Oliver Weedon's Email Addresses & Phone Numbers

Accomplished and articulate ICT interim Programme Director, 20 years transformation experience including rapid programme-recovery and Greenfield. Innate ability to quickly build rapport and trust with stakeholders from Board-Level down. Rapid assimilation of organisational strategy ensuring Programme vision alignment. Grasps initiative where Programme requires surge of momentum and commitment to overcome inertia. Constructively challenges assumptions – always drives...

Accomplished and articulate ICT interim Programme Director, 20 years transformation experience including rapid programme-recovery and Greenfield. Innate ability to quickly build rapport and trust with stakeholders from Board-Level down. Rapid assimilation of organisational strategy ensuring Programme vision alignment. Grasps initiative where Programme requires surge of momentum and commitment to overcome inertia. Constructively challenges assumptions – always drives towards optimised organisational outcomes. Consistent delivery of benefits realisation and value-for-money outcomes in challenging political environments. Specialties: Programme Management, project management, stakeholder management, enterprise analysis, requirements elicitation, project management, functional specifications, stakeholder mediation, Management Strategy, leadership development, mentorship, negotiation, Mindmapping.Associate Director - Design, Build & Transition (Programme Manager) @ From September 2015 to Present (4 months) London, United KingdomInterim Programme Director - Web transformation programme @ Requirement was to turnaround failed web environment into enterprise-level, personalised web experience to drive student recruitment and rapidly generate income in a year. Commissioned and oversaw delivery comprehensive business case / feasibility study assessing service value of existing web environment. Built business case and led on obtaining programme finance. Built web solution strategy. Led on public sector procurement process of new CMS (Sitecore). Oversaw partner selection process. Managed existing web team and assessed capability to deliver in project-driven .NET environment. Initiated team restructure (including union negotiations). Throughout project ensured successful delivery of service and support of several legacy systems. Programme managed portfolio of rapid-deployment project strands to deliver Sitecore (through contract team) using Scrum Agile. Mentored team members throughout, maintaining team motivation of core members aligned to strategic vision. Defined structure, roles and recruited full-stack permanent development team (Front-End, Back-End, Testing, Project Management and UX-UI). Ensured knowledge transfer. Management of partial outsourcing (near-shore) partner procurement and selection. Assisted in transition to PRINCE2 / Agile model as more appropriate environment fit. From January 2014 to August 2015 (1 year 8 months) London, United KingdomAssociate Director – IT Services @ Acting in business consultancy role as Associate Director, helped to define strategic direction of the service. Provided advice and management support to CIO on topics ranging from creation of PMO, improving Service Delivery capability, re-creating the website on Sitecore and Sharepoint, outsourcing and restructures. Throughout period developed and mentored selected staff into managerial roles. From May 2013 to August 2015 (2 years 4 months) Service Delivery Strategic Lead @ Remit was end-to-end review of Service Delivery team and advise on progressing from siloed service of disconnected specialists to an integrated team with wide knowledge breadth based on ITIL best practice. Interviewed 30+ team members, 6 directorship-level customers, students and other staff. Report contained AS-IS snapshot and primary areas of concern. Tactical recommendations were made for short-term wins and reestablishment of customer faith in the service as well as longer-term strategic path towards more agile service at lower cost. From October 2013 to December 2013 (3 months) London, United KingdomInterim PMO Programme Manager @ Rapidly built (12 week period) and led contract PMO team to transform siloed project environment (150 disconnected projects) into managed project portfolio. Managed project interdependencies and ensured resolution of associated risks. Developed business cases, obtained funding. Managed resources, third party contracts and Programme finances. Governance structure initiated. PRINCE2-based methodology implemented with associated templates and processes. Turned around failing new-build IT fit-out Programme (21 projects) entering final phase. Programme successfully delivered all projects including infrastructure, network, access control system integration etc. Defined permanent team structure and roles according to HE Role Analysis principles, including HR negotiations. Recruited permanent Programme Manager and transitioned service. As Associate Director, helped define strategic direction of the service. Developed and mentored selected staff into managerial roles. Built strong relationships and atmosphere of trust between PMO and senior stakeholders from Pro-Vice Chancellor, Deans and Directors down. Wide ranging requirements elicitation techniques used: workshop facilitation, process improvement, Process Activity Mapping and Business Process Reengineering. From March 2013 to September 2013 (7 months) Senior Business Analyst @ Contracted as Senior Business Analyst to provide analysis and sensitive stakeholder management across ten project strands simultaneously for the University Square Stratford (USS) project, a unique new-build collaboration between UEL and Birkbeck (University of London). Identified insufficiently assessed key project dependency (access control). Chaired stakeholder meetings of department heads in order to create access control policy for six cohort groups. Created an environment where consensus could be reached in a previously acrimonious situation. Wrote technical requirements documentation and engaged with supplier to provide solution. Documented AS IS and TO BE processes for prospect applicant management lifecycle. Conducted gap analysis. Made BPR recommendations and facilitated transition to MS Dynamics CRM 2011 environment including bespoke entity creation. Managed stakeholders spanning multiple organisations and divisions in requirements gathering exercise for self-service kiosk solution. Created multiple functional requirements documents simultaneously. Recommended technical solutions and sourced suppliers. From June 2012 to February 2013 (9 months) Senior Business Analyst @ Engaged as Senior Business Analyst to trouble-shoot existing (18 month) parliamentary project that was encountering considerable challenges during final project quarter. Delivered on multiple project strands simultaneously (both operational and strategic), and transitioned stakeholders from an initial state of confusion and contradiction to a more informed consensus position. • Full audit undertaken of original requirements documentation. Use of gap analysis to highlight critical project risk areas. Worked with project team leadership and senior stakeholders on an iterative, transitional gap close of stakeholder understanding with carefully managed conflict resolution • Quickly identified stakeholder groups and sub-groups. Implemented appropriate (group-specific) engagement methodology. Captured and validated business requirements and modelled existing operational permit to work processes. Clarified acceptance criteria in preparation of project close • Gap analysed selected (cloud-based) COTS system and ensured appropriate system configuration and adaption to underpin both wide variety of business processes and parliamentary Health and Safety policy • Engaged with three levels of system users (strategic, management and operational) for User Acceptance Testing and feedback. Developed robust, self-service tool-set to underpin both go-live and business-as-usual training. From January 2012 to November 2012 (11 months) Business Analyst @ Espiritas Ltd is a Change Management specialist servicing the Quality Assurance industry. Provided business analysis and market research skillsets on a contracting basis. Primary project deliverable of a research packet focusing on the role that innovation plays in driving the Quality Assurance sector was delivered to cost and on time. • Conducted competitive analysis and market research • Assessed possible innovation practices that should be adopted by client • Presented client in competitive matrix both qualitatively and quantitatively • Provided project management expertise and support From 2011 to April 2011 (less than a year) Business Analyst / Project Manager @ London Probation Trust is the largest offender management service in the UK dealing with over 70000 offenders in a year. It is an embedded PRINCE2 environment. Responsible for analysing organisational needs within three departments and developing solutions to process and business problems. Managing the work from initial request through estimation, approval, requirements, build and implementation. • Responsible and accountable for the coordinated management of multiple related projects directed toward strategic departmental objectives. Writing Business Requirement Specifications • Defined and initiated projects. Setup Risk, Configuration and Communication Management Strategies • Writing Full Business Cases. Writing Project Initiation Documentation • Project managed against cost, schedule, and required quality each project • Producing project definitions to include validated functional requirements, scope, roles, responsibilities, budgets, timescales and resources • Built credibility, established rapport, and maintained communication with stakeholders at multiple levels, including suppliers and clients both internal and external to London Probation Trust • Project risks identified, documented and managed within acceptable tolerance limits • Maintained alignment of project scope with strategic organisational objectives, and made recommendations to modify the project to enhance effectiveness toward the strategic intent • Exception Reports raised to Project Board where needed and Exception Plans written and implemented on authorisation • Coached, mentored and lead personnel within a technical team environment • Presented periodic reports on the project to multiple, management audiences • Delivered Functional and User Acceptance Testing From 2008 to 2010 (2 years) London, United KingdomBusiness Consultant / Business Analyst @ Pilbeam Ltd provides infrastructure solutions, business systems strategy, sales and supply chain systems to clients all over the world. Responsible for sourcing new business, scoping client business requirements and developing technical solutions. Project managed solutions throughout entire project lifecycle: including project initiation / proposals, project delivery, business liaison / stakeholder management, post implementation review and project close out / handover. • Managed the analysis and implementation of several IT projects • Strategic analysis undertaken and delivered to inform, manage and drive stakeholder expectations • Mapping of business processes using Microsoft Visio • Setting budgets and agreeing project time scales and deadlines with clients • Holding weekly internal and external meetings on progress • Single point of contact for all communications between the customer, third party suppliers and Pilbeam Ltd • Recruitment and training of project staff • Managing staff to ensure that all milestones are achieved within the agreed timeframes • Ensuring effective quality control processes are in place to monitor deliverables produced • Maintaining client relationships • Responsible for identifying, analysing, measuring and managing project risks • Liaising between organisational directorship and specialist teams ensuring business justification was maintained throughout projects • Creation of training materials and user training From 2006 to 2008 (2 years) London, United KingdomSales Manager / Business Analyst @ Tower Languages OHG was a Business English training institute specialising in the corporate market and serving such clients as Siemens, SAP and Pilkington. Responsible for sourcing new business, scoping client training requirements and project managing training course roll outs. Project managing projects ranging from SalesForce implentation to development of business strategy and training materials. Responsible for day to day IT requirements of Tower Langauges including user management, trouble shooting, help and advise. • Responsible for all aspects of projects from business analysis to plan management, stakeholder engagement and risk management • Management of solutions throughout entire project lifecycle • Developing and documenting business processes • Recruiting and training staff. Account management • Remote and mobile worker administration • Maintained desktop applications, local area networks, IT security and telecommunications • Sourcing and securing new business From 1997 to 2006 (9 years) BSc, Chemistry, Physics @ University of KentBachelor of Science (B.Sc.) Hons (Chemical Physics), Chemical Physics @ University of Kent Oliver Weedon is skilled in: Stakeholder Management, Project Management, Business Process Improvement, Requirements Gathering, Business Analysis, Project Delivery, Analysis, Management, PRINCE2, Change Management, Strategy, Training, Business Development, Business Case, Negotiation