APM Corporate Forum
  • various APM Branches and Chapters
  • a joint APM/CMI event
  • two software houses
  • a Meeting Professionals International conference
  • a biotechnology company
  • a bank
  • a large pharmaceutical company
  • a railway company
  • the BPPM exhibition and seminars in London
  • an academic Project Management course
  • local authorities
  • ... and as articles in Project Manager Today
• "Project management in the IT Industry & 'Management Projects'" to a Cambridge University MPhil course
• "The Project Environment and Lifecycle" (four times so far) as part of the University College London / APM course introducing project management
• "Delivering Value in a Cost-Conscious Environment" to the event "IT Project Management for Pharmaceutical R&D"
• "Integrating Benefits Management with Project Management, Quality Management, and Business Change Management" to a Cranfield "Benefits Management Master Class"
• "Focusing IS Spend" to the Cranfield "IT Directors Forum"
• "How IT Plans Projects" to the Pharmaceutical Industry Project Management Group
• "Implementing Benefits Management" to the APM, London Branch

... by writing "Invisible Men of Project Management" for Project Manager Today, "Sponsor is Key to Project Success" for the APM Year Book 2006/07 and "The State of Project Sponsorship" for Project magazine (May, 2007)

... and by leading "Introduction to Project Management" courses for the University of Essex (Southend)