Contracted to run a project that formed part of PEEK Traffic Ltd's Programme of Investment Projects designed to improve the level of service delivered to TfL's (Transport for London) DTO (Directorate of Traffic Operations), Surface Transport, Streets.
The aim of my project was to provide the DTO's TCMS (Traffic Control Maintenance and related services) contractors; Serco Street Services, PEEK Traffic and Siemens Traffic Solutions, advanced notice of TfL's RNM (Road Network Management) planned works that will cause damage to roadside technology such as Traffic Signals on TfL's Road Network, and Strategic Road Network. Allowing the relevant TCMS contractor
to pro-actively plan for the repair rather than having to react once the damage has occurred.

Achievements:
· Reviewed software resources available within TfL and established there was no need to purchase any new tools.
· Created a new process ready for trial within two weeks.
· Communicated details of new procedure and feedback mechanism to all interested parties.
· Successfully executed a trial of the new process.
· Submitted a proposal to extend the scope of the project.

Based on the results of the trial, and acceptance of the proposed scope extension, my contract was extended from the end of March to the end of June, and then again to the end of September 2009. This allowed:
· The inclusion of notifications of Utility and Council works being carried out.
· Added a new category of notification warning of works that may cause damage.
· Agreed a number of actions aimed at addressing communication issues between RNM and the DTO.

Business Benefits Delivered:
· Increased availability ratings for all three TCMS contractors. (The contractors are awarded bonus payments if they maintain the availability of the equipment in their care above a certain percentage and incur fines if the percentage drops below an agreed level).
· Increased visibility of the work required enabling planning & better utilisation of resource.
· Awareness of utility and council works that will result in the need to repair equipment.
· Better communication flow between the DTO and RNM

Contracted to prepare the business case, plans and other supporting documents for submission to the management board in Jan 2009 for a project to deliver a national rollout of changes designed to significantly reduce BT Supply Chain, BT Fleet and BT Accommodation charges incurred by Openreach. The proposed changes impacted 80 sites, and approximately 10,000 engineers whilst reducing the fleet size by 20% delivering an estimated £6.5 million in the first year.

Achievements:
* Drafted Business Case for presentation to the management board.
* Produced the rollout plan.
* Produced a Benefits Map linking project tasks to Openreach’s strategic objectives, clearly
identifying both the financial and non-financial benefits of the project.
* Implemented and maintained project Risks, Actions, Issues & Dependencies log.
* Identified key project stakeholders.
* Designed the Implementation Team structure.

My appointment to the project resulted in a request for a business analysis resource to be withdrawn, as I was able to perform the necessary tasks in addition to my Project Management duties. My data analysis consisted of:
* Identified the141 sites that fell within the scope of the project from a candidate list of 720 potential sites.
* Produced a 15-minute Isochrone analysis on the 141 sites identifying the number of ‘parking at home’ engineers located within 15 minutes of the sites.
* Designed a formula to calculate a size rating for each site allowing resourcing levels and implementation costs to be calculated.

All required documentation was completed on time ready for delivery to the project board in January 2009.

Project Management of four projects – IP Trunk, IP Centrex, Maintained PBX and a Regulatory 999 offering for multi Site customers. With budgets ranging in size from £15K to £750K.

· Successfully managed the four projects, which were all at different stages of the New Product Development cycle: IP Centrex (Initial Assessment), Specify (MultiSite 999), Implementation (IP Trunk), and Closure (Maintained PBX).
· Secured commitment to the projects in the form of allocated and committed resource from various parts of the business – Products, IT, Provide, Assure, Billing in an environment where the project work was required on top of individuals’ day jobs.
· Two of the projects allocated to me were in trouble, they were late, over budget, had confused requirements and no momentum behind them. I quickly got them back on track by pinning down the requirements, confirming and securing required resource and budget, creating and sharing a project plan, re-establishing the team and then delivering within agreed timescales.
· My recommendations on the timing of Specify and Implementation of the IP Centrex Project saved the company approximately £600K as it allowed the project to utilise infrastructure implemented by other projects.

Management of 24 Device & System Verification test engineers responsible for the testing of Tandberg’s new products and software releases.
· Integrated the Device Verification Test and the Systems Verification Test groups into a new Verification Group. Delivering on the strategic requirement of increasing test capability & flexibility. The percentage of Engineering Projects reported as late due to test delays dropped from approximately 25% of projects to 0%.
· Determined total demand for the Verification Groups services from the rest of the business. Quantified and communicated findings and action plan for addressing manpower, skills, equipment and space shortages.
· As a member of the Project Board, products were not released without my sign-off.
· Introduced the concept of exploratory testing at the early stages of a test project. This resulted in a high number of ‘obvious’ defects being quickly found maximising fix time for the developers.
· Successfully recruited six new members of staff, both permanent and contract, into the group.
· Conducted objective setting and competence development discussions with team members agreeing project targets and actions to facilitate the development of individuals to meet future key result areas.
· Developed a skills matrix for the Verification Group highlighting the most urgent training requirements for the group and allowing tracking of progress.
· Initiated test automation projects to reduce manually intensive testing and to increase repeatability of measurements.
· Sole responsibility for managing Verification Group cost centre including a capital expenditure budget of £650K. Consistently kept spending within +/- 5% of budget.

QinetiQ Ltd: Project Manager Jan 2004 – Sept 2005
Leading a cross-functional team of engineers tasked with producing an automated test system solution for a Satellite receiver product.

· Fully resourced project with required staff and facilities. Management of project cost centre.
· Established full traceability between requirements and test specifications based on V-Model product development. Ensured every requirement had a test, and that every test is testing a requirement.

Established US and EU regulatory requirements for a new satellite internet communications product and provided consultancy and guidance on how the regulatory requirements affect product design.

· Took product through regulatory approval and environmental testing.
· Investigated and implemented requirements of the 'Waste Electrical and Electronic Equipment (WEEE)' and 'the Restriction of use of certain Hazardous Substances in electrical and electronic equipment (RoHS)' directives
· Investigated and detailed ongoing regulatory commitments once product is in production.

QinetiQ Ltd: Test Manager (Assigned to Quintel Ltd) Dec 2003 – Dec 2004

Contracted to perform Regulatory Approvals and Environmental assessments on the Quintel QVT 3000 (Base Station Antenna Combining System) Indoor Cabinet. Delivering them to aggressive product launch dates.

· Negotiated and agreed Radio, EMC and Safety test suites with Notified Body.
· Obtained required certification ahead of agreed customer deliveries whilst remaining within budget.

Upon completing the Indoor Cabinet my role was expanding to include Technical Project Management for the development of the Quintel QVT3000 Outdoor Cabinet.

· Outdoor cabinet taken from concept to production in 6 months (Indoor variant took 18 months).
· Produced and agreed a change control procedure with the company developing and manufacturing the Outdoor Cabinet. Successfully kept track of all changes requested, and their cost & schedule impact.
· Obtained regulatory approvals (Certification of opinion from Notified Body) 3 weeks ahead of scheduled.

Systems Project Manager Dec 2001 – Dec 2003

Leading a cross-functional team of 14 engineers responsible for the systems design and test of a next generation base station product targeting the US market.

Systems Integration & Verification Section Leader Nov 2000 – Dec 2001
Line management of 55 Systems Integration & Verification Engineers.

Team Leader, Network Verification Mar 1999 – Nov 2000
Group Leader, Type Approvals Oct 1996 – Mar 1999
Type Approvals Engineer Oct 1994 – Oct 1996
Test Development Technician Engineer Aug 1993 – Oct 1994
Apprenticeship Sept 1988 – Aug 1993