Project Mentor

Sometimes what you need is not a Project Manager but a Project Mentor who can help your team deliver the results that you want for your organisation as well as build the expertise of the organisation team.

WHAT IS INVOLVED

This can be done as a weekly or monthly catch-up or on a retainer basis for a pre-agreed number of hours to be available at critical project stages and regular project updates.

The engagement can include tools, templates and training if working with a new project team from scratch or we will simply adopt your processes and documentation whether that is Waterfall or Agile.

The engagement role can be purely as a mentor to existing staff or more practical and pragmatic intervening as a Programme Office, Product Manager, Scrum Manager, Contract or Procurement Manager, Technical Design or Operational Hand-Over.

MENTOR CREDENTIALS

I have had the good fortune to be an agent for business change being an APMG Change Practitioner, PRINCE2 Project Manager and Scrum Manager. Transformation projects include ‘commercialising’ the Post Office, Harbours and Airport from public-sector to private businesses.

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.

TESTIMONY: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

Other key roles

RETAIL SYSTEMS – Governance & Supplier Management for systems delivery
GDPR CONSULTANCY – for Jersey Charities, Ports of Jersey, Care Homes
INTEGRATION PROJECTS – Supporting, streamlining 3 Medical Practices
AQUISITION PROJECTS – Supporting $20m acquisitions in UK, Luxembourg, Canada, and Guernsey
PROJECT DIRECTOR – Health and Social Services Governance Review
INVESTOR DIRECTOR – Oversight of process & business growth for investors
TRANSFORMATION – Integration and commercialisation of Jersey Harbours and Airport
OPERATIONS CHANGE – RBSI & NatWest Bank
PROJECTS – Incorporation Jersey Post Office