Programme Management

In addition to the Case Study provided below, my website includes other programme management examples as follows:

• HRP: As the Strategic Digital Channel Manager I managed an ongoing transformation programme delivering new customer journeys and operating models for the business. This was underpinned by new website and infrastructure, new mobile proposition and visitor experience, new ways of revenue generation,  new operational processes, policies and controls. This programme broke down into three main  worktreams and multiple projects. To read more, please follow this link.
•  DHL: This programme management (delivery) role followed on from an earlier eCommerce strategy assignment with DHL (in 2008/09).  I was engaged by the Board to update the strategy, prioritise and deliver projects with best ROI. This programme split down into five workstreams (1) web optimisation, (2) new mobile capability, (3) digital marketing performance (4) management, customer acquisition/on-boarding and  (5) social media engagement. To read more, please follow this link.
• Acromas Holdings:   Retained as the eCommerce Programme Manager.  Please see case study below.
• BBC: I set-up and led the  TV+ Programme to deliver streamed AV content and interactive applications (games) to the consumer via Broadband internet. This internet/TV initiative comprised three concurrent workstreams and multiple projects and encompassed technical, operational and business changes which were subsequently used by the iPlayer. To read more about this and other roles at the BBC please follow this link.
• BOC Group: I held the post of  IT Outsource Programme Manager in my last permanent role for BOC, where I delivered major change to the global IT sourcing strategy and operating model provide 50% cost reductions and faster response times in the delivery of global IT systems.  This programme comprised 11 SAP ERP and J2EE projects (circa £10M spend) delivering IT and services across 70 countries in which BOC operates. To read more about my work at BOC please follow this link.

As some projects can be bigger than programmes, I make the following distinction:  Projects deliver a point solution at a particular point in time.  Programmes are ongoing activities that are aligned to business strategy usually targeting longer term business outcomes and strategic change.  Programmes normally break down into workstreams that can include multiple projects.  Both paradigms require similar  technical skills, expertise and effective governance to succeed.

Overviews of some bigger Project Management assignments (£4M  to £50M) can be found on these  links:  BBC,  Five TV,  BAA,  and  Sony .

The Board of Acromas, a holding company for several house-hold name brands including The AA and SAGA, had approved £12M mobile/web innovation programme to upgrade it’s eCommerce capabilty.   Online products and services for the Group  included insurance, roadside assistance, personal investments, holidays and publishing (books, magazines).  A key objective was to leverage customer insight to target potential customers with propensity to consume these products and services and also to retain / cross sell / up sell existing customers.    A central work stream for the programme was the acquisition and integration of eCommerce tools s that could capture customer and product data and analytics. Further technology and operational processes were put in place to translate this data into actionable insight and trigger  automated and manual sales and marketing activities. The desired outcome of the programme was to double the ROI in 36 months.

Two new websites were designed built and launched and a set of complimentary projects were run on the programme to drive traffic to the sites and improve underlying technology performance reliability.  A new operational function was established (with newly aquired eCommerce tools) to continuously optimise commerce journeys. A mini programme mobilised to deliver a series of mobile apps providing ubiquitous access to the brand, products and services.

The eCommerce Programme delivered wholesale changes to technology, customer experience and a set of new operating models for the lines of business. Scope of the programme is summarised below, with links to other relevant show-case projects:

Group level multi channel eCommerce programmes deliver substantial returns on investment for large businesses comprising multiple brands and P&Ls.  Incremental EBIT benefits can be achieved by leveraging group-level purchasing powers and by standardising methods, skills and technology across multiple lines of business. Having the right controls and  group-level governance in place is critical to success.