Business Change Projects

Created a Health Intelligence Unit of 33 staff spanning 3 NHS Primary Care Trusts

Situation: Brought in to operationalise the plans for the unit after consultants had gained approval for its business case, role to support Programme Director. Scope; all the work to have the unit ready.

Target: Have unit operational by April 2010.

Action: Set up, managed and delivered workstreams:

  • HR - Consultation followed by 4 Phases of transition including TUPE transfer, internal and external recruitment
  • Infrastructure and tools were delivered over a number of phases, using centrally hosted servers initially managed by incumbent outsourcer, later in-sourced
  • Organisation Development included formalising work through projectising or managing through a help desk, PDPs, KSFs and delivering training
  • Estates: Managed move to new office space

Results: The unit was functioning in April 2010, and was the highest rated Sector for Health Intelligence across London in 2011. Full permanent recruitment and final ICT were delayed by Sector-wide restructure which followed. 

Paticipated in setting up a Business Change PMO in a large utility

Situation: Invited to join small team of consultants setting up this PMO, working flexibly and often remotely with permant staff and other consultants.

Target: Advised we had 12 weeks to build PMO and bring structure and rigour to business change programme (which was a new way of working).

Action: Shaped 1 of 6 major programmes reveiwing all business cases and introducing robust planning. Spent time on site with customers in Glasgow. Wrote half of new business change project processes. Input into PMO structure and role descriptions. 

Results: Customer had (for first time) clear insight into the size, cost and scope of business change intitiatives and was left with robust procedures and a team to take things forwards.

Turning around a communications centre

Situation: After delivering a significant ICT project, the customer director (SRO) asked me to manage a communications centre for 18 months over a challenging period (run up to Y2000). The small team provided a 24/7/365 communications hub for a government agency. It was regularly overwhelmed by major incidents, and relied totally on 5 dedicated staff who retained job knowledge in their heads.

Target: De-risk the centre by building up capacity with a stand-by team to assist during major incidents, upgrade or have repaired all technology with Y2000 compliant s/w and h/w.

Action: Created standby team of 6 part-timers, all processes documented, organised training, created wider emergency call centre to handle flood advice, upgraded CCTV, phones, voice recording, call handling

Results: Centre became robust and dealt well with future major incidents