Past Work

1/

Task: Review of staff on-Boarding and Training: how we improve the on-boarding experience for helpdesk people and provide the training and support for them to grow both 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 old processes 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 that fall outside recruitment (e.g. appraisal, training, pay and rewards, records, GDPR & data protection ) have been identified and will be addressed in the future.


2/

Task: Support the delivery of key business and management tools (e.g. Intranet Portal) through clear definition of requirements, and options analysis with necessary communication, co-ordination and collaboration to ensure consensus and success

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.

REFERENCES: For information about Confluence https://www.atlassian.com/software/confluence


3/

Task: Transformation of Information Technology

ROLE: Head of Information Technology

ISSUES: This role comprised responsibility for IT across the Le Riches Group in Jersey and Guernsey including G Orange & Co, Landes du Marche Garages, Stampers Stores, Checkers Stores, Le Riches Stores, Le Riche Capital, CI Bakery, Tradesaver and Russell Meats.

ACTION: In the period 1994 to 1996 we delivered transformation from proprietary systems( SyFa ) to Motorola Unix + Novell networks. We also delivered Windows + Windows for Workgroups across the businesses and sought to standardise and streamline application support and helpdesk, so as to manage a diverse and complex business in an efficient and co-ordinated manner. This included a new technology hub and better policies, procedures and documentation and adoption of key ISO standards

OUTCOME: A far more robust technology platform with fewer outages. Less variety in applications (at one stage there were at least 5 word processing packages being used) and much better training and support for a smaller range of products aiding understanding and productivity. Much clearer segregation of duties: tired 1st line and 2nd line support and clearer training and career opportunities for staff.


4/

Task: To replace the Airport Operational Database

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.

Alex MacKenzie (2016)


5/

Task: Review, Report, Recommend and Support training and changes necessary for GDPR compliance.

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.] The States 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 (Macmillan, JCCT, Brighter Futures) 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 guidance on 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.


6/

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 (always a 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
Understand Strategy, Aims and Objectives, including past history, culture and States’ Report and Proposition
Set-up & manage project governance structure, Roles, Goals, Controls, Timetable and Budgets
Set-up & manage project reporting structure, Work-Stream Managers, Project Board, Incorporation Steering Group, Political Oversight Group
Set-up & manage Project Plan outlining Deliverables, Tasks, Owners, Funding
Set-up & manage work-streams: Property; Finance; IT Systems; People; Legislative and Regulatory Changes; Communications and Engagement
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.

REFERENCES: https://www.gov.je/government/consultations/pages/portsincorporation.aspx
http://www.jerseyairport.com/about/Pages/Incorporation.aspx
http://www.statesassembly.gov.je/scrutinyreviewtranscripts/2015/transcript%20-%20ports%20of%20jersey%20incorporation%20-%20ports%20of%20jersey%20shadow%20board%20-%2022%20april%202015.pdf

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.


7/

Task: Work with the business to translate the strategy into clearly defined programmes and projects with the necessary monitoring and management to ensure delivery on-time, on-budget, to-specification with low-risk and high-communication. This to include both the delivery and associated change management

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 accreditations and an important part of gaining control over projects & change for internal (for the organisation) and external (for their clients) projects.


8/

Task: Rationalise 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.

REFERENCES: I did share some thoughts of what are generic issues faced by many businesses http://adaptconsultingcompany.blogspot.com/2017/07/how-not-to-run-helpdesk.html

TESTIMONY: “Tim’s passion and commitment has helped drive through a number 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 I trust to deliver.”


9/

Task: Support growth of Tech Business 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, and KPIs. 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 [http://www.tsgi.co/medibooks.html] is now called Egton Billing [https://www.egton.net/all-services/egton-billing/] and is featured in Digital Jersey Case Studies [https://www.digital.je/case-studies/total-billing-solutions-]


10/

Task: Set-up and manage an acquisition programme, and post-acquisition integration programme

ROLE: Project Manager/Consultant

ISSUES: Following an investmnet of 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., integration of 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; All marketing 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


11/

Task: Review of the Governance Arrangements 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 excellent project 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)


12/

Task: Find efficiencies for the Parish of St Helier Care Homes.

ROLE: Business Analysis / Consultancy

ISSUES: The Parish of St Helier Care Homes are run independently with differing procurement approaches and choices meaning some of the Residential Homes within St Helier where better at some things and others excelled in other areas. Their independence undermined “group learning” and potential procurement savings which could be achieved by working together.
I offered to run a “Work-Out” to improve procurement approaches and choices. A “Work-Out” tackles a specific problem or opportunity with the aim of realising £25k of improvement (either through savings or additional income). The agreement was that if Tim was unable to identify £25k of saving no fee would be charged.
See http://www.sthelier.je/residential-homes/

ACTION: Working with the Care Homes managers through initially separate and later joined-up meetings a number of procedural and bureaucracy barriers were identified that prevented them from getting best value for their Care Homes. A report and recommendations was drafted and the Care Homes managers, supported by me, were invited to present back to the Finance Director their suggestions for improvement

OUTCOME: The outcome was agreement to the improvements and invigorated ownership and enterprise by the Care Homes managers and trust from the Finance Director that everyone was working together, and that the Care Homes managers be allowed greater scope and freedom in procurement subject to agreed checks and controls.


13/

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.


14/

Task: LEAN-process improvements in RBSI/NatWest IoM Payments Centre

ROLE: Business Analysis / Consultancy

ISSUES: RBSI has its own version of LEAN, based on General Electric “Work-Out”
I was Manager of Operation Change and Sales Support for NatWest + RBSI and is a “Work-Out” Advocate (equivalent to a LEAN Green-Belt) responsible for hosting/managing process improvement workshops. Each “Work-Out” tackles a specific problem or opportunity with the aim of realising £25k of improvement (either through savings or additional income). I ran a number of workshops, winning ovations within the RBSI Group, the most notable being improving RBSI payments processes in the IOM payment centre.

ACTION: Working key people in the IOM payment centre we set-up some simple automation which greatly speeded up IOM payment centre processing.
Tim was acknowledged in RBSI Achievement Awards.

OUTCOME: Whilst the change itself was quite modest the volume of transactions meant a significant saving on staff time and increase in productivity was achieved.