Matt Rawson CV 2015

Matt Rawson Registered Project Professional 07402 77 8579 Matt.Rawson1@Hotmail.Co.UK
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Matt Rawson
Chartered Programme Manager/Change Manager
MBA & Registered Project Professional
Profile
Matt is a professionally qualified (to Chartered level) Manager. He has many years of
experience delivering important projects for clients across FTSE top 50 companies,
utility companies and large government departments. He has experience of defining
the project scope through stakeholder engagement and driving delivery across the full
lifecycle. He has full SDLC experience and is Agile (DSDM) accredited.
Matt has helped clients translate their business strategies into practical delivery of business benefits.
He uses recognised methodologies and frameworks for defining governance, planning and delivering
his projects. He helps define the As-Is state and works with stakeholders to build the organisational
design for the future state (the TOM).
His project typically sit within a complex portfolio and involve high degrees of ambiguity at the point of
Matt becoming involved. He maintains clear visibility and assurance of the key parameters of Scope,
Cost, Quality, Timescales, Risks, Benefits and Stakeholders providing clear and concise reports to
sponsors and senior managers.
Matt employs an integrative and collaborative approach to managing business. This enables him to
engage with stakeholders at all levels within an organisation, from 'C' Level through middle
management to operational employees and 3rd party partners.
His style enables him to quickly gain their input into delivering the anticipated business benefits. Key
points to note are:
• Defines project scope and aims through stakeholder engagement
• Engages with stakeholders dispersed across offices and service towers
• Full life-cycle experience from strategy, mapping of requirements, planning through to practical
delivery, benefits realisation, design and handover to BAU
• 20+ years of working with Public Sector organisations including MoJ NDPBs (e.g. OPG)
• Undertaken and achieved sustainable large scale change (Office of Public Guardianship £2bn
outsourcing of Court Funds to City of London Brokers Network Rail 30,000 users, GSK 157
country rollout, BG Group 32 country rollout,)
• Helps the client with Business Case generation and design of Benefits Realisation Strategy
• Projects have included; governance, organisational effectiveness and capability building, asset
management, managerial performance improvement, process improvement/re-engineering,
financial systems BI deployment, driving user adoption and benefits realisation of IT systems,
market penetration, information management etc.
• Senior Board level engagement - Jaguar Land Rover, GSK, BG-Group, MoD, SKANSKA, etc.
• Managed and aligned third party suppliers
• Experienced in defining governance reporting (User Adoption, Dashboards, KPIs, Business
Benefits, RACI matrices, Capability Maturity levels, Risk Profiles, Change Impact, Business
Readiness, etc)
• Designed communication channels, drafted messages, produced eLearning
• Has designed governance frameworks
• Demonstrable savings and business benefits attributed to Matt's projects by clients
• Demonstrable track record of skills transfer, mentoring and coaching with clients' staff
• Conducted organisational design of BAU prior to transition into the new organisation
• All projects have achieved sustainable change within the client's organisation
Personality
Matt conveys a strong professional image and attitude with an ability to quickly analyse and implement
complex requirements. He prides himself in being able to absorb complexity, distil this down into simple
steps forward and convey this to colleagues. He is a confident and able change manager who enjoys
high-level responsibility and interacting with people at all levels within an organisation. The majority of
his clients and colleagues, after short periods of time, begin to regard Matt as a ‘trusted advisor’.
Qualifications & Awards
• Registered Project Professional (one of 150 in UK and equivalent to Chartered Status)
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• MBA: Programme, Project and Change Management - Henley Management College
• Practitioner in PRINCE II, Managing Successful Programmes (MSP), DSDM (Agile)
• BSc, HNC, ONC, Indentured Apprentice
• Freeman of The City of London
Key Skills
Programme Management, Project Management, Business Change, Governance,
Business Case derivation, Portfolio Management, Benefits Realisation Management,
Stakeholder Management, Risk Management, Capability Maturity Modelling, Mentoring
and Coaching, Procurement Management, Operational Analysis & Investment Appraisal,
Training Effectiveness
Career Details
Ministry of Justice
Programme Manager for Hosting
Future IT Sourcing Programme
June 2015 – Present
The MoJ ICT contracts that currently exist within the department were negotiated before the creation of
the MoJ. The legacy contracts are due to expire in the next few years, with a Future IT Sourcing
Programme (FITS) established to replace them. The FITS programme involves procuring separate
contracts or "service towers" for the delivery of ICT services across the MoJ. The FITS programme is
allegedly the largest IT programme in Western Europe.
Matt is the Hosting Sub Programme Manager. He is responsible for overseeing the migration of all the
HM Courts and Tribunals Service (HMCTS) key business applications and National Offender
Management Systems (NOMS) applications from legacy infrastructure to newly built data centres. The
role involves significant stakeholder management with programme colleagues, customers and
suppliers. Duties include:
• Overseeing, assurance and risk management of CGI as new Hosting Incumbent and their
programe of work to tranistion ~140 business critical applications from incumbent (HP and
Atos) to new Datacentres.
• RAID management
• Stakeholder enegagement
• Options analysis for MoJ and CGI SMT looking at ways of accelerated delivery of DISC estate
and business case generation for new strategic direction for DISC
• End-to-End project management of Bulk Printing service delivery (Architecture, Applications
Service Wrap)
• Cross-tower co-ordination (Networks, Voice & Video, Hosting, End User Computing, Service
Integration and Management)
• Governanace and reporting
Jaguar Land Rover
Programme Change Manager
February 2014 – March 2015
Matt was appointed Programme Change Manager working across JLR on an IT governance change
initiative. He was responsible for introducing a new IT Governance and IT Programme/Projects Delivery
Framework across the business. The ultimate outcome was to improve the solutions integration and
transition management within JLR IT departments. The changes were sponsored by the CIO and
involved working with and guiding Board Level Directors. He was responsible for a core team based in
the UK HQ and extended team across JLR sites in the UK, China, North and South America. The scope
of work included:
• Deriving the project mandate and vision through senior stakeholder engagement
• Workstream definition and resource requirements
• Business Case and budgetary planning
• Change Impact Assessment/Gap analysis between As-Is, To-Be capabailities
• Establishing the criteria for Service Management and Transition into Service
• Evaluation of SAP WBS and PS for project financial control repalcing existing processes
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• Working with the CIO, Leadership Team and Portfolio Management Office to design, develop
and implement a top level Governance structure in order to gain a clear view of the £500m
portfolio of programmes and projects for legacy IT, SAP and Global Business Expansion
• Design of future operating model (TOM) to support the new Delivery Framework
• Planing of the rollout, design of and eventual transition into BAU
• Running workshops to ensure strategy alignment of programmes
• Design, simplification and standardisation of an end-to-end Delivery Framework
• Redesign of business processes and implementation of new ones including RACI analysis
• Communications, training and Stakeholder Engagement
• Design and delivery of workshops, mentoring and coaching
• Implementing end-to-end processes for Risk Management and Benefits Realisation
Management, development of a management checklist for gate progression
• Design and building of: new ways of working toolkit; eLearning; process templates; new
performanace measures; process guidance documents; etc.
• Programme reporting to senior sponsors and steering committee
Significant Achievements:
• Engaged with 450+ employees across JLR and obtained their buy-in and contribution towards
the development of new ways of working. Resistance to change was minimised through using
different styles and engagement processes.
• Migrated employees from "This will never work" to "This is the best thing since sliced bread"
• Aligned third party suppliers (Accenture, IBM, TCS, etc) to the new delivery and governance
framework
• Alignment of IT Blueprints for SAP, Legacy, Global Business Expansion, Business Verticals
• Sustainable change - Rollout and adoption in UK, North America and China in 10 months
• Sustainable change - Risk Management process adopted by Corporate Strategy for global
rollout across all departments
• Sustainable change - Adoption of the Governance model for large (£1bn+) business
programmes
GSK Consumer Healthcare Group
Business Transformation Programme Manager
December 2012 – 30 October 2013
Consumer Health were implementing a new financial governance and reporting BI tool through their
technical partners Accenture (based upon SaS BI 4.0) The new system and processes were designed
for the 30 global Leadership Teams to report upon 16 Financial KPIs that underpin their business
strategy known as the Winning Formula. The rollout took place across 157 countries.
Matt was appointed Senior Project Manager responsible for:
• Design of the deployment methodology, governance and dashboard reporting
• Directing a team based across three time zones, USA, UK and India
• Liaison with Accenture development team
• A complex matrix management business structure with complex Financial Sales KPIs
• Collating Voice of Customer feedback to drive RAD configuration
• Managing a team of 40 business representatives based around the globe in order to conduct
business readiness assessments and drive user adoption
• Business and Change Impact Assessment - Usability assessment of new tool in Leadership
Team Meetings
• Championing user requirements in software development and testing meetings with Accenture
• Stakeholder engagement; communications, overseeing training delivery from within his team,
communications, HR engagement, Leadership Teams engagement
• Business process integration and organisational design for migration of the change project to
Business as Usual. Design of TOM for BAU (Business Partner Model)
• Programme reporting on Governance to Board level - user adoption, business benefits,
Dashboard KPIs, Risks and Issues, Benefits Realisation
• Cultural change in terms of implementing management by objectives by Senior Leaders and
the cascade of objectives to their line reports across the globe
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• Financial performance analysis for the President that previously took 6 weeks to produce an
estimate for one particular region, took 40 minutes to produce across all regions and
consolidated globally.
• Business change was affected across Europe in 4 months, across Africa in 6 months and
globally within a year. Matt developed the transition to BAU strategy which included developing
a Business Change Toolkit for the new Business Partner model.
• Undertook a usability assessment leading to reconfiguring of the system for use in Leadership
Team meetings
• Sustainable change - all President's regional visits use the BI tool for financial performance
reviews and use of BI tool written into Annual Performance Appraisals
BG Group
New Ways of Working, Well Engineering,
April 2012 – December 2012
BG-Group are a FTSE top 10 global gas exploration and production (E&P) company based in UK and
operating across the globe. Matt worked with the Leadership Teams based around the globe and
reported into the General Manager and Business Improvement Manager.
The New Ways of Working (NWW) initiative was sponsored by the Board as an initiative to enable the
Group to take a step change in business performance. The mandate was to evaluate how the HQ
Functions and global Assets (Regional Teams) could be reconfigured in order to; overcome resource
constrained growth; improve CAPEX performance and enable greater consistency in the application of
governance and assurance.
Matt was responsible for:
• Interpretation of Board level Guiding Principles into departmental ones
• Organisational Design (OD) Blueprinting for the global Assets and HQ Functions
• Process mapping and Lean Six Sigma analysis for redesign of processes
• Cost benefit analysis for reconfiguring 15 Global Assets
• Change Impact Analysis in order to measure delivery of business benefits
• Cross-functional co-ordination with other BG Group functions
• Redesign of teams in order to improve resource utilisation
• Business Process Re-engineering and implementation in the China Operations
• Mentoring and coaching of senior and middle managers
Significant achievements: The New Ways of Working Programme will provide BG-Group with a
future-proof structure enabling them to continue to meet aggressive growth curves that have been
published to market analysts. Sustainable change - The new model was implemented in China and
Ecuador gas exploration ventures.
BG Group
Proof of concept
April 2012 – December 2012
Matt managed a proof of concept for remote management of a drilling ship stationed 50 miles off the
coast of Tanzania next to the Mozambique border:
• Board level sponsored Proof of Concept to prove remote drilling could be managed from the
HQ in Reading.
• IT requirements definition and implementation for HQ control room
• Designed of benefits realisation approach, team and IT infrastructure for the trial
• The ultimate business requirement is to manage several drilling operations remotely from one
centralised management control facility based in the HQ hence overcoming scarce resource
constraints and evaluate the impact on collaborative working
• Significant HR and employment law dealings in order to repatriate a team to the UK
• Management of multi-disciplinary teams in matrix managed organisation
• Mentored staff on new ways of working in order to overcome resistance to change.
• Presented benefits realisation report findings to SVP and VP Board members.
• High value project with a burn rate of $542,000 per hour (drilling ship leasing costs)
Significant achievements:
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• First time implementation of remote operations within the industry
• Wells were completed (to top quartile performance criteria) 20 days ahead of time with a saving
of some $18m. Evidence gathered of improvements to collaborative working.
• The $190m drilling programme proved the gas extraction methodologies and helped calibrate
reservoir models with anticipated plant extraction savings of $4bn.
• Sustainable change - New Remote Operations approach subsequently implemented for
Kenya operations.
Top Quartile Framework Deployment
July 2011 – March 2012
Well Engineering account for some 40% of the company's cost base (CAPEX). The changes
underpinned user adoption of Oracle Portfolio Manager as an enterprise tool for performance
measurement. The Top Quartile Framework is a global business improvement initiative that aims to
place greater than 40% of newly drilled wells in the top quartile of performance as benchmarked against
the rest of the industry. The aims of the programme were to; improve organisational effectiveness;
break down internal silos and focus upon improving internal customer interfaces.
The changes were implemented across BG offices in 32 countries. Matt was responsible for delivering
against a £2m fixed price contract:
• Translating the Programme vision statement into a change programme manadate, planning and
executing the rollout across the HQ and regions
• Gap analysis of As-Is / To-Be state through global stakeholder engagement
• Planning rollout, design of change collateral, dashboard KPI design, programme reporting
• Process mapping and lean analysis leading to coaching of staff on more effective ways of
working
• Managing a team of change and project management experts running concurrent projects and
reporting into the Board
• Design of the change and benefits realisation management approach based upon Kotter,
CMMI, Kirkpatric and Managing Successful Programmes.
• Skills transfer to BG senior managers took place through mentoring, coaching
• Face-to-face interviews and meetings around the globe for; gap analysis; training intervention
workshops; health check visit
• Design of eLearning modules and linkage to Learning Management System
Significant achievements:
• Efficiency savings for 2013 of $85m declared by the business
• Efficiency savings for 2012 of $135m declared by the business
• Twelve milestones were delivered on time, each time as part of a fixed-price assignment
• Sustainable change - top quartile operating performance is the expected norm and is written
into employee performance targets
PRACTICUS
Director of Programme, Project and Change Management
2009 -2011
Matt was responsible for developing the Professional Services component of the business. His duties
also included portfolio management, developing methodologies and hands on delivery management.
Capita Group Plc
Director, Head of Programme, Project and Change Management
2004-2009
P&L responsibility for £10m pa consultancy. Matt developed methodologies in business change and
benefits realisation. Relevant projects managed include:
Ministry of Justice (DCA) – established a change programme team for implementing
the Supreme Court, abolishing the post of Lord Chancellor, House of Lords Reform,
future of Silk Policy, and implementing a Judicial Appointments Commission.
Ministry of Justice, Office of Public Guardianship – established and managed a
change programme team for out-sourcing of financial portfolio management of
mentally incapacitated patients of the OPG. Dynamically complex programme of work
across three major departments (OPG, Court Funds Office, Official Solicitors Office and
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also involving Inland Revenue, Court Service, etc). £2bn of Court funds management
outsourced to two Brokers in the City of London.
Network Rail
Business Change Programme Manager - Information Management and Asset Integrity
Network Rail is the operator of Britain's rail infrastructure. Its mission is to maintain, improve and
upgrade the railway for the 21st century. Similar to all utility and Government owned Companies
(GovCo's), it owns considerable assets. These assets form part of a safety critical infrastructure of
national strategic importance. Network Rail are overseen by the Office of Rail Regulator and the
Railway Safety Board. Part of Network Rail's corporate 5 year Information Management strategy was to:
‘Make information a Corporate Asset’
Matt led a number of multi-disciplinary teams working across Network Rail in order to implement an
enterprise wide Corporate Content Management Solution (CCMS). Working in partnership with the
software vendor EMC Documentum, his teams were instrumental in deploying CCMS across 30,000
users. The CCMS programme of work at the time was valued at approximately £20m and was the
largest of its kind in Europe according to EMC.
Fundamental to the success of the teams was the recognition and adoption of a strategy that treated
the programme of work as one of Business Change rather than one of a technology development
programme. Matt's responsibilities included: managing Business Change Teams, working on a mainly
fixed price basis in order to:
• Maximise User Adoption
• Maximise business benefits through formal Benefits Realisation Management
• Minimise business disruption
• Define the corporate deployment strategy
• Define the corporate approach to benefits realisation management
• Provide Programme and Project level business change management
• Conduct information audits to elicit users’ needs and status of current information/content
stores
• Define document migration strategies, data cleansing, data integrity
• Define user configuration (document base, templates, document life cycles, security access
permissions, etc)
• Undertake BPR
• Identify business champions and undertake user training
• £20m total programme costs with rollout across all staff in Network Rail (approximately 30,000)
• Successful benefits realisation management
• Proven savings and benchmarked against industry analysts Gartner (ROI 18 months compared
with Gartner of 18-24 months)
• Sustainable Change - User adoption maximised across all disciplines in Network Rail
EDF Energy - Management of teams responsible for cultural change on the Zero Harm HSE
programme in response to the Corporate Manslaughter Act
Crossrail Managing teams evaluating the impact of the Royal Ascent of Crossrail Act upon Network
Rail’s programme plan in terms of Petitions and Undertakings (statutory obligations to the Public as a
result of the consultation phase.).
Health Protection Agency, Translational Medical Facility (DSTL/HPA) - business case definition in
order to justify investment and refurbishment of a classified vaccine testing (containment level 4) facility.
Awarded Freedom of City of London subsequently by Worshipful Company of Constructors.
Ministry of Defence (MoD) Procurement Executive
Programme Manager, 1980-2000
Programme Manager leading teams on design and delivery of complex weapon systems.
• Defence Equipment Services (DES) Programme Manager for development and procurement of
Autonomous Air Launched Anti Armour Weapon (Brimstone), currently fitted to Eurofighter
Typhoon for air-to-ground operations. (A £980m programme in 1995)
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• QinetiQ/Saab/BAE Systems Programme Manager Technology transfer on Eurofighter Typhoon
and Gripen export campaigns: South Africa, Poland, South Korea, Norway, Singapore.
Expertise developed in Off-Set and Counter-Trade.
• DES Programme Manager (portfolio of 40 projects worth £65m) for Royal Logistics Corp and
REME
• Saab-BAE Systems & QinetiQ, Project Manager for world's first Air-to-Air Refuelling trial of a
Swedish fighter (prototype Gripen 4th generation fighter for export market) with a NATO
Tanker. A fixed price assignment for which Matt was subsequently awarded Chartered Status.
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Matt Rawson CV 2015

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