Hazeleigh Ltd

Hazeleigh has a growing team of highly experienced PPM consultants with a wide range of skills and experience. The main industry sectors our current team has covered are shown above.

 

Please click on any of the industry sectors above to see a summary of the skills and experience of our consultants, for that sector. This experience has been gained over many years of client work and line positions within a raft of different organisations, many of them with the "Big 4" management consultancies.

 

Please click here if you would like to discuss any aspect of our team's experience with us.

Investment Banking / ICSDs

 

A summary of our team's collective experience across this industry sector.

 

Sarbanes-Oxley technology programme management (Nomura, London) Interim programme management for the European Technology response to Section 404 of the Sarbanes-Oxley (SOX) Act of 2002. Overall responsibility for the Back and Front Office Technology work to identify, document and address deficiencies in IT General and Application Controls.

Set up and management of "Software Factory" (Investment Bank, Toronto) Mobilisation of the "Software Factory" for a major operations and technology improvement programme. Fully mobilised 65 technology staff to cover the long-term IT development and support requirements across 19 inter-related BEA/WLI Workflow based projects.

E-Commerce programme office management (ICSD, Canary Wharf) Implementation and management of all project control processes for a new e-commerce application development. Provided ongoing information and analysis to the project manager to support successful delivery.

Multi-company settlements service (London) Project management of a complex IT project covering the breadth of this investment bank's London Middle and Back Office systems. The objective was to provide segregation of all static and transactional data as a basis for multi-Company Settlement Service provision.

Technology transition management (London) The objective of this programme was to transition mobile telephony services to a single global provider. Responsibilities included: identifying and translating supplier and client contractual commitments into deliverables; leading the supplier through understanding activities required to meet commitments; working with both the client and supplier to progress deliverables; identifying solutions to issues and facilitating communications between the two parties; developing and rolling out programme governance.

E-Business channel development (Switzerland) A project to develop a wealth management e-business channel with a development team of over 250 consultants, contractors and client staff. Role included: assembling and management of a team of 15 project controllers (responsible for planning and control of separate development areas); creation and management of a deliverable sign-off process; co-ordination of the definition, collation and selection of projects for further product development; design and management of a change control process; assisting in the production of the weekly progress report for the management team.

 

Retail Banking

 

A summary of our team's collective experience across this industry sector.

 

Back Office process and technology change (London) Leadership of complex technical delivery of a key programme (5 projects) to improve back office post sanction fulfilment and control of lending facilities including strategic reporting (lifecycle stages from initiation through to build). Responsibility for scoping and planning this programme, which included integration of larger and medium corporate sector lending processes. Managed deliverables, timescales, risks, issues and budgets. Directed testing, analysis, data mapping, design requirements and waterfall planning methodology.

Desktop application refresh (London) Direction of the interface function between project delivery (CMMi environment) and service delivery (Service Introduction) for a major infrastructure (hardware and software) system upgrade programme (NT4 Eradication) to provide XP and Office 2003 for 70,000 workstations and servers across 2,000 retail and commercial banking sites. Total budget c £150 million.

Payments and Cash Management Service upgrade (London) Programme management of major International Cash Management programme of 6 projects (budget £10 million +) to upgrade payment and cash management services for global corporate customers. This programme was the key component of the Corporate Bank Strategy portfolio. Led full programme lifecycle, including scoping, planning, business analysis and Business Case through to post implementation of multi-functional (business and technical) teams: IT, Ops, Payments, Audit, Treasury, Liquidity Management, Reconciliations, in-house investment fund, Product Marketing and three (including one offshore) third party suppliers. 50 people with working level tasks.

 

Insurance

 

A summary of our team's collective experience across this industry sector.

 

Portfolio management (London) For an international and general insurance and reinsurance firm that sought to align its organisational structure firm to meet future strategic objectives. Design of the governance process (aligned with PRINCE2) for the portfolio, subject matter expert and mentor to the PMO manager in the creation and roll-out of programme and project management tools and definition of a high level approach to supplier relationship management.

PPM capability development (London) Review of the programme governance and management procedures and production of recommendations for improvements in this healthcheck of the company's approach to managing their UK portfolio of programmes and projects.

Performance improvement/cost reduction (London) Programme office management for a UK-wide, cross business function performance improvement programme to reduce operating costs by £200m and which had high visibility amongst the City of London analyst community.

PMO setup (Global insurance broker, London) The broker had commissioned a programme to alter its internal organisation, with a view to increasing its profitability through a combination of cost reduction and enabling higher value add services. The programme team was gathered from across the organisation, and required a PMO to coordinate reporting and other core activities. Role included: working with the Programme Manager, the design and set up of the core PMO processes: running the PMO's weekly and monthly cycle, including reporting to the Programme Board on progress, risks and issues, and resource consumption.

 

Central Government / Parliament

 

A summary of our team's collective experience across this industry sector.

 

SharePoint implementation (UK Parliament, London) Management of the external Microsoft Gold Partner providing the functional and technical expertise for the project and mobilisation of a number of pilot projects. Liaison throughout with the wider stakeholder community as part of the overall Infrastructure Programme.

New business creation (London) Strengthened the management and assured the delivery of a highly political project to create and launch a new business this major government department. Involved regular, close and extensive liaison with Board Executives, Policy, Finance, IT and Legal. Co-managed and transferred skills to the project manager, developed a business case and advised the Board on business profitability, defined processes, including dispute resolution, invoicing and payment processing and delivered external stakeholder (including media) presentations.

Modernising delivery (London) Leadership of the stakeholder management and communications team on a high profile modernisation programme. Close working with the department communications team to ensure alignment with guidelines, creation of a stakeholder management and communications strategy and plan, identification of stakeholders and the undertaking of stakeholder analysis.

Asset management system design (Andover) Working closely with individuals from the military, civil service and other consultancies over a 15-month period. Change management to replace an asset management system in a project impacting over 2,000 users. Work included: leading creation of stakeholder management and communications plans; identification of key stakeholders and undertaking stakeholder analysis including development of a database for capturing stakeholder information; leading project communications using briefing packs, newsletters and websites; conducting a postal survey to gauge support to the project, perception of the project and strengths / weaknesses of previous initiatives.

Strategy planning and control (DSS - London, Newcastle, Lytham and Reading) Consultancy within the Strategy Control Office for the UK-wide DSS Operational Strategy (OS) Rollout in the late 1980's, during the formative years of Programme Management development and its evolving recognition as a formal discipline in the UK.

 

Local Government

 

A summary of our team's collective experience across this industry sector.

 

E-Government programme management (London Borough of Lambeth, Brixton) Interim Programme Manager for the Council's e-Government portfolio of projects covering a range of customer service led/IT enabled initiatives providing "joined-up" services to the public according to the Government's Comprehensive Performance Assessment (CPA) Recovery Plan. Key areas of the Programme were: Lambeth Service Centre (LSC) - a customer contact centre which opened ahead of schedule in March 2004; Joint Service Centre (JSC) Strategy - a strategic blueprint for the options for establishing a number of JSCs across the Borough; Accommodation Strategy - development of Lambeth's accommodation infrastructure, convergent with other e-Government initiatives; Business Process Re-engineering - various initiatives across the Borough to improve operational effectiveness.

Portal design and development (UK Regional Authority) As part of central government's broader push to promote online access to public services, it piloted a programme to encourage parish councils to set up their own websites, using a standard template. The intention was to allow layers of government that could not normally afford to individually commission a web presence to benefit from economies of scale in order to do so. Role included: project management of overall piece of work, coordinating design, technical, marketing and training workstreams: detailed planning of resource allocation across workstreams and monitoring of this; facilitation of vision and solution development and refinement with management board; progress reporting to management board, highlighting achievements, risks, and resource consumption.

 

Education

 

A summary of our team's collective experience across this industry sector.

 

Budget planning process redesign (Nottingham) The College wanted to develop a new annual budget planning process that would link its departmental budgets to directors' personal targets, to create greater accountability for delivery. It also wanted to use the budget planning process to support the resource planning process, to allow greater rationalisation of resource allocation over the course of the financial year. Role included: communication with directors to explain the new process, and outline its benefits; detailed development of process, applying it to the College's timeframes and decision-making flows; iterative development of templates for support the process; roll out of the process across the Director group.

Registration system and core database upgrade (National College (through Moorhouse Consulting), Nottingham) Programme management of an initiative to establish stronger links with the College's customers in order to demonstrate the College's impact across its training programmes and to improve the overall customer experience in all of its dealings. Key to this was the achievement of business benefits through rationalisation of existing systems/processes and establishment of a single, up-to-date data repository.

Service provision review (Nottingham) Mobilisation of this wide ranging review of the College's services including: liaising with College Directors to define the programme scope and deliverables; working with Procurement and HR to identify and recruit the programme team; riving progress, resolving issues, ensuring quality and initiating corrective action.

PPM capability development (National College (through Moorhouse Consulting), Nottingham) PPM mentoring as part of an initiative to introduce formal governance and methodologies supported by appropriate levels of training for College staff. Involved around 40 project managers and SROs of differing levels of skills and experience with whom a number of tailored, one-to-one and group sessions were held in order to mentor and train them in assuming their new responsibilities.

Portfolio management (Nottingham) Interim head of a new Portfolio Management Office overseeing all of the College's strategic programmes and projects. The role included: embedding the Office and best practice programme and project management (PPM) in the day-to-day business processes of the College; building individuals' capability and expertise in these PPM approaches through training; driving coherent upward internal programme and project monitoring and reporting to the Strategic Leadership Team (SLT) and Leadership Group and externally.

 

Transport

 

A summary of our team's collective experience across this industry sector.

 

Business case development (London) The client wanted to increase PPM capability within a key area. Core to this was the development of competency around business case development amongst its engineers. This lead role included: design and creation of business case development training course; filming and editing of a business case development case study film, to enhance learning of course attendees; roll out and delivery of training course, over several iterations, to intended audience.

Strategic risk management (London) Creation and leadership of a series of four workshops to help this major transport company understand their strategic risk exposure following their decision to bring back in-house the operation of one of their the trams systems. The workshops guided the senior management team through: an introduction to risk management; risk identification based on strategic objectives; risk prioritisation based on Time Boxing and 'Must do, Should do, Could do, Won't do (MoSCoW)' approaches; creation of mitigating actions; identification of opportunities arising from the in-sourcing of the trams operation.

 

Telecoms

 

A summary of our team's collective experience across this industry sector.

 

Technology transformation project management Overall project management responsibility for this European technology transformation project including detailed Transformation planning, identification and management of dependencies with parallel outsourcing programmes, acting as client representative in all discussions with the telecoms supplier and managing the full lifecycle of the project from mobilisation through design to completion.

Performance management of outsourcing programme (London) Large outsourcing programme within the organisation, using over 500 individuals from across the business to deliver a number of desired outcomes. The People and Performance team was brought in to optimise programme members' commitment to and performance on the programme, through a number of approaches. Role included: design and delivery of structured interviews with key programme personnel to understand areas of satisfaction and concern, and provide a baseline against which to compare these elements in the future; creation of report highlighting findings of interviews, and recommendations of areas for improvement; presentation of report to programme management team; facilitation of process to design and communicate programme principles, objectives and vision statement; develop and facilitation of key PPM skills workshops to introduce technical programme staff to core management concepts.

Outsourcing project planning (London) For a project aiming to outsource £2 billion of critical, non-core processes. More than 150 individuals were working on the project over a six month period. This PMO role included: definition and communication of the required planning process to senior project staff (i.e. product-based, rather than activity-based planning), and establish need for project plan; conduct a 5 day detailed planning exercise to develop an initial project plan in sufficient detail to report agains; update the plan weekly, and report progress to management team; track specific key deliverables through the plan, in order to minimise risk of late delivery; participate in initial drafting of contract schedules, and management of subsequent version control.

Operating model implementation (Major UK telecoms company, London) This change programme was to introduce a new operating model across the part of the company that designs, builds and implements its IT and processes. Role included: aligning, planning and monitoring of the programme to comply with both PPM and Agile methods in use across the company; creating a decision matrix to prioritise projects within each programme tranche; leading the identification of resource profiles required for each project including gap analysis to identify incremental resource requirements; defining the programme governance including roles and responsibilities.

Cost reduction (Major UK telecoms company, London) This programme sought to reduce costs significantly through infrastructure supplier contract renegotiation, invoice inaccuracy audits and termination of unused infrastructure (circuits). Responsibilities included: identification of key milestones across each of three projects, each project live in 12 countries / global regions; daily progress capture with specific responsibility for driving progress across France, Germany, South Africa, Nordic and the Middle Eastern countries; feeding progress updates into the daily programme performance update for the Group Chief Finance Officer.

 

Utilities

 

A summary of our team's collective experience across this industry sector.

 

PPM Capability assessment and development (UK water company, Birmingham) The objective of this project was to design and implement a Portfolio Management Office for a £200m portfolio within a division of the company. Responsibilities included: identifying and developing a pragmatic set of portfolio management products drawing on existing examples of best practice across the company where available; supporting the design of portfolio management processes; designing and driving the development of a portal to aid staff access to processes and management products; undertaking an assessment of existing capability of project managers.

PMO Set-up and Management (Water and electricity utilities - Hove and Warrington) For a major Change Programme within each of these organisations, implementation and management the full range of programme planning, control and reporting processes. In each case, the objective was to support the management team via provision of timely and accurate status information to ensure successful delivery.

Strategic Planning Support (British Gas, Solihull) Leadership of a team to secure the baseline plan for a UK-wide systems rationalisation exercise and to assess the likely implications of the impending MMC referral on subsequent work.