A new year and a new search for a fresh assignment.
Early signs are that the market for interim programme managers is improving. The job boards seem fairly busy and agents are calling.
My fingers are crossed for something interesting to come along soon.
www.stevesyder.com Blog from Steve Syder, Interim Director of Programmes and Projects
Showing posts with label business change. Show all posts
Showing posts with label business change. Show all posts
Wednesday, 1 February 2012
Tuesday, 13 December 2011
Quiet Time
After a really hectic year on two different assignments with virtually no time off I'm now enjoying a break.
Playing a lot of golf (and improving!), doing those jobs that always seem to be ignored when you're working and catching up with old friends.
I've let it be known that I'm looking for a new assignment for the New Year, but I don't expect much to happen in the market now until January.
Programme Management for the 21st Century
Playing a lot of golf (and improving!), doing those jobs that always seem to be ignored when you're working and catching up with old friends.
I've let it be known that I'm looking for a new assignment for the New Year, but I don't expect much to happen in the market now until January.
Programme Management for the 21st Century
Monday, 29 August 2011
All change again!
My current assignment comes to an end in September.
I'm looking forward to a break, because the last two assignments have been a log slog and I've only had a week off all year.
This current assignment has been one of my most enjoyable, probably because the programme was in such a state when I arrived.
The end client had been promised a lot and had received little. The transformation part of the programme was roughly a year behind schedule, with no signs of delivering much in the near future.
Some people on the programme had to be replaced; they were either getting stale and jaded or they simply weren't up to the challenge.
In some cases, the developers had been asked to achieve the impossible, but it took a change of management for anyone to realise it was impossible and so change the way they were working.
Structurally, the organisation's business model did not lend itself to efficient delivery, because people were not necessarily incentivised to focus on one particular account.
The parlous state of the programme was hidden - not necessarily deliberately - because reporting was very subjective.
My first task was to make the reporting objective, based on the programme schedule. This turned most RAG reports red almost instantly, and people began to understand the scale of the problem. Then, we reorganised the way the account was set up, to incentivise people to focus on the one account.
I also replaced people in key positions, created a whole new programme management team below me and restructured the sub-programmes into outcomes-based projects in order to reduce complexity and risk.
Next, I mandated a better governance structure, based on MSP and PRINCE 2, and increased the size of the PMO. Programme and sub-programme boards were dramatically reduced in terms of the number of attendees so they became proper management forums instead of talking shops, and finally RAID management became effective.
All of this, of course, was done against a backdrop of commercial/contractual "discussions" with a somewhat unhappy and tense end-client.
Things are back on an even keel now, but it has become clear that the programme will take far longer to complete than was ever envisaged. Consequently, I've started replacing contract staff with FTEs to reduce burn rate.
With the programme in a far healthier state and on track to deliver, I can hand over to a permanent Programme Director and look for my next assignment - once I've played a bit of golf of course!
I'm looking forward to a break, because the last two assignments have been a log slog and I've only had a week off all year.
This current assignment has been one of my most enjoyable, probably because the programme was in such a state when I arrived.
The end client had been promised a lot and had received little. The transformation part of the programme was roughly a year behind schedule, with no signs of delivering much in the near future.
Some people on the programme had to be replaced; they were either getting stale and jaded or they simply weren't up to the challenge.
In some cases, the developers had been asked to achieve the impossible, but it took a change of management for anyone to realise it was impossible and so change the way they were working.
Structurally, the organisation's business model did not lend itself to efficient delivery, because people were not necessarily incentivised to focus on one particular account.
The parlous state of the programme was hidden - not necessarily deliberately - because reporting was very subjective.
My first task was to make the reporting objective, based on the programme schedule. This turned most RAG reports red almost instantly, and people began to understand the scale of the problem. Then, we reorganised the way the account was set up, to incentivise people to focus on the one account.
I also replaced people in key positions, created a whole new programme management team below me and restructured the sub-programmes into outcomes-based projects in order to reduce complexity and risk.
Next, I mandated a better governance structure, based on MSP and PRINCE 2, and increased the size of the PMO. Programme and sub-programme boards were dramatically reduced in terms of the number of attendees so they became proper management forums instead of talking shops, and finally RAID management became effective.
All of this, of course, was done against a backdrop of commercial/contractual "discussions" with a somewhat unhappy and tense end-client.
Things are back on an even keel now, but it has become clear that the programme will take far longer to complete than was ever envisaged. Consequently, I've started replacing contract staff with FTEs to reduce burn rate.
With the programme in a far healthier state and on track to deliver, I can hand over to a permanent Programme Director and look for my next assignment - once I've played a bit of golf of course!
Friday, 11 February 2011
Two weeks with the Mac
Well, everyone who uses a Mac raved about them, so I decided to join them and see what the fuss ia about.
I bought an Apple MacBook Pro - the 13" for portability - and upgraded it to 8Gb of RAM and a 128Gb solid state hard drive. It flies like the wind!
The build quality is superb; far better than any PC I've ever owned.
I've deliberately opted to avoid using a Windows parallel system, and I've resisted the temptation to use Office for Mac.
I find that Apple Mail suits my email purposes just fine, and in place of Business Contacts Manager for Outlook I've bought Daylite, which is a very impressive CRM package for Mac, and it integrates perfectly with Apple Mail.
Instead of Office, I've installed NeoOffice (don't even get me started on how superb the Mac is for installing and uninstalling programs!) and it's great! It will open all my Word, Excel and PowerPoint files and contains all the functionality I need without the bloatedness of its Microsoft counterpart. It's also free, although you can make a donation, which seems only fair.
The only concession I've had to make in switching to a Mac is the loss of the ability to take handwritten notes as I did on my tablet. The input pen I bought to use with the Mac was very unimpressive. To get round that, I'm going to buy an iPad 2 to take notes on and integrate them with the MacBook.
All things considered I'm delighted I made the switch. The Mac boots up in 14 seconds, does what it's supposed to do - very quickly - backs itself up to an external drive every hour without my even noticing, never crashes, needs no anti-virus software and defrags itself instantly every time I write to disc.
Am I smug? You bet I am!
Meanwhile, on the work front, it continues to be a fascinating environment to work in. It's the first time I've been involved in a brand new outsourcing site, and the amount of storming and forming has to be seen to be believed. Both sides of the equation are feeling their way. There are misunderstandings and dissatisfaction on both sides but people are doing their best to make it work.
Add to that the large offshore element of the work, and the fact that half a dozen companies are involved, and the whole thing is very challenging. At least there's never a dull moment. And of course, I get to come home to my Mac!
I bought an Apple MacBook Pro - the 13" for portability - and upgraded it to 8Gb of RAM and a 128Gb solid state hard drive. It flies like the wind!
The build quality is superb; far better than any PC I've ever owned.
I've deliberately opted to avoid using a Windows parallel system, and I've resisted the temptation to use Office for Mac.
I find that Apple Mail suits my email purposes just fine, and in place of Business Contacts Manager for Outlook I've bought Daylite, which is a very impressive CRM package for Mac, and it integrates perfectly with Apple Mail.
Instead of Office, I've installed NeoOffice (don't even get me started on how superb the Mac is for installing and uninstalling programs!) and it's great! It will open all my Word, Excel and PowerPoint files and contains all the functionality I need without the bloatedness of its Microsoft counterpart. It's also free, although you can make a donation, which seems only fair.
The only concession I've had to make in switching to a Mac is the loss of the ability to take handwritten notes as I did on my tablet. The input pen I bought to use with the Mac was very unimpressive. To get round that, I'm going to buy an iPad 2 to take notes on and integrate them with the MacBook.
All things considered I'm delighted I made the switch. The Mac boots up in 14 seconds, does what it's supposed to do - very quickly - backs itself up to an external drive every hour without my even noticing, never crashes, needs no anti-virus software and defrags itself instantly every time I write to disc.
Am I smug? You bet I am!
Meanwhile, on the work front, it continues to be a fascinating environment to work in. It's the first time I've been involved in a brand new outsourcing site, and the amount of storming and forming has to be seen to be believed. Both sides of the equation are feeling their way. There are misunderstandings and dissatisfaction on both sides but people are doing their best to make it work.
Add to that the large offshore element of the work, and the fact that half a dozen companies are involved, and the whole thing is very challenging. At least there's never a dull moment. And of course, I get to come home to my Mac!
Friday, 17 December 2010
A good start to 2011
IBM has just asked me to manage a second programme for them at Legal & General and offered me a six-months extension to my contract with a rate increase.
All of this is really good. There are some really professional people at IBM, not least many of those who transferred over from L&G back in October, and there are some interesting challenges ahead, both in terms of the programmes I'm looking after and in helping to integrate transferred staff into IBM.
It's a new world for me because I'm far more involved in infrastructure than I ever have been before, and it's a long while since I worked at an insurance company, so it's all good personal development stuff as well.
Between this and the work I'm doing for the APM on the professional standard I ought to have a satisfying time in 2011.
All of this is really good. There are some really professional people at IBM, not least many of those who transferred over from L&G back in October, and there are some interesting challenges ahead, both in terms of the programmes I'm looking after and in helping to integrate transferred staff into IBM.
It's a new world for me because I'm far more involved in infrastructure than I ever have been before, and it's a long while since I worked at an insurance company, so it's all good personal development stuff as well.
Between this and the work I'm doing for the APM on the professional standard I ought to have a satisfying time in 2011.
Thursday, 25 November 2010
APM Awards Ceremony
I've a hectic day's work for IBM today before heading off to the APM Award Ceremony in Central London this evening.
The award is for the new Project Professionals' Standard, hopefully to soon be chartered status.
Awards will be going to founder members of the Association's new Professional Standard Register and to those people who qualified as assessors for the standard.
I qualify on both counts I'm pleased to say!
The new standard will boost the professionalism of Portfolio, Programme and Project Management and reassure potential employers that they are engaging someone who is judged by his/her peers to be knowledgeable, experienced and professional.
I was delighted to be selected as a Fellow of the APM to help with the pilot process. It gave me the opportunity to put something back into the profession and to help create a meaningful standard.
It will be good to meet up again with all the other people who worked on the pilot. I'm really looking forward to the official launch next year!
The award is for the new Project Professionals' Standard, hopefully to soon be chartered status.
Awards will be going to founder members of the Association's new Professional Standard Register and to those people who qualified as assessors for the standard.
I qualify on both counts I'm pleased to say!
The new standard will boost the professionalism of Portfolio, Programme and Project Management and reassure potential employers that they are engaging someone who is judged by his/her peers to be knowledgeable, experienced and professional.
I was delighted to be selected as a Fellow of the APM to help with the pilot process. It gave me the opportunity to put something back into the profession and to help create a meaningful standard.
It will be good to meet up again with all the other people who worked on the pilot. I'm really looking forward to the official launch next year!
Tuesday, 23 November 2010
Never underestimate the importance of Stakeholder Engagement
I've always considered stakeholder engagement to be one of the primary skills I bring to the table on any assignment, which was why I volunteered to write the Stakeholder Management section of the upcoming revision of the Association for Project Management's Body of Knowledge.
Stakeholder engagement loomed large on each of the programme rescue assignments I undertook over the last five years, and it's playing a large part in my current role.
People are newly TUPE'd over to a new organisation, and so are understandably nervous and concerned for their futures, even though their futures can be very rosy in the new organisation if they embrace it.
The retained staff too are inevitably struggling to come to terms with the changes. There are new processes for them to learn, they can no longer "call in favours" from colleagues to cut the bureaucratic corners because those colleagues now need a Purchase Order, and some of the retained staff feel that the new outsourcing arrangement is a judgement on their past performance.
Add to the mix the fact that this is quite a political working environment and you can see why careful stakeholder engagement is so important.
Fortunately, I have an excellent programme sponsor, so, whilst my stakeholder engagement skills have brought most people on board with the new proposals, the sponsor's experience in dealing with one or two stragglers has been invaluable.
I'm always careful to remember that:
1. People must be won over
2. Logic alone won't do it
3. Neither will adhering slavishly to a methodology
4. Often the most sceptical once won over become the most evangelical.
Have a good day and keep that "Can do" attitude!
http://www.stevesyder.com
Stakeholder engagement loomed large on each of the programme rescue assignments I undertook over the last five years, and it's playing a large part in my current role.
People are newly TUPE'd over to a new organisation, and so are understandably nervous and concerned for their futures, even though their futures can be very rosy in the new organisation if they embrace it.
The retained staff too are inevitably struggling to come to terms with the changes. There are new processes for them to learn, they can no longer "call in favours" from colleagues to cut the bureaucratic corners because those colleagues now need a Purchase Order, and some of the retained staff feel that the new outsourcing arrangement is a judgement on their past performance.
Add to the mix the fact that this is quite a political working environment and you can see why careful stakeholder engagement is so important.
Fortunately, I have an excellent programme sponsor, so, whilst my stakeholder engagement skills have brought most people on board with the new proposals, the sponsor's experience in dealing with one or two stragglers has been invaluable.
I'm always careful to remember that:
1. People must be won over
2. Logic alone won't do it
3. Neither will adhering slavishly to a methodology
4. Often the most sceptical once won over become the most evangelical.
Have a good day and keep that "Can do" attitude!
http://www.stevesyder.com
Thursday, 7 October 2010
IBM Assignment
I'm currently a month into my latest assignment at IBM, the end client being a major insurance company, with my attention being focussed specifically on a Solvency II programme and an online protection service improvement programme.
It's an interesting place to be.
I started before the contract start date, so I was there to witness all the TUPE process, on-boarding etc.
It took me back to my days with EDS, where my assignment started before they signed the contract with Lloyds TSB; both assignments were for American companies, both were right at the start of the contract and both involved a lot of very professional people, so all in all, work is pretty stimulating.
Most of the people I have spoken to who have transferred over to IBM as part of the TUPE process seem genuinely excited abot the move, and see it as enhancing their career prospects, so they are good to work with too.
Solvency II is interesting to be involved in because it has far-reaching implications for all insurance companies, and work will need to be well underway in every company by early 2011.
Online protection is also very interesting, being complementary to my eCommerce work at Camelot last year.
Looks like being a good run up to Christmas and the New Year for me!
It's an interesting place to be.
I started before the contract start date, so I was there to witness all the TUPE process, on-boarding etc.
It took me back to my days with EDS, where my assignment started before they signed the contract with Lloyds TSB; both assignments were for American companies, both were right at the start of the contract and both involved a lot of very professional people, so all in all, work is pretty stimulating.
Most of the people I have spoken to who have transferred over to IBM as part of the TUPE process seem genuinely excited abot the move, and see it as enhancing their career prospects, so they are good to work with too.
Solvency II is interesting to be involved in because it has far-reaching implications for all insurance companies, and work will need to be well underway in every company by early 2011.
Online protection is also very interesting, being complementary to my eCommerce work at Camelot last year.
Looks like being a good run up to Christmas and the New Year for me!
Friday, 13 August 2010
Green Shoots of Recovery?
Maybe the jobs market really is beginning to look up. I'm at least finding more appropriate contracts to apply for this month.
I'm waiting for the result of an interview I had yesterday, and expect to hear today if I have been selected for interview for a second role.
Both opportunities are roles I would relish.
Having said that, I'm not easing up on my search for an assignment; competition is too tough out there to take anything for granted.
When I'm not job hunting I'm now busy working on the Stakeholder Management section of the APM's next edition of the Body of Knowledge (BoK), so at least I'm keeping my brain ticking over.
I'm waiting for the result of an interview I had yesterday, and expect to hear today if I have been selected for interview for a second role.
Both opportunities are roles I would relish.
Having said that, I'm not easing up on my search for an assignment; competition is too tough out there to take anything for granted.
When I'm not job hunting I'm now busy working on the Stakeholder Management section of the APM's next edition of the Body of Knowledge (BoK), so at least I'm keeping my brain ticking over.
Tuesday, 20 July 2010
Four Ways Social Networking Can Help Build a Business
Four Ways Social Networking Can Help Build a Business:
http://www.bnet.com/2403-13070_23-219914.html
http://www.bnet.com/2403-13070_23-219914.html
Thursday, 15 July 2010
Good Day
Yesterday felt like a really productive day, helping the APM.
I collaborated with some very professional people, and it's good to feel that we are giving something back to programme and project management.
The work is fairly hush-hush at the moment, and I'm frustrated that I can't say more, but when the news is made public it will be very exciting.
For now, I'm back to the mundane, looking for a new programme management assignment, but at least I'm out tonight with wife, son and his girlfriend so I'm looking forward to that.
I collaborated with some very professional people, and it's good to feel that we are giving something back to programme and project management.
The work is fairly hush-hush at the moment, and I'm frustrated that I can't say more, but when the news is made public it will be very exciting.
For now, I'm back to the mundane, looking for a new programme management assignment, but at least I'm out tonight with wife, son and his girlfriend so I'm looking forward to that.
Tuesday, 13 July 2010
Stuttering Job Market
I'm seeing some improvements in the job market for interims.
The financial services sector has been busy for some time and now other areas of the economy are waking up to the fact that they cannot stagnate because times are hard.
I expect to see some areas of the public sector become more buoyant as the extent of Government intentions becomes clearer, whilst other areas, of course, will retrench.
One area that will come on strong will be online gaming
PWC recently forecast that annual gambling revenue will top US$155 billion by 2012 and a survey conducted by TNS and Gamesindustry.com estimated that there are 13.3 million Britons playing on various games portals, spending £280m on online games and £170m on mobile games last year.
I believe that more and more of that will be generated by online gaming as governments, strapped for cash, realise that, by softening their stance to online gambling they can generate massive new tax revenues.
This will inevitably benefit interims and freelancers as companies scale up their development operations. Bring on those better times!
The financial services sector has been busy for some time and now other areas of the economy are waking up to the fact that they cannot stagnate because times are hard.
I expect to see some areas of the public sector become more buoyant as the extent of Government intentions becomes clearer, whilst other areas, of course, will retrench.
One area that will come on strong will be online gaming
PWC recently forecast that annual gambling revenue will top US$155 billion by 2012 and a survey conducted by TNS and Gamesindustry.com estimated that there are 13.3 million Britons playing on various games portals, spending £280m on online games and £170m on mobile games last year.
I believe that more and more of that will be generated by online gaming as governments, strapped for cash, realise that, by softening their stance to online gambling they can generate massive new tax revenues.
This will inevitably benefit interims and freelancers as companies scale up their development operations. Bring on those better times!
Monday, 10 May 2010
Hung Parliament
The hung parliament is bad news for many people, not least interim programme managers like me.
My day job is to manage multi-million pounds programmes of business change/transformation.
As long as we have no settled government agenda in place - with a sufficient majority to see it through - then the public sector will just tread water and no major programmes will be initiated. Similarly, the private sector will be reluctant to plan massive investments if it doesn't know what government reaction will be.
Whatever the outcome of the talks between the Liberal Democrats and the Conservatives, I fear that any government will be short-lived. We should probably gird our loins for a second General Election in the autumn. Effectively, that means that there will be few large business change programmes kicked off before the new financial year in April 2011.
Worrying times indeed, but at least my handicap should come down!
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