Sunday, 31 May 2020
LEADERS SHOULD BECOME ELDERS - TO FACILITATE RATHER THAN DIRECT
This is a great article... In A Post-COVID World The Manager Is The Weak Link
https://paulitaylor.com/2020/05/27/in-a-post-covid-world-the-manager-is-the-weak-link/
The key factors for me are when the number of remote workers climbs past 50% fundamental changes to the nature of work become necessary and I suspect (I hope) people will increasingly be paid for what they achieve rather than their attendance at an office.
Unlike the author who feels we should be ‘Ending Our Obsession With Leadership’ I think leadership is still important, but it is a different kind of community leadership that brings diverse people (in remote locations) to a task rather than the employer-employee relationship that exists when you sit outside the bosses office.
This shift is already happening in Projects where instead of a Project Manager directing tasks for a project with clear time, budget, people and deliverables we have Scrum Managers supporting teams to identify and deliver products that add value in an environment of uncertainty and change.
I think we would benefit from our leaders becoming more like tribal elders, there to share knowledge and encourage others to collaborate rather than to guide or direct.
OTHER SIMILAR POSTS
Ending Our Obsession With Leadership
https://paulitaylor.com/2020/01/03/ending-our-obsession-with-leadership/
Does a successful tribe need management? Or is it better without?
https://projectspeoplechange.blogspot.com/2015/08/does-successful-tribe-need-management.html
6 Questions to determine successful leadership
https://adaptconsultingcompany.blogspot.com/2018/02/6-questions-to-determine-successful.html
If you are interested in facilitating change, get in touch.
TimHJRogers
AdaptConsultingCompany com
Mob 447797762051
Twitter @Timhjrogers
Sunday, 17 May 2020
CASE STUDY: PROCESS MAPPING AND KNOWLEDGE MANAGEMENT
What we do… we can also do for you
CASE STUDY
We are working with a technology business to review, improve and document their key processes.
ACTIVITY
Taking a coach-facilitator approach we had a series of meetings to document process and the create an interactive tool which allowed them to ‘click’ on a process map and access further documentation including service and training records.
OUTCOME
The key outcomes included better coordination and understanding within the team and a clear, consistent and communicated approach for key processes.
BENEFITS
The key benefits include improved morale within the team (everyone knows what they are doing) and better appreciation of the procedure by customers/clients (confidence that the process will deliver the result).
CASE STUDY
We are working with a technology business to review, improve and document their key processes.
ACTIVITY
Taking a coach-facilitator approach we had a series of meetings to document process and the create an interactive tool which allowed them to ‘click’ on a process map and access further documentation including service and training records.
OUTCOME
The key outcomes included better coordination and understanding within the team and a clear, consistent and communicated approach for key processes.
BENEFITS
The key benefits include improved morale within the team (everyone knows what they are doing) and better appreciation of the procedure by customers/clients (confidence that the process will deliver the result).
CASE STUDY: SERVICE DELIVERY STRATEGY
What we do… we can also do for you
CASE STUDY
We are working with a commercial business to discuss, define, document and communicate their service delivery strategy. They are a large business providing standard (desktop) and specialist (bespoke App) services to different areas of the business.
ACTIVITY
Working with our Sponsor and identified stakeholders we noted all business activities and their critical systems, as well as service, support and training needs. We then facilitated a discussion on priority levels, service standards and knowledge management necessary to meet the needs of the business.
OUTCOME
The key outcomes include clarity on roles, goals, reporting and controls as well as a roadmap and budget for systems maintenance, support and renewal.
BENEFITS
The key benefits include improved service delivery through improved prioritisation and allocation of resources, as well as better supplier and contract management. The overall benefits for the organization include faster, cheaper or better products and services for customers.
CASE STUDY
We are working with a commercial business to discuss, define, document and communicate their service delivery strategy. They are a large business providing standard (desktop) and specialist (bespoke App) services to different areas of the business.
ACTIVITY
Working with our Sponsor and identified stakeholders we noted all business activities and their critical systems, as well as service, support and training needs. We then facilitated a discussion on priority levels, service standards and knowledge management necessary to meet the needs of the business.
OUTCOME
The key outcomes include clarity on roles, goals, reporting and controls as well as a roadmap and budget for systems maintenance, support and renewal.
BENEFITS
The key benefits include improved service delivery through improved prioritisation and allocation of resources, as well as better supplier and contract management. The overall benefits for the organization include faster, cheaper or better products and services for customers.
CASE STUDY: BUSINESS DASHBOARD
What we do… we can also do for you
CASE STUDY
We are working with a commercial business to create a performance dashboard of their key activities.
ACTIVITY
Working with our Sponsor and identified stakeholders we have identified service expectations (needs) and key performance indicators (measures) and set-up the reporting tools (database) and habits (logging information) to be able to produce daily, weekly, monthly and quarterly reports for the team, department and business.
OUTCOME
The key outcomes include better alignment of resources to key priorities for the business and an improved understanding of workload and issues. Timely reporting accelerated action greatly helps the kaizen process of continuous improvement.
BENEFITS
The overall benefits include consensus on priorities and an improved collaborative focus on team outcomes rather than individual inputs.
CASE STUDY
We are working with a commercial business to create a performance dashboard of their key activities.
ACTIVITY
Working with our Sponsor and identified stakeholders we have identified service expectations (needs) and key performance indicators (measures) and set-up the reporting tools (database) and habits (logging information) to be able to produce daily, weekly, monthly and quarterly reports for the team, department and business.
OUTCOME
The key outcomes include better alignment of resources to key priorities for the business and an improved understanding of workload and issues. Timely reporting accelerated action greatly helps the kaizen process of continuous improvement.
BENEFITS
The overall benefits include consensus on priorities and an improved collaborative focus on team outcomes rather than individual inputs.
CASE STUDY: CONSULTATION PROJECT
CASE STUDY: CONSULTATION PROJECT
“The Farm Jersey consultation with the Jersey Royal Industry has really highlighted a number of challenging issues, but it has also identified a significant number of possibilities and opportunities, many of which cost nothing. We greatly welcome this initiative and look forward to contributing to more like this in 2020.”
Tim Ward, Sales & Distribution Director, Albert Bartlett
Working with a broad range of stakeholders, Tim Rogers of Solitaire Consulting worked with Farm Jersey and the Rural Economic Advisor to run a series of interviews and workshops. These brought together a diverse group with a common passion to secure a future for the Industry. The outputs included interview notes, a review, report and recommendations combining no-cost “quick-wins” and longer-term initiatives and programmes.
The work was well received by the industry who both embraced the opportunity and provided positive feedback about the process.
“The Farm Jersey consultation with the Jersey Royal Industry has really highlighted a number of challenging issues, but it has also identified a significant number of possibilities and opportunities, many of which cost nothing. We greatly welcome this initiative and look forward to contributing to more like this in 2020.”
Tim Ward, Sales & Distribution Director, Albert Bartlett
Working with a broad range of stakeholders, Tim Rogers of Solitaire Consulting worked with Farm Jersey and the Rural Economic Advisor to run a series of interviews and workshops. These brought together a diverse group with a common passion to secure a future for the Industry. The outputs included interview notes, a review, report and recommendations combining no-cost “quick-wins” and longer-term initiatives and programmes.
The work was well received by the industry who both embraced the opportunity and provided positive feedback about the process.
CASE STUDY: SET-UP OF PROGRAMME MANAGEMENT OFFICE FOR THE CHANNEL ISLANDS CO-OPERATIVE SOCIETY
CASE STUDY: SET-UP OF PROGRAMME MANAGEMENT OFFICE FOR THE CHANNEL ISLANDS CO-OPERATIVE SOCIETY
PROJECT
The Channel Islands Cooperative Society (CICS) operates grocery stores in Jersey and Guernsey as well as fuel forecourts, pharmacies, funeral services and travel agencies. CICS engaged Adapt Consulting (Tim Rogers) to work with the Strategy Manager to design and deliver a new Programme Management Office function to support the delivery of change across the business.
OUTCOME
The new Programme Management Office provides support with strategy development, business planning, project delivery, training for project teams and improved project governance and reporting. Tim Rogers also provided practical support to project managers, including guidance on tenders, procurement, contracts and supplier management to help them deliver their projects.
BENEFITS
The significant benefit for CICS has been the development of improved project management skills and enhanced project governance.
TESTIMONY
Tim's style, manner and pragmatic approach has been very valuable. He has helped us to implement simple, yet robust project management processes and governance. His commercial knowledge combined with PRINCE2, Scrum, and Agile has been useful to create an approach which works for our business. His contribution will have a positive and lasting effect on the way we work as a team.
PROJECT
The Channel Islands Cooperative Society (CICS) operates grocery stores in Jersey and Guernsey as well as fuel forecourts, pharmacies, funeral services and travel agencies. CICS engaged Adapt Consulting (Tim Rogers) to work with the Strategy Manager to design and deliver a new Programme Management Office function to support the delivery of change across the business.
OUTCOME
The new Programme Management Office provides support with strategy development, business planning, project delivery, training for project teams and improved project governance and reporting. Tim Rogers also provided practical support to project managers, including guidance on tenders, procurement, contracts and supplier management to help them deliver their projects.
BENEFITS
The significant benefit for CICS has been the development of improved project management skills and enhanced project governance.
TESTIMONY
Tim's style, manner and pragmatic approach has been very valuable. He has helped us to implement simple, yet robust project management processes and governance. His commercial knowledge combined with PRINCE2, Scrum, and Agile has been useful to create an approach which works for our business. His contribution will have a positive and lasting effect on the way we work as a team.
CASE STUDY: STRATEGY AND BUSINESS PLANNING
TASK: Translate the strategy into defined projects and change with monitoring to ensure delivery on-time, on-budget, to-specification.
ROLE:Project Manager/Consultant
ISSUES:The organisation was going through significant and rapid change which was not always scheduled, prioritised or co-ordinated. This had implications for time, cost, quality and resources with consequential impact on culture and morale.
ACTION:Met with management and leadership to discuss the merits of project and programme management and the pros and cons of having a PMO (programme management office) to log, manage, control, and report on initiatives across the business so as to offer transparency and clarity and aid the leadership in planning strategy and execution through projects. Created a project management handbook, plus guide and templates. Created a programme management handbook, plus guide and templates. Created a technology solution for managing and reporting on projects.
OUTCOME:Technology solution was a simple table of projects, resources, budgets and progress that was reported monthly via an intranet thereby offering a dashboard of business activity. The project management handbook, plus guide and templates and programme management handbook were essential to ISO & SOC accreditation and an important part of gaining control over projects & change for internal (for the organisation) and external (for their clients) projects
ROLE:Project Manager/Consultant
ISSUES:The organisation was going through significant and rapid change which was not always scheduled, prioritised or co-ordinated. This had implications for time, cost, quality and resources with consequential impact on culture and morale.
ACTION:Met with management and leadership to discuss the merits of project and programme management and the pros and cons of having a PMO (programme management office) to log, manage, control, and report on initiatives across the business so as to offer transparency and clarity and aid the leadership in planning strategy and execution through projects. Created a project management handbook, plus guide and templates. Created a programme management handbook, plus guide and templates. Created a technology solution for managing and reporting on projects.
OUTCOME:Technology solution was a simple table of projects, resources, budgets and progress that was reported monthly via an intranet thereby offering a dashboard of business activity. The project management handbook, plus guide and templates and programme management handbook were essential to ISO & SOC accreditation and an important part of gaining control over projects & change for internal (for the organisation) and external (for their clients) projects
CASE STUDY: BUSINESS TRANSFORMATION
TASK: To join Jersey Harbours and Jersey Airport into a combined organisation and incorporate so that it is an arm’s length business separate from the States of Jersey Government.ROLE:Project Manager/Consultant
ISSUES:Jersey Harbours and Jersey Airport were two separate organisations with obvious opportunities to combine and share resources. Furthermore as public sector organisations they lacked access to capital funding (alwaysa lower priority to schools, hospitals and police) and ability to realise commercial opportunities. It was recognised, but my no means wholly agreed, that there was merit in allowing the organisation to become commercial and ostensibly self-funding or indeed a net contributor to tax revenues.
ACTION:KEY ELEMENTS [1] Understand Strategy, Aims and Objectives, including past history, culture and States’ Report and Proposition [2] Set-up & manage project governance structure, Roles, Goals, Controls, Timetable and Budgets [3] Set-up & manage project reporting structure, Work-Stream Managers, Project Board, Incorporation Steering Group, Political Oversight Group [4] Set-up & manage Project Plan outlining Deliverables, Tasks, Owners, Funding [5] Set-up & manage work-streams: Property; Finance; IT Systems; People; Legislative and Regulatory Changes; Communications and Engagement [6] Set-up & manage Stakeholder and Communications Plan. List key people, issues and topics. Plan for timing, topics and methods of engagement.
OUTCOME:Delivery on time in 34 months against 36 month timetable. Delivery on budget in £1.67m against £1.78m budget. CEO Awarded IoD Director of the Year 2016 on the basis of this transformation project.
TESTIMONY:
Chief Officer, Economic Development to Scrutiny Panel Sept 2013
Those 9 work streams are working alongside each other, but it is being worked under a signal project management structure and the incorporation project board meets once a month at least to review how all of that progress is doing and how it is all knitting together because there are dependencies that flow through those projects. So this has been managed as close to a big project, project management discipline as I have ever seen here. It has been ... this is what I would call a proper job in terms of project management. I think it will set a standard for the management to do some of the more complex projects right across Government. There are people at the top of it that are doing it who have pure project management expertise. It does not matter for them whether they are project managing building an incinerator, the new hospital or whatever, it is discipline that we have brought to bear on this project, because it is so complicated.
Chief Officer, to Chief Minister and Political Oversight Group
Tim Rogers completed the Incorporation Programme post implementation review, and attached is the final report closing down the project. The report demonstrates the project complexity, delivered and under budget, and huge success in achieving Incorporation of the Ports, something that many felt was unachievable when we started this journey
ISSUES:Jersey Harbours and Jersey Airport were two separate organisations with obvious opportunities to combine and share resources. Furthermore as public sector organisations they lacked access to capital funding (alwaysa lower priority to schools, hospitals and police) and ability to realise commercial opportunities. It was recognised, but my no means wholly agreed, that there was merit in allowing the organisation to become commercial and ostensibly self-funding or indeed a net contributor to tax revenues.
ACTION:KEY ELEMENTS [1] Understand Strategy, Aims and Objectives, including past history, culture and States’ Report and Proposition [2] Set-up & manage project governance structure, Roles, Goals, Controls, Timetable and Budgets [3] Set-up & manage project reporting structure, Work-Stream Managers, Project Board, Incorporation Steering Group, Political Oversight Group [4] Set-up & manage Project Plan outlining Deliverables, Tasks, Owners, Funding [5] Set-up & manage work-streams: Property; Finance; IT Systems; People; Legislative and Regulatory Changes; Communications and Engagement [6] Set-up & manage Stakeholder and Communications Plan. List key people, issues and topics. Plan for timing, topics and methods of engagement.
OUTCOME:Delivery on time in 34 months against 36 month timetable. Delivery on budget in £1.67m against £1.78m budget. CEO Awarded IoD Director of the Year 2016 on the basis of this transformation project.
TESTIMONY:
Chief Officer, Economic Development to Scrutiny Panel Sept 2013
Those 9 work streams are working alongside each other, but it is being worked under a signal project management structure and the incorporation project board meets once a month at least to review how all of that progress is doing and how it is all knitting together because there are dependencies that flow through those projects. So this has been managed as close to a big project, project management discipline as I have ever seen here. It has been ... this is what I would call a proper job in terms of project management. I think it will set a standard for the management to do some of the more complex projects right across Government. There are people at the top of it that are doing it who have pure project management expertise. It does not matter for them whether they are project managing building an incinerator, the new hospital or whatever, it is discipline that we have brought to bear on this project, because it is so complicated.
Chief Officer, to Chief Minister and Political Oversight Group
Tim Rogers completed the Incorporation Programme post implementation review, and attached is the final report closing down the project. The report demonstrates the project complexity, delivered and under budget, and huge success in achieving Incorporation of the Ports, something that many felt was unachievable when we started this journey
CASE STUDY: SMALL BUSINESS AND GDPR
TASK: Support Small Businesses with guidance and tools for GDPR.
ROLE: My role as consultant was to advise, guide and support necessary changes for the organisation to be ready for and compliant with the new GDPR regulations.
ISSUES:General Data Protection Regulation [GDPR)} affects all organisations holding personal data. is a need to develop the policies, procedures and guidelines to ensure that people, process and technology all work together to keep personal dataprivate, safe and secure.
ACTION:Set-up a series of meetings to understand the business and support necessary actions to achieve GDPR compliance. Key Elements [1] Education and Awareness [2] Data Mapping [3] A Records Management & Retention Policy [4] Risk Assessment [5] Subject access request [6] Data beaches and reporting [7] A Data Protection Policy [8] An Information Security Policy [9] Processor/Controller Agreements [10] A Privacy Notice
OUTCOME:A series of tools, templates, training and guidance to safeguard data and help ensure compliance with the law.
TESTIMONY:
I think yesterday went very well –in fact I think it is the best £70 we have spent for a while. The reason I say this is because you have given us some very practical pointers which we feel is relevant to our business –others have simply bamboozled us with high tech tools and tried to scare us into purchasing them Truusje Gamlin -Hollcameron
From the outset Tim's style, manner and pragmatic approach distinguished him from other consultants.For one, he was deeply knowledgeable and enthusiastic about the topic and we had a real sense of being supported by someone with a clear focus on achieving our objectives.Tim was happy to adopt our chosen preference for one to one engagement and desire to address the detail of the practical implications.He was able to distil complex matters into readily understandable actions.Our lasting impression of Tim's work with us is one of ease of communication, total commitment and a reassuring knowledge of the subject matter. Stephen Eldred CommunitySavings
ROLE: My role as consultant was to advise, guide and support necessary changes for the organisation to be ready for and compliant with the new GDPR regulations.
ISSUES:General Data Protection Regulation [GDPR)} affects all organisations holding personal data. is a need to develop the policies, procedures and guidelines to ensure that people, process and technology all work together to keep personal dataprivate, safe and secure.
ACTION:Set-up a series of meetings to understand the business and support necessary actions to achieve GDPR compliance. Key Elements [1] Education and Awareness [2] Data Mapping [3] A Records Management & Retention Policy [4] Risk Assessment [5] Subject access request [6] Data beaches and reporting [7] A Data Protection Policy [8] An Information Security Policy [9] Processor/Controller Agreements [10] A Privacy Notice
OUTCOME:A series of tools, templates, training and guidance to safeguard data and help ensure compliance with the law.
TESTIMONY:
I think yesterday went very well –in fact I think it is the best £70 we have spent for a while. The reason I say this is because you have given us some very practical pointers which we feel is relevant to our business –others have simply bamboozled us with high tech tools and tried to scare us into purchasing them Truusje Gamlin -Hollcameron
From the outset Tim's style, manner and pragmatic approach distinguished him from other consultants.For one, he was deeply knowledgeable and enthusiastic about the topic and we had a real sense of being supported by someone with a clear focus on achieving our objectives.Tim was happy to adopt our chosen preference for one to one engagement and desire to address the detail of the practical implications.He was able to distil complex matters into readily understandable actions.Our lasting impression of Tim's work with us is one of ease of communication, total commitment and a reassuring knowledge of the subject matter. Stephen Eldred CommunitySavings
CASE STUDY: SME GROWTH
TASK: Support growth of Tech Business (reviewing people, process, technology and product proposal) following significant investment.
ROLE:Project Director/Consultant
ISSUES:The organisation is a Jersey-based business selling medical billing software to GPs and Private Practices in the UK. Their challenge has been to scale-up the business from 100 clients to a target of 3000 within 36 months. This required a review of people,process and technology to maintain or reduce the cost base and significantly increase the productivity and pace, sufficient to meet growth and income targets.
ACTION:Working with team leaders we identified both the key processes and their ownership, andKPIs. This lead to some structural changes in reporting lines, roles and responsibilities. Through a series of workshops we standardised and streamlined key processes and improved procedures + documentation. Key areas of improvement included.. DEVELOPMENT–speed-up the development programme, rationalising the steps and brought clarity to the product road-map and priorities SALES –speed-up the sales process and improved the success rate by better use of data and scripts etc. TRAINING –reduced the training time and increased profitability by separating core from value-added services HELP/SUPPORT –rationalised the helpdesk and routed calls more effectively using better self-help, prioritisation and escalation DEPLOYMENT –improved the deployment time and improved the success rate by better use of version control and knowledge base FINANCE –improved cash flow and profitability by rationalising discounts and tightening contract terms and payment periods
OUTCOME:Ultimately it made sense not to sell from Jersey into UK but to licence the product. The product then called MediBooks [Link 1] is now called Egton Billing [Link 2] and is featured in Digital Jersey Case Studies [Link 3]Link1 http://www.tsgi.co/medibooks.html]Link2 https://www.egton.net/all-services/egton-billingLink3 https://www.digital.je/case-studies/total-billing-solutions
ROLE:Project Director/Consultant
ISSUES:The organisation is a Jersey-based business selling medical billing software to GPs and Private Practices in the UK. Their challenge has been to scale-up the business from 100 clients to a target of 3000 within 36 months. This required a review of people,process and technology to maintain or reduce the cost base and significantly increase the productivity and pace, sufficient to meet growth and income targets.
ACTION:Working with team leaders we identified both the key processes and their ownership, andKPIs. This lead to some structural changes in reporting lines, roles and responsibilities. Through a series of workshops we standardised and streamlined key processes and improved procedures + documentation. Key areas of improvement included.. DEVELOPMENT–speed-up the development programme, rationalising the steps and brought clarity to the product road-map and priorities SALES –speed-up the sales process and improved the success rate by better use of data and scripts etc. TRAINING –reduced the training time and increased profitability by separating core from value-added services HELP/SUPPORT –rationalised the helpdesk and routed calls more effectively using better self-help, prioritisation and escalation DEPLOYMENT –improved the deployment time and improved the success rate by better use of version control and knowledge base FINANCE –improved cash flow and profitability by rationalising discounts and tightening contract terms and payment periods
OUTCOME:Ultimately it made sense not to sell from Jersey into UK but to licence the product. The product then called MediBooks [Link 1] is now called Egton Billing [Link 2] and is featured in Digital Jersey Case Studies [Link 3]Link1 http://www.tsgi.co/medibooks.html]Link2 https://www.egton.net/all-services/egton-billingLink3 https://www.digital.je/case-studies/total-billing-solutions
CASE STUDY: DATA PROTECTION IN CARE HOME
TASK: Support Care Home with guidance and tools for GDPR.
ROLE: My role as consultant was to advise, guide and support necessary changes for the organisation to be ready for and compliant with the new GDPR regulations.
ISSUES:General Data Protection Regulation [GDPR)} affects all organisations holding personal data. For a Care Home this includes staff, residents, family members, visitors and others including District Nurse, Curators etc. There is a need to develop the policies, procedures and guidelines to ensure that people, process and technology all work together to keep personal data (and especially medical/clinical data) private, safe and secure.
ACTION:Set-up a series of meetings to understand the business, the people, the processes and the data flows. Key steps [a] Meet the people and understand the business [b] Meet discuss, review and report on “Residents” [c] Meet discuss, review and report on “Finance and Admin” [d] Review and discuss the draft reports and agree a Final Report + Actions [e] Support the organisation with the necessary changes.
OUTCOME:A series of tools, templates, training and guidance to safeguard data and help ensure compliance with the law. Hopefully also learning, understanding and confidence in delivering great service and care to the Residents of the Care Home. This is essential to trust and support of staff, residents, family members etc.
TESTIMONY:Tim was good at spending time with the Care Home and being careful to keep advice practical and simple and avoid over complicating the issues. He is passionate and really good at understanding all the issues and then being very careful about how these were presented back to the business. At each step he would check to make sure everyone was happy before moving on to the next step. He was also really encouraging to support rather than “take-over” which greatly helped. Richard Rolfe 2018
ROLE: My role as consultant was to advise, guide and support necessary changes for the organisation to be ready for and compliant with the new GDPR regulations.
ISSUES:General Data Protection Regulation [GDPR)} affects all organisations holding personal data. For a Care Home this includes staff, residents, family members, visitors and others including District Nurse, Curators etc. There is a need to develop the policies, procedures and guidelines to ensure that people, process and technology all work together to keep personal data (and especially medical/clinical data) private, safe and secure.
ACTION:Set-up a series of meetings to understand the business, the people, the processes and the data flows. Key steps [a] Meet the people and understand the business [b] Meet discuss, review and report on “Residents” [c] Meet discuss, review and report on “Finance and Admin” [d] Review and discuss the draft reports and agree a Final Report + Actions [e] Support the organisation with the necessary changes.
OUTCOME:A series of tools, templates, training and guidance to safeguard data and help ensure compliance with the law. Hopefully also learning, understanding and confidence in delivering great service and care to the Residents of the Care Home. This is essential to trust and support of staff, residents, family members etc.
TESTIMONY:Tim was good at spending time with the Care Home and being careful to keep advice practical and simple and avoid over complicating the issues. He is passionate and really good at understanding all the issues and then being very careful about how these were presented back to the business. At each step he would check to make sure everyone was happy before moving on to the next step. He was also really encouraging to support rather than “take-over” which greatly helped. Richard Rolfe 2018
CASE STUDY: DATA PROTECTION
TASK: Support Association of Jersey Charities and Jersey Community Partnership with guidance and tools for GDPR.
ROLE:Business Analysis / Consultancy
ISSUES:In 2018 Charities are facing a number of challenges... [1.] A new Information Commissioner Office and GDPR [2.] e-Privacy and guidance is being updated [3.] A new Children’s Commissioner [4.] Changes to Jersey's regulation of Health and Social Care [5.] TheStates are encouraging organisations to Cyber Essentials, and it is probable that this will be a conditional precedent to doing business with the States or receiving funding. Working with Association of Jersey Charities and Jersey Community Partnership provided support and guidance on GDPR, in the context of the above. For example not just looking at the data protection issues, but providing a broader and integrated approach to governance, accountability, transparency and control.
ACTION:Key steps [ 1. ]Meetings with Association of Jersey Charities and Jersey Community Partnership to agree need, scope and approach [ 2. ] Workshops with representative charities to understand challenges, issues and requirements [ 3. ] Create basic tools, templates and guidance based on the feedback from representative charities and other work with Community Savings, Caring Cooks and Les Houmet Car Home. [ 4. ] Presentations to 110 members of Association of Jersey Charities to encourage and support collaborative and integrated approach to addressing common issues [ 5. ] Set-up social media campaign providing education and guidance via blogs, articles and twitter [ 6. ] Set-up Question and Answer service sharing answers and detailed guidanceon key issues
OUTCOME:A series of tools, templates, training and guidance for members of Association of Jersey Charities and Jersey Community Partnership. These useful to ensure compliance with GDPR, but more importantly (for a sector worth 80 million and serving some of the most needy in the community) strong governance and control resulting in data being private, safe and secure. This is essential to trust and support.
ROLE:Business Analysis / Consultancy
ISSUES:In 2018 Charities are facing a number of challenges... [1.] A new Information Commissioner Office and GDPR [2.] e-Privacy and guidance is being updated [3.] A new Children’s Commissioner [4.] Changes to Jersey's regulation of Health and Social Care [5.] TheStates are encouraging organisations to Cyber Essentials, and it is probable that this will be a conditional precedent to doing business with the States or receiving funding. Working with Association of Jersey Charities and Jersey Community Partnership provided support and guidance on GDPR, in the context of the above. For example not just looking at the data protection issues, but providing a broader and integrated approach to governance, accountability, transparency and control.
ACTION:Key steps [ 1. ]Meetings with Association of Jersey Charities and Jersey Community Partnership to agree need, scope and approach [ 2. ] Workshops with representative charities to understand challenges, issues and requirements [ 3. ] Create basic tools, templates and guidance based on the feedback from representative charities and other work with Community Savings, Caring Cooks and Les Houmet Car Home. [ 4. ] Presentations to 110 members of Association of Jersey Charities to encourage and support collaborative and integrated approach to addressing common issues [ 5. ] Set-up social media campaign providing education and guidance via blogs, articles and twitter [ 6. ] Set-up Question and Answer service sharing answers and detailed guidanceon key issues
OUTCOME:A series of tools, templates, training and guidance for members of Association of Jersey Charities and Jersey Community Partnership. These useful to ensure compliance with GDPR, but more importantly (for a sector worth 80 million and serving some of the most needy in the community) strong governance and control resulting in data being private, safe and secure. This is essential to trust and support.
CASE STUDY: ACQUISITION PROGRAMME
TASK: Set-up and manage an acquisition programme and post-acquisition integration tasks for IT business
ROLE:Project Manager/Consultant
ISSUES:Following an investmentof USD 20 million the organisation was seeking to grow by acquisition and the requirement was to set-up and manage a series of work-stream for the post-acquisition tasks including integration of people, process and technology.
ACTION:Set-up the project role, goals, controls and then co-ordinated and managed project execution for the following. LEGAL & REGULATORY; All legal, contractual work relating to acquisition / transfer of people, clients, suppliers, agreements, contracts, services. This to include necessary local and foreign regulatory issues (e.g. JCRA, Regulators etc.) HR AND STAFF; All HR related work including, contracts, handbook, on-boarding staff, culture, training, skills development, skills matrix SERVICES; All service related work to align with organisation, upload of contracts, products, services, pricing, helpdesk data, billing data, necessary documentation, guidance and training of staff on processes and technology FINANCE; All finance and accounting work including nominal ledges, etc., integrationof accounts, set-up of reports (incl regulatory reporting ) COMPLIANCE; All matters relating to ISMS, QMS, SOC, ISO etc., necessary to maintain "their" and "our" standards and to plan the integration and harmonisation over agreed timetable. MARKETING; Allmarketing including necessary branding (of premises, property, kit) and communication (to customers, suppliers, markets etc.) CULTURE COMMUNICATIONS; All matters relating to culture and communication for "them" and "us" (both will have to make changes) and how the organisation integrate and work together
OUTCOME:Using a common-sense approach to project (tasks) and change (people & process) management, successfully completed acquisitions in Channel Islands, Luxembourg and North America, with a clear road-map of tasks and responsibilities and were making progress in the right direction.
REFERENCES:https://calligo.cloud/ams; https://calligo.cloud/3peaks; https://calligo.cloud/fusion
ROLE:Project Manager/Consultant
ISSUES:Following an investmentof USD 20 million the organisation was seeking to grow by acquisition and the requirement was to set-up and manage a series of work-stream for the post-acquisition tasks including integration of people, process and technology.
ACTION:Set-up the project role, goals, controls and then co-ordinated and managed project execution for the following. LEGAL & REGULATORY; All legal, contractual work relating to acquisition / transfer of people, clients, suppliers, agreements, contracts, services. This to include necessary local and foreign regulatory issues (e.g. JCRA, Regulators etc.) HR AND STAFF; All HR related work including, contracts, handbook, on-boarding staff, culture, training, skills development, skills matrix SERVICES; All service related work to align with organisation, upload of contracts, products, services, pricing, helpdesk data, billing data, necessary documentation, guidance and training of staff on processes and technology FINANCE; All finance and accounting work including nominal ledges, etc., integrationof accounts, set-up of reports (incl regulatory reporting ) COMPLIANCE; All matters relating to ISMS, QMS, SOC, ISO etc., necessary to maintain "their" and "our" standards and to plan the integration and harmonisation over agreed timetable. MARKETING; Allmarketing including necessary branding (of premises, property, kit) and communication (to customers, suppliers, markets etc.) CULTURE COMMUNICATIONS; All matters relating to culture and communication for "them" and "us" (both will have to make changes) and how the organisation integrate and work together
OUTCOME:Using a common-sense approach to project (tasks) and change (people & process) management, successfully completed acquisitions in Channel Islands, Luxembourg and North America, with a clear road-map of tasks and responsibilities and were making progress in the right direction.
REFERENCES:https://calligo.cloud/ams; https://calligo.cloud/3peaks; https://calligo.cloud/fusion
CASE STUDY: ORGANISATION CHANGE
TASK: Review of the Governance Arrangements (primary, secondary and third-sector voice) for Health and Social Care in Jersey
ROLE:Business Analysis / Consultancy
ISSUES:The Council of Ministers asked The Minister for Health and Social Services to review the governance arrangements for Health and Social Care, to ensure that Jersey has the best Health and Social Care system for the future. The review, which is part of the States of Jersey’s reform of the public sector, is looking at how different health and social care systems across the world are organised and will establish what can be learnt from other jurisdictions and enable the best solution to be found for Jersey.
ACTION:As HSSD Governance Review Project Director oversaw the initial establishment of the Project: Including set-up, initiation and management, including successful funding bid and ran the day-to-day management. The project included procurement of external advisors and management of the Project’s Steering Group meetings and papers, outputs and actions. The project also included significant consultation and engagement exercise with a number of health and social care stakeholders.
OUTCOME:Identified a number of different health and care systems from around the world which have been considered by a broad range of health and social care stakeholders in a significant consultation and engagement exercise to evaluate the best models for Health and Social Care and their suitability for Jersey.
TESTIMONY:I worked with Tim Rogers on the review of the governance arrangements for Health and Social Services in Jersey. Tim was the Project Manager from January –August 2017 and was responsible for the co-ordination of the review, administration of all external contracts with suppliers including KPMG and the day-today programme management. The review involved a broad consultation and engagement with a number of stakeholders in health and social care. Tim was an excellentproject manager with meticulous attention to detail, in-depth knowledge of the systems and processes of the States of Jersey and an understanding of the stakeholders with an interest in the review. Claire Austin (2016)
ROLE:Business Analysis / Consultancy
ISSUES:The Council of Ministers asked The Minister for Health and Social Services to review the governance arrangements for Health and Social Care, to ensure that Jersey has the best Health and Social Care system for the future. The review, which is part of the States of Jersey’s reform of the public sector, is looking at how different health and social care systems across the world are organised and will establish what can be learnt from other jurisdictions and enable the best solution to be found for Jersey.
ACTION:As HSSD Governance Review Project Director oversaw the initial establishment of the Project: Including set-up, initiation and management, including successful funding bid and ran the day-to-day management. The project included procurement of external advisors and management of the Project’s Steering Group meetings and papers, outputs and actions. The project also included significant consultation and engagement exercise with a number of health and social care stakeholders.
OUTCOME:Identified a number of different health and care systems from around the world which have been considered by a broad range of health and social care stakeholders in a significant consultation and engagement exercise to evaluate the best models for Health and Social Care and their suitability for Jersey.
TESTIMONY:I worked with Tim Rogers on the review of the governance arrangements for Health and Social Services in Jersey. Tim was the Project Manager from January –August 2017 and was responsible for the co-ordination of the review, administration of all external contracts with suppliers including KPMG and the day-today programme management. The review involved a broad consultation and engagement with a number of stakeholders in health and social care. Tim was an excellentproject manager with meticulous attention to detail, in-depth knowledge of the systems and processes of the States of Jersey and an understanding of the stakeholders with an interest in the review. Claire Austin (2016)
CASE STUDY: BUSINESS PROCESS IMPROVEMENT
TASK: Review of staff on-Boarding and Training to improve the experience and provide support for them to grow personally and professionally.
ROLE:Project Manager/Consultant
ISSUES:The organisation was going trough rapid growth. In the past people would arrive one-at-a-time and their documents and induction could be managed with a spreadsheet and a check-list. The more rapid recruitment, plus growth by acquisition meant that the oldprocesses where not scalable.
ACTION:Working with the organisation I looked at the step-by-step process and identified the key documents and actions on a time-line from interview, through vetting and contract to appointment and then at 1 week, 1 month, 3 months, and end-of-probation. We discussed the pros and cons of building a bespoke HR system to meet our needs. We also reviewed the option of buying a standard off-the-shelf HR system that could be quickly configured to suit our needs. The former meant directing internet resources to ostensibly reinvent-the-wheel whereas the latter presented a cost and the need to align our processes to fit the HR standards.
OUTCOME:The work done to establish the steps, documents, and reporting needs established the business requirements which ostensibly became the specification for delivery. The problem was seen as a process/technology issue and the solution was managed by developing bespoke in-house document automation for contracts and paperwork. The HR elements thatfall outside recruitment (e.g. appraisal, training, pay and rewards, records, GDPR & data protection ) have been identified and will be addressed in the future.
ROLE:Project Manager/Consultant
ISSUES:The organisation was going trough rapid growth. In the past people would arrive one-at-a-time and their documents and induction could be managed with a spreadsheet and a check-list. The more rapid recruitment, plus growth by acquisition meant that the oldprocesses where not scalable.
ACTION:Working with the organisation I looked at the step-by-step process and identified the key documents and actions on a time-line from interview, through vetting and contract to appointment and then at 1 week, 1 month, 3 months, and end-of-probation. We discussed the pros and cons of building a bespoke HR system to meet our needs. We also reviewed the option of buying a standard off-the-shelf HR system that could be quickly configured to suit our needs. The former meant directing internet resources to ostensibly reinvent-the-wheel whereas the latter presented a cost and the need to align our processes to fit the HR standards.
OUTCOME:The work done to establish the steps, documents, and reporting needs established the business requirements which ostensibly became the specification for delivery. The problem was seen as a process/technology issue and the solution was managed by developing bespoke in-house document automation for contracts and paperwork. The HR elements thatfall outside recruitment (e.g. appraisal, training, pay and rewards, records, GDPR & data protection ) have been identified and will be addressed in the future.
CASE STUDY: OFFICE MOVE
TASK: Relocation Of Visit Jersey [Tourism Information Centre]
ROLE:Project Manager
ISSUES:PREMISES MOVE COMPRISING [1] Office furniture [office and retail furniture and fittings] [2] Office systems [IT, telephones, email] [3] Office infrastructure [power, internet, plumbing, carpentry, lighting] [4] Office literature and branding and signage [5] Recruitment and training of new people [6] Communications, branding and publicity [7] Move logistics [8]
ACTION:PROJECT MANAGEMENT COMPRISING [1] Meetings [2] Planning [3] Coordination [4] Budgets [5] Stakeholders Management [6] Supplier Management
OUTCOME:Delivered on-time, on-budget and to-specification
TESTIMONY:Tim Rogers was appointed project leader for the relocation of the old Tourist Information Centre in February 2016.The project Tim had undertaken involved the three-way partnership between Visit Jersey, Jersey Heritage & Ports of Jersey in relocating the TIC within Jersey Museum. Tim was responsible for the relocation which had a strict deadline. During this project Tim always showed total attention to detail and accuracy in all aspects ofhis role.In conclusion, I have no hesitation in recommending Tim Rodgers a project manager and would wish him every success Oliver Archbold Head of Information Services (2016)
ROLE:Project Manager
ISSUES:PREMISES MOVE COMPRISING [1] Office furniture [office and retail furniture and fittings] [2] Office systems [IT, telephones, email] [3] Office infrastructure [power, internet, plumbing, carpentry, lighting] [4] Office literature and branding and signage [5] Recruitment and training of new people [6] Communications, branding and publicity [7] Move logistics [8]
ACTION:PROJECT MANAGEMENT COMPRISING [1] Meetings [2] Planning [3] Coordination [4] Budgets [5] Stakeholders Management [6] Supplier Management
OUTCOME:Delivered on-time, on-budget and to-specification
TESTIMONY:Tim Rogers was appointed project leader for the relocation of the old Tourist Information Centre in February 2016.The project Tim had undertaken involved the three-way partnership between Visit Jersey, Jersey Heritage & Ports of Jersey in relocating the TIC within Jersey Museum. Tim was responsible for the relocation which had a strict deadline. During this project Tim always showed total attention to detail and accuracy in all aspects ofhis role.In conclusion, I have no hesitation in recommending Tim Rodgers a project manager and would wish him every success Oliver Archbold Head of Information Services (2016)
CASE STUDY: LEAN PROCESS / BUSINESS IMPROVEMENT
TASK:Rationalise IT helpdesk to make it more efficient and effective, providing faster and better solutions at less cost.
ROLE:Project Manager/Consultant
ISSUES:There was a misalignment between customer expectations, what the contracts say, the services provided, and what the helpdesk could actually provide. The helpdesk was often being used to provide on-demand training or advice which was beyond contract. Moreover the lack of a standard-product and standard-deployment, and supporting documentation and training meant that providing technical support was very difficult and frustrating. Often fixing one problem would create another. Customers were unclear of their role and responsibilities with the result that there was a lack of co-ordination and control over changes that would impact service delivery.
ACTION:My first step was to examine the helpdesk calls and understand the types of problems and impacted customers. My next step was to review contracts and prices to understand the services, standards, supplier and customer obligations. Next I looked at the IT system and helpdesk process to see if this flowed, so as to make it easy to support the client, product, service, issue and resolution. Then I looked at how the organisation deployed documentation and training to clients, which is essential to their proper use of the product and self-help. This culminated in a series of observations and recommendations, notably around the need to revise and update and standardise products, contracts, documentation and the approach to deployment, training and support.
OUTCOME:A more efficient helpdesk, with focus (streamlined products, less variety and confusion) better answers (better documentation & knowledge base) and less cost (avoid wasted time). A by-product was also the review of contracts and changes to deployed documentation and training for clients.
TESTIMONY:“Tim’s passion and commitment has helped drive through anumber of process improvements. He regularly seeks to challenge the norm, is innovative in his thinking and actively seeks to help others identify solutions to issues and problems across all business functions. Tim is a pleasure to work with and someone Itrust to deliver."
ROLE:Project Manager/Consultant
ISSUES:There was a misalignment between customer expectations, what the contracts say, the services provided, and what the helpdesk could actually provide. The helpdesk was often being used to provide on-demand training or advice which was beyond contract. Moreover the lack of a standard-product and standard-deployment, and supporting documentation and training meant that providing technical support was very difficult and frustrating. Often fixing one problem would create another. Customers were unclear of their role and responsibilities with the result that there was a lack of co-ordination and control over changes that would impact service delivery.
ACTION:My first step was to examine the helpdesk calls and understand the types of problems and impacted customers. My next step was to review contracts and prices to understand the services, standards, supplier and customer obligations. Next I looked at the IT system and helpdesk process to see if this flowed, so as to make it easy to support the client, product, service, issue and resolution. Then I looked at how the organisation deployed documentation and training to clients, which is essential to their proper use of the product and self-help. This culminated in a series of observations and recommendations, notably around the need to revise and update and standardise products, contracts, documentation and the approach to deployment, training and support.
OUTCOME:A more efficient helpdesk, with focus (streamlined products, less variety and confusion) better answers (better documentation & knowledge base) and less cost (avoid wasted time). A by-product was also the review of contracts and changes to deployed documentation and training for clients.
TESTIMONY:“Tim’s passion and commitment has helped drive through anumber of process improvements. He regularly seeks to challenge the norm, is innovative in his thinking and actively seeks to help others identify solutions to issues and problems across all business functions. Tim is a pleasure to work with and someone Itrust to deliver."
CASE STUDY: LEAN PROCESS / BUSINESS IMPROVEMENT
TASK:Project manage review of infrastructure operations, identify areas for improvement and manage implementation of improvements
ROLE:Project Manager/Consultant
ISSUES:Infrastructure operations was under resourced with a few technical experts and insufficient staff. Managing day-to-day maintenance, upgrades, patching was difficult. However the additional work required to understand and achieve standards like ISO27001, ISO9000, SOC2-type1 and SOC2-type2 was unachievable with current resource. Additionally the lack of technical expertise elsewhere in the business meant that they often called upon the Infrastructure operations team for support, further undermining the ability to support Infrastructure.
ACTION:Looked at how to reduce demands upon Infrastructure operations, for example improve the other teams abilities so that they didn't call-upon Infrastructure operations. Looked at the variety of products and services and made recommendations to standardise and streamline a smaller product set with a view to being expert and in-control rather than always trouble-shooting and researching endless possibilities. Then sought to review the staffing and the approach to education.The key challenge being whether the organisation should be CLIENT FOCUSSED (understanding banking, trust, commerce, retail) or SERVICE APPROACH (the business will research, report, recommend and support what-ever you choose) or PRODUCT APPROACH (the business is expert at ABC and doesn't do XYZ) Once the decision is made all our staff, training, documentation should align. Also looked at impact of marketing strategy: whether to go for retail high-maintenance and low-profit customers or wholesale, low-maintenance and high-profit customers. The choice impacts the approach to Infrastructure operations and the balance of responsibility between supplier and customer.
OUTCOME:Following some role changes, progressed towards reviewing the contracts and the new definitions of which products and services are supported. Also looked to increase use of technology to allow customers to self-service. A significant decision was to become an infrastructure re-seller, greatly reducing the demands upon the in-house Infrastructure operations team. By the end of my engagement the business had greater clarity of issues and resolutions although not all the recommendations had yet been implemented.
ROLE:Project Manager/Consultant
ISSUES:Infrastructure operations was under resourced with a few technical experts and insufficient staff. Managing day-to-day maintenance, upgrades, patching was difficult. However the additional work required to understand and achieve standards like ISO27001, ISO9000, SOC2-type1 and SOC2-type2 was unachievable with current resource. Additionally the lack of technical expertise elsewhere in the business meant that they often called upon the Infrastructure operations team for support, further undermining the ability to support Infrastructure.
ACTION:Looked at how to reduce demands upon Infrastructure operations, for example improve the other teams abilities so that they didn't call-upon Infrastructure operations. Looked at the variety of products and services and made recommendations to standardise and streamline a smaller product set with a view to being expert and in-control rather than always trouble-shooting and researching endless possibilities. Then sought to review the staffing and the approach to education.The key challenge being whether the organisation should be CLIENT FOCUSSED (understanding banking, trust, commerce, retail) or SERVICE APPROACH (the business will research, report, recommend and support what-ever you choose) or PRODUCT APPROACH (the business is expert at ABC and doesn't do XYZ) Once the decision is made all our staff, training, documentation should align. Also looked at impact of marketing strategy: whether to go for retail high-maintenance and low-profit customers or wholesale, low-maintenance and high-profit customers. The choice impacts the approach to Infrastructure operations and the balance of responsibility between supplier and customer.
OUTCOME:Following some role changes, progressed towards reviewing the contracts and the new definitions of which products and services are supported. Also looked to increase use of technology to allow customers to self-service. A significant decision was to become an infrastructure re-seller, greatly reducing the demands upon the in-house Infrastructure operations team. By the end of my engagement the business had greater clarity of issues and resolutions although not all the recommendations had yet been implemented.
CASE STUDY: BUSINESS ANALYSIS
TASK: Energy Saving Review of systems and behaviours to reduce electricity bill of £2million and boost environmental credentials.
ROLE:Business Analysis / Consultancy
ISSUES:The organisation has an electricity bill of £2million. However because everybody uses electricity and nobody owns electricity there was no responsibility or accountability for the bill or drive to reduce costs or create efficiencies.
ACTION:Key steps: [1] Took a top-level look at electricity usage across the business from big infrastructure to small office consumption and worked with people passionate about environment and ecology to create a series of big projects and small initiatives. [2] Big projects substantially looked at solar, grey-water and CHP technologies [3] Big small initiatives substantially looked at LED lighting, and education to get people to switch-off items when not in use. [4] Worked to gain controls over electricity usage by reviewingthe metering systems for the organisation in an attempt to understand consumption zone-by-zone and department-by-department [5] Also reviewed electricity usage of customers who use business services and who ostensibly should be paying for heat, light, electricity but frequently are not because of errors of admin, finance or metering systems. [6] Progressed a major capital project replacing floodlighting systems, which saved a lot of money. [7] Progressed a review, report and recommendations on metering systems to establish a better method for re-charging and revenue protection.
OUTCOME:Better awareness of environment and ecology issues and reduction in electricity usage across the business. Better awareness of re-charging and revenue protection.
TESTIMONY:Tim Rogers led a number of energy saving initiatives as part of a drive to reduce costs. This included some analysis and review of electrical and utility metering, costs and charges. As part of this we undertook a review to rationalise the various metering systems for the harbours and airport both on land (buildings) and water (berths).The project identified a number of cost saving and commercial opportunities which we hope to take advantage of. In addition to this, Tim co-ordinated the delivery of a complex and detailed requirements document for the replacement of the current system. The combination of these works has equipped us to move forwards with confidence to deliver enhancements to our energy use, monitoring and charging systems SLeL (2016)
ROLE:Business Analysis / Consultancy
ISSUES:The organisation has an electricity bill of £2million. However because everybody uses electricity and nobody owns electricity there was no responsibility or accountability for the bill or drive to reduce costs or create efficiencies.
ACTION:Key steps: [1] Took a top-level look at electricity usage across the business from big infrastructure to small office consumption and worked with people passionate about environment and ecology to create a series of big projects and small initiatives. [2] Big projects substantially looked at solar, grey-water and CHP technologies [3] Big small initiatives substantially looked at LED lighting, and education to get people to switch-off items when not in use. [4] Worked to gain controls over electricity usage by reviewingthe metering systems for the organisation in an attempt to understand consumption zone-by-zone and department-by-department [5] Also reviewed electricity usage of customers who use business services and who ostensibly should be paying for heat, light, electricity but frequently are not because of errors of admin, finance or metering systems. [6] Progressed a major capital project replacing floodlighting systems, which saved a lot of money. [7] Progressed a review, report and recommendations on metering systems to establish a better method for re-charging and revenue protection.
OUTCOME:Better awareness of environment and ecology issues and reduction in electricity usage across the business. Better awareness of re-charging and revenue protection.
TESTIMONY:Tim Rogers led a number of energy saving initiatives as part of a drive to reduce costs. This included some analysis and review of electrical and utility metering, costs and charges. As part of this we undertook a review to rationalise the various metering systems for the harbours and airport both on land (buildings) and water (berths).The project identified a number of cost saving and commercial opportunities which we hope to take advantage of. In addition to this, Tim co-ordinated the delivery of a complex and detailed requirements document for the replacement of the current system. The combination of these works has equipped us to move forwards with confidence to deliver enhancements to our energy use, monitoring and charging systems SLeL (2016)
CASE STUDY: PROJECT COMMUNICATIONS FOR AQUISITION PROGRAMME
TASK: Delivery of key business tools through definition of requirements options analysis, communication, co-ordination and collaboration.
ROLE:Project Manager/Consultant
ISSUES:The organisation was going through unprecedented change and growth and whereas in the past vision, mission, communication, projects, and business performance could easily be discussed around a large table the rapid recruitment, plus growth by acquisition meant that the old processes where not scalable.
ACTION:Reviewed what key mission, communication, projects, and business performance information needed to be shared and the best tools for achieving this. Set-up the roles, goals, controls for the project.Worked with leadership to agree the information the organisation wanted to share. Used a series of workshops to build a coalition of contributors. Worked through the steps, requirements, solution design, options evaluation and product selection. Managed project delivery, including design, build, deploy, test and training. Used a series of workshops to build a coalition of contributors.
OUTCOME:The result was as an integrated tool for intranet communications, project and programme reporting and support for acquisition programme. The project was delivered on-time, on-budget, to-specification and was used as one of the case studies for the ISO audit of best practice in project delivery
ROLE:Project Manager/Consultant
ISSUES:The organisation was going through unprecedented change and growth and whereas in the past vision, mission, communication, projects, and business performance could easily be discussed around a large table the rapid recruitment, plus growth by acquisition meant that the old processes where not scalable.
ACTION:Reviewed what key mission, communication, projects, and business performance information needed to be shared and the best tools for achieving this. Set-up the roles, goals, controls for the project.Worked with leadership to agree the information the organisation wanted to share. Used a series of workshops to build a coalition of contributors. Worked through the steps, requirements, solution design, options evaluation and product selection. Managed project delivery, including design, build, deploy, test and training. Used a series of workshops to build a coalition of contributors.
OUTCOME:The result was as an integrated tool for intranet communications, project and programme reporting and support for acquisition programme. The project was delivered on-time, on-budget, to-specification and was used as one of the case studies for the ISO audit of best practice in project delivery
CASE STUDY: BUSINESS ANALYSIS
TASK: Business Analysis and Procurement for the replace for business operations database (controlling processes, customer, suppliers, information and billing)
ROLE:Business Analysis / Consultancy
ISSUES:The Ports Operational Database is used for sharing critical information both internally (such as slot times , baggage belt, stand information), and externally (passenger gate information ). It is also used for billing and flight information purposes, as well as CAA Reporting. It is intended that the replacement Operational Database is extended to serve Harbours and replace their spreadsheets and Charts System which are used for billing and shipping information purposes
ACTION:As Project Manager / Consultant [ 1. ] Advised on Project Set-Up, including composition, initiation and governance [ 2. ] Guided consultation and engagement to inform User Requirements [ 3. ] Provided Project Oversight and Updates [ 4. ] Advised on procurement and contract risk [ 5. ] Advised on project risk
OUTCOME:The Ports Operational Database is ostensibly an infrastructure project. However through the guided consultation and engagement Ports were able to identify opportunities to streamline processes (saving costs) and create income opportunities by taking advantage of new opportunities to use data in a more commercial way.
TESTIMONY:Tim Rogers is the project manager for the replacement of Ports Operational Database. This is a key component of Jersey Ports, responsible for the management and co-ordination of boats, plans and passengers as well as information for the public, key partners and regulators. Tim’s role has been to lead the project supporting the user requirements and procurement phase. The project is on-going and due for completion in 2017. AM (2016)
ROLE:Business Analysis / Consultancy
ISSUES:The Ports Operational Database is used for sharing critical information both internally (such as slot times , baggage belt, stand information), and externally (passenger gate information ). It is also used for billing and flight information purposes, as well as CAA Reporting. It is intended that the replacement Operational Database is extended to serve Harbours and replace their spreadsheets and Charts System which are used for billing and shipping information purposes
ACTION:As Project Manager / Consultant [ 1. ] Advised on Project Set-Up, including composition, initiation and governance [ 2. ] Guided consultation and engagement to inform User Requirements [ 3. ] Provided Project Oversight and Updates [ 4. ] Advised on procurement and contract risk [ 5. ] Advised on project risk
OUTCOME:The Ports Operational Database is ostensibly an infrastructure project. However through the guided consultation and engagement Ports were able to identify opportunities to streamline processes (saving costs) and create income opportunities by taking advantage of new opportunities to use data in a more commercial way.
TESTIMONY:Tim Rogers is the project manager for the replacement of Ports Operational Database. This is a key component of Jersey Ports, responsible for the management and co-ordination of boats, plans and passengers as well as information for the public, key partners and regulators. Tim’s role has been to lead the project supporting the user requirements and procurement phase. The project is on-going and due for completion in 2017. AM (2016)
Wednesday, 6 May 2020
CASE STUDY: SET-UP OF PROGRAMME MANAGEMENT OFFICE FOR THE CHANNEL ISLANDS CO-OPERATIVE SOCIETY
PROJECT
The Channel Islands Cooperative Society (CICS) operates grocery stores in Jersey and Guernsey as well as fuel forecourts, pharmacies, funeral services and travel agencies. CICS engaged Adapt Consulting (Tim Rogers) to work with the Strategy Manager to design and deliver a new Programme Management Office function to support the delivery of change across the business.
OUTCOME
The new Programme Management Office provides support with strategy development, business planning, project delivery, training for project teams and improved project governance and reporting. Tim Rogers also provided practical support to project managers, including guidance on tenders, procurement, contracts and supplier management to help them deliver their projects.
BENEFITS
The significant benefit for CICS has been the development of improved project management skills and enhanced project governance.
TESTIMONY
Tim's style, manner and pragmatic approach has been very valuable. He has helped us to implement simple, yet robust project management processes and governance. His commercial knowledge combined with PRINCE2, Scrum, and Agile has been useful to create an approach which works for our business. His contribution will have a positive and lasting effect on the way we work as a team.
If you want help with projects, programmes and strategy implementation get in touch.
TimHJRogers
AdaptConsultingCompany com
Mob 447797762051
Twitter @timhjrogers
people projects change leadership lean scrum agile
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