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Programme Management Case Studies1
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Case studies


Programme management/office

 

Swiss Stock Exchange (SWX) – interim programme delivery manager of Quotematch 
Tim Brister

 

Tim Brister was recruited as the programme manager for the Swiss Exchange's Quotematch initiative that delivered the most significant and complex set of changes seen at SWX for 10 years. A CHF 36.5 m programme, Quotematch delivered a new business strategy and trading system capability for the SWX Securitised Derivative, International Bond and ETF markets.  Key customers were major Investment Banks including UBS, Credit Suisse, ABN Amro, Goldman Sachs and Deutsche Bank.  In addition quote information was made available through a number of Independent Data Vendors including Royal Blue, GL, ORC and Front Capital.

The Quotematch programme team comprised 125 people world-wide (at peak) and, in addition to SWX business and technical development activities, engaged two third-party software suppliers for delivery of the new trading engine and supervision and surveillance system.

When Tim took over the programme management role the requirements were being finalised, and it was clear that the programme team needed re-organising and the plans needed revisiting.  Having re-baselined the plans Tim improved the delivery capability of the programme team.  Through a combination of re-organisation, removal and recruitment the team was built to successfully deliver new and changed processes, systems and infrastructure to agreed timescales to the level of quality expected in the Swiss market.

 


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Programme management/office

 

Assureweb – programme  inception of a comprehensive business and technology transformation programme 
Brian Henry

 

Brian Henry was appointed as the Programme Director for the inception of a comprehensive business/technology transformation programme. His responsibilities included:
  • securing programme funding from new and existing shareholders
  • negotiating the contract with the 3rd party SI partner to deliver the new technology architecture
  • developing a comprehensive transformation plan and putting in place the team to deliver the transformation
Brian went on to provide ongoing delivery assurance support.

 

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Programme management/office

 

NHS National IT Programme – client-side programme management of solution development 
Richard Fearns

 

The purpose of the NHS NationaI IT Programme is to utilise modern information technology to provide high quality services to patients. It constitutes the largest single IT investment in the UK to date (£12.4 billion over ten years).  

Richard spent two years as a client-side programme manager overseeing Fujitsu as the key supplier for a number of core applications. These included care record systems, patient booking systems, picture & archiving solutions and electronic prescribing systems.  

These solutions were delivered to large NHS trusts such as Milton Keynes, providing a better patient experience and increases in Trust performance.

 


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Programme management/office

 

Cable and Wireless – programme management of IT-enabled telecommunications business transformation 
Ian McKay

 

Cable and Wireless is a major UK telecommunications company. In order to stem losses, the company developed a new business strategy which moved the entire organisation from a product-based proposition to one providing ‘tailored telecommunications solutions’ in six distinct customer market segments.

Ian was appointed by the CEO as the Programme Director. The programme established radically changed the customer services, billings and collections organisations and capabilities to align with the new business approach. Ian was responsible for ensuring that the new business and operational models were implemented within a 12-15month timeframe.

After implementing the operational, organisational and IT changes, the company achieved cost savings of £50 million and improved revenue by £100 million in year 1. At the same time, customer ordering, provisioning times and query handling response times were reduced by 60%.

 


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Global telecommunications company - programme management of managed services deal 
Jeremy Wilkes

 

The client was the products and services arm of a global telecommunications company.

Jeremy was appointed on a one year contract to lead the joint implementation of a €50m 5-year managed services deal with a telecommunications business partner for the delivery of all global voice telecommunications services to a global motor company. He was accountable for the full programme P&L as well as hitting phased delivery commitments against the contracts with the business partner and end-customer.

Jeremy delivered the complete implementation on time and within budget. The programme achieved revenue and margin gains of over 10% of contract value for the client through extensions to scope. Jeremy delivered the operational services and systems, and then handed over to the purpose-built operational service team.

 


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Programme management/office

 

Major news and convenience store group - merger and integration programme management   
Ian McKay

 

Reporting to the Chairman and Board of this news and convenience store group with its base of 300 stores, Ian led the due diligence work during acquisition and transition of a similar-sized retail group.

Ian then worked with new senior management team to develop the implementation plan for the integration and rationalisation of the business, organisation and operational systems. These included all the centralised HQ functions - premises, finance, HR, procurement, services and a common IT base.

The project resulted in reduced operating costs, the restructuring of a 5,000-strong employee team and increased margins. He later worked with the Group Board assisting with the planning and divestment of several of the Group’s non-core business units.

 

 

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Programme Management case studies for telecommunications operators   
Sumit Ray

 

Sumit Ray has undertaken a variety of programme management assignments for a number of leading telecommunications operators. Examples of his work include:
  • defining and implementing the operational launch plan for a GSM network
  • developing the strategic transition plan to allow a mobile telecommunications company to migrate from their current billing & administration systems to a new generation of systems
  • delivery of the core process design and implementation plan for a ‘start up’ telecommunications company in Europe
  • the definition and implementation of a company wide programme to implement processes and systems in a new entrant telecommunication company
  • the programme management for the ‘launch programme’ for a new entrant fixed line telecommunications company
  • the planning and project management support in the definition of a multi-phased programme (budget over $500m) for a telecommunications company.

 


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Programme management/office

 

Senior programme management advisory
Mark Otway

 

Mark is regularly asked to undertake senior programme review and advisor roles for critical government IT and business transformation programmes. Some examples include:

  • strategic advisor to the ‘Lord Carter NHS Pathology Review Team’ (from mid-2006) as part of the Alsbridge Programme Management assignment for the review
  • advisor to a major PFI programme to implement a payroll and personnel system across the NHS (May 2003 to November 2007)
  • member of the Project Board for the Whitehall HR Shared Services Programme during 2005
  • consultant to the NHS National Programme for IT (3 months during 2003)
  • IT review for the new health system in Dubai.

 

 


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Retail Financial Services – programme office set-up and management
Cristina Zara

 

Cristina Zara has extensive experience of creating and running programme management offices (PMO) including:

  • for Halifax Bank of Scotland Group (HBOS) – Assistant Programme Director and PMO Manager for a £40 million pension industry regulatory compliance programme. As part of the project, business units had to re-engineer their business process and IT systems to meet the UK ‘A Day’ deadline of April 2006. Cristina was responsible for all aspects of financial control and planning for the programme (including stakeholder management, issues, risks, dependency, actions management, progress reporting, communication and training).
  • for Halifax Bank of Scotland (HBOS Group) – Programme Office Director (PMO) for a £32m financial transformation programme. HBOS group was introducing a new financial accounting system (IT Oracle) across its business units and engaged Cristina to manage all aspects of successful programme delivery. Her responsibilities covered both the commercial and technical areas of the business (including planning, budget, issues, risks, dependency, actions management).
  • for Clerical Medical insurance Group – Programme Management Office Manager (PMO) for a £130m programme to establish a Shared Services facility across the HBOS fund management groups. The programme merged the business and IT operations of Clerical Investment Group and Equitable Life Group amongst other business units. Cristina managed the team that established and tracked plans, resources and budgets for this major initiative. Prince2 best practices were applied across the portfolio of projects.

 


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Credit Suisse – group relocation and streamlining 
Richard Fearns

 

Credit Suisse Group is a world-leading financial services company specialising in private banking, investment banking and asset management.

Following the merger of Credit Suisse and 1st Boston, Richard was appointed to programme manage key IT elements of the Group’s relocation to their new headquarters in Docklands.

This was achieved with minimal user or customer disruption. Richard saved over £6million in IT services and supply contracts by identifying where optimisation could be achieved, ensuring that services were delivered based upon actual user requirements and by renegotiating large supply contracts.

 


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