Dr. Jason Carter has over 25 years of experience leading complex global programs for blue chip corporations. He has successfully led programs worth €3 billion delivering world class solutions, strategic initiatives, and business transformations. Dr. Carter seeks an executive leadership position to lead teams, strengthen international credentials, and drive business performance through outstanding results.
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...David Dunning
This document introduces the Business Integrated Governance (BIG) data model and framework. It was created by a volunteer group to help organizations better integrate data and decision making across projects, programs, portfolios, and business operations. The framework recognizes different accountability nodes within an organization and provides templates for key governance elements like agendas, management information, and dashboards. It is designed to support functions like the main board, portfolio management, project management, finance, and assurance without dictating specific tools or processes. The BIG model provides a common language and single source of truth to help diverse groups within a complex organization make more integrated decisions.
The document discusses the value of implementing a Business Management Office (BMO) to help government agencies address challenges related to transparency, accountability, risk management, and other mandates. A BMO can provide processes, tools, and expertise to coordinate cross-agency initiatives and help achieve strategic goals. Grant Thornton developed a BMO Workbench to guide planning, management, and oversight of organizational initiatives. The document outlines Grant Thornton's approach to establishing a customized BMO for an agency and provides examples of their successful BMO engagements with the USPTO, OPM, DHS, and other organizations.
Project, Program, Portfolio Management (P3M) Framework – A set of policies, processes, tools, and governance models designed to support organizations in achieving strategic and tactical benefits from their investments in projects, programs, and portfolios. P3M
Helps achieve...
•Transparency – Line of sight into decisions, performance, and benefits
•Accountability – Ownership and decision-making thresholds defined and governed
•Compliance – Comply with organizational and public sector policies, regulations, and guidelines
•Cost Savings – Eliminate wasteful spending, out-of-control execution, re-invention, and disconnected operations
•Funds Optimization – Obtain optimal benefits for amount budgeted and expended
•Benefits Realization – Achieve the intended benefits as described in the business case
Presentation given by Nick Jones at The Strand Palace Hotel on Wednesday 9th July 2014 designed for Project & Programme Management (PPM) and Learning & Development professionals within our corporate membership, and other organisations with a strong interest in developing professional standards within their PPM community.
This document contains a summary of Kaustabh Bera's career experience and qualifications. It outlines his 17+ years of experience in technology leadership roles across various companies like Capgemini, Morgan Stanley, Royal Bank of Scotland, and Tata Consultancy Services. It highlights his expertise in areas like data warehousing, business intelligence, big data, analytics, program management, and delivery management. It also lists some of his key accomplishments and technical skills.
The document provides a professional profile and resume for Luke Marais, a senior project management professional with over 12 years of experience managing projects in various industries including banking, finance, telecommunications, and utilities. Some of his responsibilities and accomplishments include managing multi-million dollar projects, leading teams of up to 100 resources, successfully delivering projects on time and under budget, and rescuing critical projects facing tight deadlines and budgets. His experience spans various roles managing both large and small projects across different organizations.
This document outlines a webinar on project portfolio management presented by Claude Maley. It includes information on the presentation objectives, the presenter's background, definitions of key terms, and the importance of aligning projects to organizational strategy and goals. Various aspects of project portfolio management such as project selection, governance, reporting, and organizational structure are also discussed.
This document presents a Project Portfolio Management (PPM) Capability Reference Model created by Robert Greca to establish a common framework for discussing the elements of PPM. The model outlines key PPM capabilities at the portfolio, program, and project levels, and is intended to clarify terminology and scope. Greca provides the model for others to use and customize as needed for their organizations.
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...David Dunning
This document introduces the Business Integrated Governance (BIG) data model and framework. It was created by a volunteer group to help organizations better integrate data and decision making across projects, programs, portfolios, and business operations. The framework recognizes different accountability nodes within an organization and provides templates for key governance elements like agendas, management information, and dashboards. It is designed to support functions like the main board, portfolio management, project management, finance, and assurance without dictating specific tools or processes. The BIG model provides a common language and single source of truth to help diverse groups within a complex organization make more integrated decisions.
The document discusses the value of implementing a Business Management Office (BMO) to help government agencies address challenges related to transparency, accountability, risk management, and other mandates. A BMO can provide processes, tools, and expertise to coordinate cross-agency initiatives and help achieve strategic goals. Grant Thornton developed a BMO Workbench to guide planning, management, and oversight of organizational initiatives. The document outlines Grant Thornton's approach to establishing a customized BMO for an agency and provides examples of their successful BMO engagements with the USPTO, OPM, DHS, and other organizations.
Project, Program, Portfolio Management (P3M) Framework – A set of policies, processes, tools, and governance models designed to support organizations in achieving strategic and tactical benefits from their investments in projects, programs, and portfolios. P3M
Helps achieve...
•Transparency – Line of sight into decisions, performance, and benefits
•Accountability – Ownership and decision-making thresholds defined and governed
•Compliance – Comply with organizational and public sector policies, regulations, and guidelines
•Cost Savings – Eliminate wasteful spending, out-of-control execution, re-invention, and disconnected operations
•Funds Optimization – Obtain optimal benefits for amount budgeted and expended
•Benefits Realization – Achieve the intended benefits as described in the business case
Presentation given by Nick Jones at The Strand Palace Hotel on Wednesday 9th July 2014 designed for Project & Programme Management (PPM) and Learning & Development professionals within our corporate membership, and other organisations with a strong interest in developing professional standards within their PPM community.
This document contains a summary of Kaustabh Bera's career experience and qualifications. It outlines his 17+ years of experience in technology leadership roles across various companies like Capgemini, Morgan Stanley, Royal Bank of Scotland, and Tata Consultancy Services. It highlights his expertise in areas like data warehousing, business intelligence, big data, analytics, program management, and delivery management. It also lists some of his key accomplishments and technical skills.
The document provides a professional profile and resume for Luke Marais, a senior project management professional with over 12 years of experience managing projects in various industries including banking, finance, telecommunications, and utilities. Some of his responsibilities and accomplishments include managing multi-million dollar projects, leading teams of up to 100 resources, successfully delivering projects on time and under budget, and rescuing critical projects facing tight deadlines and budgets. His experience spans various roles managing both large and small projects across different organizations.
This document outlines a webinar on project portfolio management presented by Claude Maley. It includes information on the presentation objectives, the presenter's background, definitions of key terms, and the importance of aligning projects to organizational strategy and goals. Various aspects of project portfolio management such as project selection, governance, reporting, and organizational structure are also discussed.
This document presents a Project Portfolio Management (PPM) Capability Reference Model created by Robert Greca to establish a common framework for discussing the elements of PPM. The model outlines key PPM capabilities at the portfolio, program, and project levels, and is intended to clarify terminology and scope. Greca provides the model for others to use and customize as needed for their organizations.
Nigel Tebbutt has over 15 years of experience in oil, gas, and energy trading industries. He has expertise in areas such as enterprise risk management, SAP implementations, trading system architectures, and joint venture accounting. Some of the key projects and roles mentioned include implementing an integrated trading system at Reliance Oil and Gas, managing agile development teams delivering trading platforms at British Energy, and reporting to the Director of Planning and Strategy at BP International.
Matt Rawson has over 20 years of experience as a Chartered Programme Manager and Change Manager, delivering projects across various industries. He specializes in defining project scope through stakeholder engagement, managing projects through their full lifecycle using recognized methodologies, and ensuring the realization of anticipated business benefits. Notable achievements include the successful rollout of new IT governance frameworks and systems at Jaguar Land Rover and GSK, as well as overseeing the migration of over 140 applications to new data centers as part of the Ministry of Justice's Future IT Sourcing Programme. He takes an integrative approach to manage complex transformations and gain buy-in from all levels of an organization.
Project portfolio management (PPM) aims to align projects with organizational strategy through assessing project proposals, allocating scarce resources, balancing project risk and size, and continually tracking projects. PPM is aimed at senior management who must ensure strategy and operations are integrated. It involves tasks like investment decision making, matching investments to objectives, and allocating assets. PPM helps improve project success rates and allows organizations to efficiently invest in opportunities critical to their future.
Project Portfolio Management - An insiders overviewSaji Madapat
The document discusses project portfolio management (PPM) and its benefits for organizations. PPM can help bridge the gap between organizational strategy and successful projects. It involves managing a collection of projects and programs as a group to maximize strategic benefits. The document outlines the evolution of PPM standards and provides an overview of implementation approaches and roles within PPM.
This document discusses project portfolio management. It defines portfolio, program, and project management and their differences. Specifically, portfolio management focuses on doing the right projects to achieve strategic goals, while project management focuses on doing individual projects right. The document outlines common challenges with portfolio management like poor prioritization and lack of governance. It then presents a portfolio management process model involving principles, definition cycles, and delivery cycles to help address these challenges. Finally, it discusses implementing an enterprise-wide portfolio management process and the services a consulting firm can provide to help organizations assess, define, modify, and transition to an improved portfolio management process.
Portfolio management knowledge development event details are provided, including an agenda for presentations and discussions. Research was conducted to discover effective portfolio management practices, with findings around key process questions and problems organizations face. References are made to other sources that provide guidance on aligning delivery, measurement, and governance cycles, establishing a portfolio management office, and using standards to prioritize projects.
The document discusses enabling business and technology alignment in a fast-changing world through project/program portfolio management (P3M). It notes the challenges of rapid growth, cost containment, and increasing profit in today's environment. It emphasizes aligning business strategy with IT enablers to drive growth while reducing costs. The document provides techniques for success including understanding executive incentives, structuring strategies into a portfolio and programs/projects, establishing the right governance model, and using tools like a portfolio calendar and decision-making processes. It stresses the importance of the right level of understanding, process standardization, and global enabler platforms to enable successful change.
Kelly Maric is an experienced Program/Project Manager with over 23 years of experience across multiple industries including telecom, healthcare, and others. She has strong project management skills including managing projects of all sizes, developing project documentation, managing teams and stakeholders, and ensuring projects are delivered on time and on budget. She has two advanced degrees and a proven track record of successfully delivering a wide variety of strategic and tactical projects.
Massimo Scalzo is a business process and program expert with extensive experience managing large projects across many industries. He has led business process reengineering programs, developed CRM processes and architectures, and improved organizational efficiency. Some of his achievements include developing international CRM processes for an automotive group, redefining analytical CRM strategies for a telecom company, and mapping requirements to create new products for an IT company. Currently, he runs his own management consulting practice focused on CRM, business processes, and program management.
• Execute Business Transformation activities across horizontals and verticals of the organization.
• Develop Performance Comparisons and benchmark scenarios, Develop Gap Analysis, Analyze Drivers, Prioritize & Develop Strategy and Monitor Change, Analyze Business Processes, Assess IT Strategy and Applications, Identify Pain Points, Implement Best Practices, Design High Level Technical Requirements, Develop Business Process Model and Techno-Functional architecture roadmap based on Organization Structure and Governance Model, Lifecycle Management for identified Processes / Systems, Automation – Re-engineering – Integration & Innovation
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
This document provides a curriculum vitae for Rod Moran, outlining his professional experience in organizational change management. It summarizes that he has over 20 years of experience leading large-scale change programs, most recently as the Senior Global Change Lead at WorleyParsons where he was responsible for designing and implementing a global change program to support a 3-year technology and business transformation strategy. Prior to this, he spent 11 years at the Commonwealth Bank leading change initiatives across various divisions. The CV highlights his skills in change planning, communication, stakeholder management, and coaching leadership on change.
Irfan F. Khan is a seasoned ERP implementation specialist with over 30 years of experience managing large, complex projects across multiple industries. He has expertise in financial management, HCM/Payroll, business process management, and organizational change management. Khan's experience includes successfully completing over 30 major ERP implementations involving systems like Oracle, SAP, Dynamics and Salesforce. He is skilled at analyzing workflows, establishing priorities and budgets, and ensuring projects meet business needs on time and on budget.
This document compares projects, programs, and portfolios. It outlines that projects have a reduced and specific scope, while programs have a broader scope and may experience more changes. Portfolios follow a corporation's strategy. Project managers focus on time, scope and cost, while program managers measure success through ROI, new functionalities and benefit realization. Portfolio managers measure aggregate performance. Leadership styles also differ, with project managers focusing on execution, program managers on relationships, and portfolio managers on adding value.
HOW TO DEVELOP BUSINESS STRATEGY_ICT MODEL_Dr. TALAAT REFAATDr Talaat Refaat
In the frame of the rapid growth of NGC, specially while trying to gain subcontracts with AT&T after the later had won a huge contract with the Ministry of Post, Telegraph & Telephone (PTT); now it is “Saudi Telecom Company” (STC), KSA http://www.stc.com.sa/ The contract includes Telephone Exchanges to provide 1.5 million telephone lines, Transmission and junction links, Information Systems, Subscriber radio network, Training Facilities and programs... etc. The total contract value is three billion and nine hundred fifty one million US dollars. In the frame of these circumstances the following tasks have been conducted:
A study titled "Business Strategy for Business Development Sector";
The Directors, Departments and Projects managers needs to Improve the
Decision Making Process have been identified,
The material for the following topics were prepared:
Project Awareness and Definition Course, Network Analysis Course; Project
Management & Control Tools, Quantitative Approaches to Management Awareness; Decision Support Systems (DSS) Awareness; Procurement Methodology Awareness and Writing the Wining Proposal Awareness;
A training room equipped with recent H/W , S/W, and devices had been established;
A two months courses and awareness including the mentioned topics have been taught for about 15 Directors, Departments, and Projects Managers of NGC;
Professional Presentations explaining complex concepts and ideas through highly developed communication and presentation skills have been done for NGC clients as well as NGC Projects Managers.
Outline of PPM, Project and Portfolio Management and it's use in Project Management disciplines
If you would like a copy of the slides, please email me
Portfolio Management involves three key steps:
1) Defining investments and selecting/prioritizing projects based on their strategic contribution and other criteria.
2) Periodically reviewing the portfolio to ensure projects are delivering benefits and align with changing strategies. Failing projects may be stopped.
3) Balancing the portfolio by optimizing the mix of investments against the organization's capacity and goals. This allows adapting to a changing business environment.
The document provides an overview of strategic portfolio management. It discusses the rationale for portfolio management, including aligning projects with organizational strategy and goals. Benefits of portfolio management include improved resource utilization and risk management. Challenges include lack of consensus, poor prioritization, and weak controls. Critical success factors include senior management commitment, robust governance processes, and ensuring project alignment with objectives. The document also outlines portfolio management roles and provides examples of how organizations can categorize their portfolio management effectiveness.
Zubin Shahnawaz has over 10 years of experience in target operating model design, business analytics, and organizational restructuring for investment banking and financial services firms. He has a proven track record of applying Lean principles to drive operational transformation and has experience managing projects, teams, and offshoring initiatives. The document provides details on his work history, qualifications, and roles at Genpact, Credit Suisse, J.P. Morgan, and Commonwealth Securities.
The document is a resume for Kevin J. Fox, who has over 12 years of experience in project management, IT services management, and technical sales support for global organizations. Some of his responsibilities included managing multi-million dollar budgets, software development teams, and IT projects using agile and waterfall methodologies. He has extensive experience leading teams, developing strategic plans, and delivering customized technical solutions on time and within budget.
The document is a resume for Kevin J. Fox, who has over 12 years of experience in project management, IT services management, and technical sales support for global organizations. Some of his responsibilities included managing multi-million dollar budgets, software development teams, and IT projects using agile and waterfall methodologies. He has extensive experience leading teams, developing strategic plans, and delivering customized technical solutions on time and within budget.
Nigel Tebbutt has over 15 years of experience in oil, gas, and energy trading industries. He has expertise in areas such as enterprise risk management, SAP implementations, trading system architectures, and joint venture accounting. Some of the key projects and roles mentioned include implementing an integrated trading system at Reliance Oil and Gas, managing agile development teams delivering trading platforms at British Energy, and reporting to the Director of Planning and Strategy at BP International.
Matt Rawson has over 20 years of experience as a Chartered Programme Manager and Change Manager, delivering projects across various industries. He specializes in defining project scope through stakeholder engagement, managing projects through their full lifecycle using recognized methodologies, and ensuring the realization of anticipated business benefits. Notable achievements include the successful rollout of new IT governance frameworks and systems at Jaguar Land Rover and GSK, as well as overseeing the migration of over 140 applications to new data centers as part of the Ministry of Justice's Future IT Sourcing Programme. He takes an integrative approach to manage complex transformations and gain buy-in from all levels of an organization.
Project portfolio management (PPM) aims to align projects with organizational strategy through assessing project proposals, allocating scarce resources, balancing project risk and size, and continually tracking projects. PPM is aimed at senior management who must ensure strategy and operations are integrated. It involves tasks like investment decision making, matching investments to objectives, and allocating assets. PPM helps improve project success rates and allows organizations to efficiently invest in opportunities critical to their future.
Project Portfolio Management - An insiders overviewSaji Madapat
The document discusses project portfolio management (PPM) and its benefits for organizations. PPM can help bridge the gap between organizational strategy and successful projects. It involves managing a collection of projects and programs as a group to maximize strategic benefits. The document outlines the evolution of PPM standards and provides an overview of implementation approaches and roles within PPM.
This document discusses project portfolio management. It defines portfolio, program, and project management and their differences. Specifically, portfolio management focuses on doing the right projects to achieve strategic goals, while project management focuses on doing individual projects right. The document outlines common challenges with portfolio management like poor prioritization and lack of governance. It then presents a portfolio management process model involving principles, definition cycles, and delivery cycles to help address these challenges. Finally, it discusses implementing an enterprise-wide portfolio management process and the services a consulting firm can provide to help organizations assess, define, modify, and transition to an improved portfolio management process.
Portfolio management knowledge development event details are provided, including an agenda for presentations and discussions. Research was conducted to discover effective portfolio management practices, with findings around key process questions and problems organizations face. References are made to other sources that provide guidance on aligning delivery, measurement, and governance cycles, establishing a portfolio management office, and using standards to prioritize projects.
The document discusses enabling business and technology alignment in a fast-changing world through project/program portfolio management (P3M). It notes the challenges of rapid growth, cost containment, and increasing profit in today's environment. It emphasizes aligning business strategy with IT enablers to drive growth while reducing costs. The document provides techniques for success including understanding executive incentives, structuring strategies into a portfolio and programs/projects, establishing the right governance model, and using tools like a portfolio calendar and decision-making processes. It stresses the importance of the right level of understanding, process standardization, and global enabler platforms to enable successful change.
Kelly Maric is an experienced Program/Project Manager with over 23 years of experience across multiple industries including telecom, healthcare, and others. She has strong project management skills including managing projects of all sizes, developing project documentation, managing teams and stakeholders, and ensuring projects are delivered on time and on budget. She has two advanced degrees and a proven track record of successfully delivering a wide variety of strategic and tactical projects.
Massimo Scalzo is a business process and program expert with extensive experience managing large projects across many industries. He has led business process reengineering programs, developed CRM processes and architectures, and improved organizational efficiency. Some of his achievements include developing international CRM processes for an automotive group, redefining analytical CRM strategies for a telecom company, and mapping requirements to create new products for an IT company. Currently, he runs his own management consulting practice focused on CRM, business processes, and program management.
• Execute Business Transformation activities across horizontals and verticals of the organization.
• Develop Performance Comparisons and benchmark scenarios, Develop Gap Analysis, Analyze Drivers, Prioritize & Develop Strategy and Monitor Change, Analyze Business Processes, Assess IT Strategy and Applications, Identify Pain Points, Implement Best Practices, Design High Level Technical Requirements, Develop Business Process Model and Techno-Functional architecture roadmap based on Organization Structure and Governance Model, Lifecycle Management for identified Processes / Systems, Automation – Re-engineering – Integration & Innovation
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
This document provides a curriculum vitae for Rod Moran, outlining his professional experience in organizational change management. It summarizes that he has over 20 years of experience leading large-scale change programs, most recently as the Senior Global Change Lead at WorleyParsons where he was responsible for designing and implementing a global change program to support a 3-year technology and business transformation strategy. Prior to this, he spent 11 years at the Commonwealth Bank leading change initiatives across various divisions. The CV highlights his skills in change planning, communication, stakeholder management, and coaching leadership on change.
Irfan F. Khan is a seasoned ERP implementation specialist with over 30 years of experience managing large, complex projects across multiple industries. He has expertise in financial management, HCM/Payroll, business process management, and organizational change management. Khan's experience includes successfully completing over 30 major ERP implementations involving systems like Oracle, SAP, Dynamics and Salesforce. He is skilled at analyzing workflows, establishing priorities and budgets, and ensuring projects meet business needs on time and on budget.
This document compares projects, programs, and portfolios. It outlines that projects have a reduced and specific scope, while programs have a broader scope and may experience more changes. Portfolios follow a corporation's strategy. Project managers focus on time, scope and cost, while program managers measure success through ROI, new functionalities and benefit realization. Portfolio managers measure aggregate performance. Leadership styles also differ, with project managers focusing on execution, program managers on relationships, and portfolio managers on adding value.
HOW TO DEVELOP BUSINESS STRATEGY_ICT MODEL_Dr. TALAAT REFAATDr Talaat Refaat
In the frame of the rapid growth of NGC, specially while trying to gain subcontracts with AT&T after the later had won a huge contract with the Ministry of Post, Telegraph & Telephone (PTT); now it is “Saudi Telecom Company” (STC), KSA http://www.stc.com.sa/ The contract includes Telephone Exchanges to provide 1.5 million telephone lines, Transmission and junction links, Information Systems, Subscriber radio network, Training Facilities and programs... etc. The total contract value is three billion and nine hundred fifty one million US dollars. In the frame of these circumstances the following tasks have been conducted:
A study titled "Business Strategy for Business Development Sector";
The Directors, Departments and Projects managers needs to Improve the
Decision Making Process have been identified,
The material for the following topics were prepared:
Project Awareness and Definition Course, Network Analysis Course; Project
Management & Control Tools, Quantitative Approaches to Management Awareness; Decision Support Systems (DSS) Awareness; Procurement Methodology Awareness and Writing the Wining Proposal Awareness;
A training room equipped with recent H/W , S/W, and devices had been established;
A two months courses and awareness including the mentioned topics have been taught for about 15 Directors, Departments, and Projects Managers of NGC;
Professional Presentations explaining complex concepts and ideas through highly developed communication and presentation skills have been done for NGC clients as well as NGC Projects Managers.
Outline of PPM, Project and Portfolio Management and it's use in Project Management disciplines
If you would like a copy of the slides, please email me
Portfolio Management involves three key steps:
1) Defining investments and selecting/prioritizing projects based on their strategic contribution and other criteria.
2) Periodically reviewing the portfolio to ensure projects are delivering benefits and align with changing strategies. Failing projects may be stopped.
3) Balancing the portfolio by optimizing the mix of investments against the organization's capacity and goals. This allows adapting to a changing business environment.
The document provides an overview of strategic portfolio management. It discusses the rationale for portfolio management, including aligning projects with organizational strategy and goals. Benefits of portfolio management include improved resource utilization and risk management. Challenges include lack of consensus, poor prioritization, and weak controls. Critical success factors include senior management commitment, robust governance processes, and ensuring project alignment with objectives. The document also outlines portfolio management roles and provides examples of how organizations can categorize their portfolio management effectiveness.
Zubin Shahnawaz has over 10 years of experience in target operating model design, business analytics, and organizational restructuring for investment banking and financial services firms. He has a proven track record of applying Lean principles to drive operational transformation and has experience managing projects, teams, and offshoring initiatives. The document provides details on his work history, qualifications, and roles at Genpact, Credit Suisse, J.P. Morgan, and Commonwealth Securities.
The document is a resume for Kevin J. Fox, who has over 12 years of experience in project management, IT services management, and technical sales support for global organizations. Some of his responsibilities included managing multi-million dollar budgets, software development teams, and IT projects using agile and waterfall methodologies. He has extensive experience leading teams, developing strategic plans, and delivering customized technical solutions on time and within budget.
The document is a resume for Kevin J. Fox, who has over 12 years of experience in project management, IT services management, and technical sales support for global organizations. Some of his responsibilities included managing multi-million dollar budgets, software development teams, and IT projects using agile and waterfall methodologies. He has extensive experience leading teams, developing strategic plans, and delivering customized technical solutions on time and within budget.
The document provides a summary of Kevin J. Fox's experience as a project manager, sales support manager, and IT services manager over 12+ years. He has experience managing multi-million dollar budgets and teams across various industries. His experience includes strategic planning, project management, vendor management, sales support, and managing software development teams using Agile and Waterfall methodologies. His background includes roles at Emerson Electric, Centene, MedAssets, Express Scripts, MasterCard, and other global organizations.
Ben Torres has over 18 years of experience in practice management, project management, consulting and delivery lead roles. He has extensive experience managing teams and projects in industries such as financial services, insurance, wealth management and government. Currently, he is a Practice/Engagement Manager at NetSuite where he manages local and international project teams.
Alan Schofield is an experienced IT manager and director with expertise in software development, project management, and quality assurance. He has led teams on global projects from conceptualization through implementation. As a consultant, he helped companies develop nearshore software teams and provided oversight of project governance. Previously, he managed up to 170 staff across departments and 100 concurrent projects for a logistics company, applying agile and waterfall methods to analyze requirements and ensure on-time completion.
Akash Das has over 13 years of experience in IT delivery, business development, account management, and program management. He currently works as a senior manager overseeing a team of 60 people and a $20 million portfolio. He has a track record of growing accounts, developing solutions, and ensuring projects meet budgets and timelines. His experience spans multiple industries including banking, retail, and manufacturing.
Jarrel Thomas is an experienced project manager seeking new opportunities. He has over 15 years of experience managing complex projects across multiple industries. Some of his key accomplishments include implementing an ICD-10 compliance program, managing an Office Depot acquisition integration, and leading a hospital IT infrastructure redesign. He has expertise in project management methodologies, strategic planning, and building high-performing teams.
This document provides a summary of Kevin Fox's professional experience and qualifications. It outlines his 11+ years of experience in project management, technical sales support, and IT management roles across various industries. Key skills include strategic planning, project portfolio management, budgeting, vendor management, and leading teams to successfully deliver large projects on time and under budget.
Karen Harris has over 25 years of experience in IT project management, service delivery, and business analysis. She has successfully managed global programmes and portfolios worth over $30 million. She specializes in ITIL service management, programme governance, and leading transformation initiatives.
Karen Harris has over 20 years of experience in IT project management, portfolio management, and service delivery. She has managed large projects with budgets over $30 million. She specializes in ITIL frameworks, SLAs, performance metrics, and delivering complex transformations on time and under budget across multiple regions. She has extensive experience leading teams of 3-30 people on both onshore and offshore projects.
Guy Dinapoli has over 20 years of experience as a program manager, project manager, and senior manager. He has expertise in managing programs across their entire lifecycle involving integration, time, quality, communications, procurement, compliance, scope, cost, risk, client, and financial management. He has managed large programs and projects at Morgan Stanley, Ernst & Young, and Fujitsu involving data security, infrastructure technology, tax performance, and banking/financial systems.
Gordon Culpan is a seasoned project manager with 25 years of experience managing projects in financial services, information systems, and infrastructure. He has extensive experience applying project management standards and leading complex programs valued up to $550 million. Some of his accomplishments include improving project delivery timelines, reducing failed projects, and improving an organization's project management maturity.
Shannon K. Watson is a program management professional with extensive experience leading global programs and technology services implementation projects for Fortune 100 companies. She has a background in project management, vendor management, technical delivery consulting, business leadership, and business advisory roles. Her core competencies include project management, vendor management, technical delivery, business leadership, and business advisory. She has experience in industries such as healthcare, manufacturing, transportation, food and beverage, utilities, government, financial services, and pharmaceuticals.
This document summarizes an individual's experience in IT management, solution design and implementation, application support, and service delivery. Over 19 years, they have successfully led teams on projects ranging from $5M-$30M annually, managing up to 50 associates globally. Their expertise includes areas such as enterprise architecture, IT strategy, and cloud solutions. They have a proven track record of delivering projects on time and within budget while improving customer satisfaction through their technical skills and management experience.
Neil Evans is an experienced change consultant with over 10 years of experience leading complex projects and delivering process improvements and financial benefits for clients. He has expertise in change delivery, project management, relationship management, training, and communication. Notable achievements include generating millions in savings for various clients through process optimization and cost reduction. He has worked with many organizations across industries as a senior consultant and project manager.
Sustain IT is a consulting service organisation active in interim management. Weare pleased to present a sample of project references we succeeded in: about CMMi implementations, COBIT assessments, Portfolio Management, ICT executive positions, process Improvement, Quality assurance, programme/project management, security management, compliancy...
Visit also www.sustain-IT.be for further information.
Or visit the updated version of my resume @ http://www.doyoubuzz.com/janssens-laurent
Please provide us your feedback
Simon Hall provides a curriculum vitae summarizing his 20 years of experience in project management, change management, and business analysis roles in the financial services sector. He has expertise in program/project management, PMO management, business process improvement, system implementation, and third party management. His background includes roles at HSBC, National Australia Bank, AdminRe, Standard & Poor's, Standard Life, and various public sector roles. He holds a BSc in Management Studies and PRINCE2 Practitioner certification.
Michael Noone has over 20 years of experience as a senior IT project manager leading diverse technology projects across multiple industries. He is an effective business strategist who aligns business goals with technology solutions to drive process improvements. Noone is an excellent communicator who leverages his technical and business skills to communicate with clients. He has a proven track record of managing large project teams and delivering high-quality projects on time and on budget. Representative projects include implementing managed accounts platforms, onboarding investment programs, regulatory compliance initiatives, and asset management systems.
Satish Kumar Subramanian has over 15 years of experience in IT project management, delivery, operations, and sales across various industries. He currently serves as the Service Delivery Manager for TCS Singapore managing a $15M portfolio. Prior experience includes roles as Account Manager, Project Manager, and SAP Consultant. He has a proven track record of successful delivery, relationship management, and leadership.
This resume is for Kevin J. Fox, an experienced Project Manager and IT professional with over 11 years of experience managing technical projects and teams. He has a proven track record of successfully delivering large, multi-million dollar projects on time and under budget across various industries. He possesses strong leadership, communication, budgeting, and project management skills.
Similar to Dr Jason Carter CV Chief Executive Officer And Global Programmes Director (20)
Dr Jason Carter CV Chief Executive Officer And Global Programmes Director
1. Dr JASON CARTER
PhD Business, Finance and Commerce • MBA Business Strategy and Leadership
MSc Sciences and Technology • CCTA, PRINCE 2, MSP, PMO, ITIL, Lean, Six Sigma, Agile, P2, RAID
Email: j.carter@flexibleresources.co.uk Mobile: 0044 (0) 7585 957680
Languages: Bilingual English and French (Some Russian) Mobility: International; UK Passport
Accomplished Board Executive & Programme Director • Global Programmes – Strategy, Leadership & Results
Chief Executive Officer: Exceptional track record of planning, leading and implementing complex programmes
for global blue chip corporations, ranging from initial pilot projects worth £150 million to delivering world class
infrastructure re-engineering and software development programmes with client portfolios of circa €3 billion.
Global Strategy & Leadership: Improving organisational capabilities by analysing core needs, setting priorities
and defining integrated strategies covering international operations, cross-functional areas and expert teams –
influencing decision-makers, matrix managing global entities and adapting business / operating / cost models.
Troubleshooting / Transformation: Spearheading change, creating world class propositions and turning around
business critical operations via M&A, restructuring, outsourcing, corporate governance, IPO, risk mitigation, HR
development, commercial initiatives, procurement, service management, systems (CRM, ERP, EPOS) and more.
Objective: Seeking a Chief Officer or Executive Leadership position with an established or start-up organisation
to lead teams, strengthen international credentials and drive-forward business performance – benefit from a
highly accomplished boardroom executive who delivers outstanding results aligned to corporate objectives.
CAREER ACCOMPLISHMENTS
CHIEF EXECUTIVE OFFICER – Flexible Resources Associates Consulting Jan 1995 – PRESENT
Programme Leadership: Successfully leading client portfolios worth €3 billion (at any given time) for blue
chip clients across diverse sectors – i.e. Siemens, Lloyds Banking Group, Experian, BT, GSK, GM, BP and more.
World Class Solutions: Spearheading strategic initiatives affecting entire organisations to add commercial
value, restructure/integrate business functions (M&A) and improve client USPs / value added propositions.
Strategy Development: Influencing executive decision makers, analysing risk, presenting complex business
cases and justifying budgets to set strategic priorities, define integrated plans and deliver on corporate goals.
Change & Transformation: Strengthening core capabilities to deliver agile, leaner and fitter organisations
using latest technologies (i.e. technical bids / outsourcing / shared / lean models) to yield profitable growth.
Troubleshooting Skills: Defining/executing turnaround strategies to lead business transition and find ways of
improving performance – i.e. implementing new ERP systems and restructuring client global operations.
Commercial Growth: Developing sales, marketing and commercial functions by introducing state-of-the-art
global order management systems, eCommerce platforms and customer relationship management (CRM).
Financial Leadership: Using decision-making acumen to improve resource allocation, asset management, MI
reporting (business intelligence), ERP / SAP / billing systems, procurement processes and cost controls, etc.
Expert Teams: Experienced at recruiting, motivating and deploying specialist teams to achieve programme
objectives, deadlines and budgets – excellent at identifying skills needs and developing talented individuals.
Core Methodologies: Delivering complex programmes to established quality, best practice and corporate
governance frameworks using latest project management methodologies, compliance and due diligence.
Technology Leadership: Defining technology roadmaps according to business requirements, long-term plans
and international / security risk factors – a leading technical authority to give critical guidance and expertise.
1
2. CLIENT PROGRAMMES - OVERVIEW
Programme Director: A well-established Programme Director and Senior Programme Manager with proven
expertise in delivering highly complex strategic initiatives on behalf of global corporations covering banking,
telecommunications, public sector, FMCG, energy, utilities, transport, aviation, automotive, medical and more.
End-to-End Leadership: Led entire programmes from business needs analysis, technical bid preparation and
contract negotiation through to final implementation – includes all business transition, systems infrastructure,
data migrations, management by objectives (MBO) and intellectual property to achieve corporate objectives.
RECENT CLIENT PROGRAMMES
PROGRAMME DIRECTOR – Siemens-Atos Origin December 2011
Technical Bid Consultancy: Directed all bid preparation teams and client submissions for a key Department
of Health Programme - fully detailed business cases, cost justification, benefits realisation and risk controls.
Planning & Governance: Established formal methodologies to enable effective planning of all project work
streams, manage cross-functional teams, apply best practice and shape ITO / BPO outsourcing strategy.
PROGRAMME MANAGER – Lloyds Banking Group June – Nov 2010
Major Restructure & Integration: Spearheaded the introduction of a new business operations model to
integrate and restructure across Head Office functions and dispersed multi-site operations – reported to CEO.
Technology Roadmap: Defined long-term plans for all future systems developments, business / enterprise
infrastructure, technical architecture, lifecycle management and solutions strategy to meet requirements.
Programme Leadership: Directed a team of 100+ people to integrate core functions, marketing, call centres,
IT infrastructure (SAP, ERP, EU SOX, Basle 2, Solvency 2), BAU, logistics, facilities, financial services and HR.
Planning & Controls: Standardised methods, procedures and processes to enable controlled implementation
of strategic changes and phased introduction of a new operating model (incorporated 3rd party functions).
Compliance & Governance: Developed engagement and communication strategies to brief stakeholder
groups, plus quality assurance (audit compliance), IT / security / fraud measures and executive reporting.
IT Transformation: Included technical delivery (i.e. software, products, outsourcing, offshoring, OLOs, SLAs),
ITIL service delivery framework, Blue Sky Roadmap, enterprise VMWARE and architecture compression, etc.
PROGRAMME DIRECTOR (BID LEADERSHIP) – Cap Gemini Oct 2008 – June 2010
M&A Integration: Led client restructuring programme from due diligence through to complete integration of
acquisitions by delivering technical consultancy, systems integration and ITO / BPO outsourcing strategies.
Control & Governance: Standardised methods, procedures and processes for phased infrastructure changes
to minimise impacts (Business As Usual) – led key stakeholder meetings, communications and presentations.
Team Leadership: Directed expert teams / contractors as appropriate, delivered on a portfolio of projects,
provided technical expertise, analysed risks, managed internal audits and monitored progress/budgets.
HEAD OF PMO PRACTICE – Experian April – Oct 2008
Change & Transformation: Spearheaded a major transformation programme to enhance Experian software,
infrastructure and information systems capabilities and functionality to deliver a world class proposition.
Team Leadership: Led expert teams of designers, developers and testers by fully managing work streams
across design, planning, development, testing, deployment, support, maintenance and outsourcing aspects.
Control & Governance: Ensured robust processes, controls and communication with key stakeholders to
monitor progress (executive reporting), troubleshoot issues, analyse risk and manage overall budgets.
Outcomes & Benefits: Carefully managed transition phases, change projects and application of technology
to deliver major stepped enhancements to enterprise IT infrastructure, including outsourcing / offshoring.
2
3. OTHER CLIENT ASSISGNMENTS
A4e: Bid management / CRM / MS Dynamics 3 Months
eBazR.com: eCommerce - offshore development (SDLC) team 3 Years
CAP GEMINI: Transformation Director - Bid Leadership, Consultancy Services, Client Delivery 2.5 years
TROUX: Strategic IT Planning, Resource Management and Client Delivery 5 Months
BT /OPENREACH: Business Engagement; IT & Information Systems Strategy 1 year
LITTLEWOODS: M&A - Business integration; Gaming and eCommerce 15 Months
VODAFONE: CPW, 3G Mobile and datacard development 4 Months
DEPT OF HEALTH: Arm Length Body, (QUANGO) Merger/Restructure 3 Months
DHL/DANZA: Business Absorption/Restructuring 4 Months
GLAXO SMITH KLINE: SAP Upgrade, Business Transformation 4 Months
BRITISH PETROLEUM (BP): Multiple M&A, Integrations, ERP, SAP and Data Centre Builds 3 Years
GENERAL MOTORS: De-mergers, divestitures, transition and cultural change 8 Months
ALCATEL: Multiple Global Programmes -SDH/PDH/ATM/WDM/FIBRE 11 Months
NORTEL NETWORKS: POP voice & data network builds 9 Months
CABLE & WIRELESS: National ICT Programs, Mobile, Fixed line & POP (£1 Billion budget) 11 Months
ERNST & YOUNG: Business Change Management, IT programs 9 Months
CITIBANK: Global Trading Solutions, Capital Markets 4 Years
EDUCATION & PROFESSIONAL DEVELOPMENT
PhD, Business Finance and Commerce – Canterbury Christ Church University
MBA, Business Strategy and Leadership – Canterbury Christ Church University
MSc, Sciences and Technology – Staffordshire University
BSc, Computing and Technology – University of Bolton
LLM, International Business Law – University of Liverpool (current study)
Legal Methods; Conflict of Laws in Business & Commerce; Law of Business Organisations; Commercial Contracts;
EU Law & Single Market; Corporate Governance; International Economic Law; Internet Law; Information Security
PRINCE2™ Foundation P2R/155720 + Practitioner P2R/157924, MSP Certification
PRINCE2™ - Advanced Training in Change, Risk, Quality, Financial Management and Contract Negotiation
ITIL®: Certification + Service Offerings and Agreements (Learning tree)
Wider Expertise: CCTA, MSP, PMO, Lean, Six Sigma, Agile, P2, RAID
Security & Contingency: Information Security / Business Continuity / Disaster Recovery Expert
Certified Internet Webmaster & Designer - Tech Connect
Internet Marketing (SEO, PPC, PPI, SMM, Email and Strategy) - Chartered Institute of Marketing (CIM)
Billing Systems (Fraud Prevention, Revenue Assurance, Interconnect, Multiple Products/Services) - Phillips
CISCO Routers CCNP (Learning tree)
Networking Tech Connect
Adobe CS5.5 Creative Master Suite
Power MS Excel-on reporting and decision making (Learning tree)
MS Office and 365 MS Lyncs and virtualisation machines
3G UMTS Air Interface; 3G UMTS BSC/BTS Core - Phillips
Security Clearance (DV number withheld)
Full driving licence
3