Anthony Mcbride Email & Phone Number

United Kingdom

My role is to support Loram UK in the fitment, Business Change and Operational Readiness planning for Network Rail’s roll out of ETCS digital signalling technology, first being deployed across East Coast Mainline South between Kings Cross and Peterborough.

Milton Keynes, United Kingdom

Managing a project to fit in-cab signalling (ETCS) to OTMs and Traction & Rolling Stock required to maintain the infrastructure on the East Coast Mainline south. This work directly enables capacity and safety benefits to be realised as part of a wider digitalisation programme of ECML and also enhances the GB Mainline's ERTMS capability.

London, United Kingdom

Managing a Research Programme of over 20 projects that seek to minimise the impact of Low Adhesion on the GB mainline with a budget of over £4m and working with multiple stakeholders across the UK rail industry. Previously I delivered an internal business change programme that seeks to achieve an organisational transformation, inclusive of twenty-eight projects. I also manage a team of project managers.

Ec2 London, Greater London, United Kingdom

Delivered a portfolio of projects related to operational risk and standard development. During this role I also managed research and development projects, namely optimisation of route knowledge on the GB mainline with MTR Crossrail and other industry stakeholders.

London, United Kingdom

Responsible for the management and delivery of projects that fall within the standards directorate for The Rail Safety and Standards Board (RSSB). I deal, on a day to day basis, with internal and external stakeholders such as Crossrail and Network Rail.Key responsibilities• Project planning and delivery in line with standard practices as defined by The APM• Resource management• Scope management• Requirements management• Stakeholder management• Communications planning• Risk strategies• Work Break Down Structures• Project scheduling• Change management strategies• Quality planning and management

London, United Kingdom

In my role as project assistant, I undertook the planning, co-ordination and management of all research projects being supported by the Traffic Operation and Management Delivery Unit (TOM DU), in addition to other projects being undertaken within the delivery unit. I was also responsible for maintaining the TOM DU Programme, consisting of numerous projects in Microsoft Project Server 2010, including capturing and monitoring resource commitments and flagging and resolving issues with senior management.Key responsibilities• Undertake the responsibility of resource management across multiple resources.• Manage resource allocation across multiple projects using Microsoft Project Server.• Provide project support to research projects on behalf of TOM DU.• Liaise with internal stakeholders and collate data for input into the TOM DU project programme which brings together all R&D work that the Delivery Unit is involved with.• Liaise and engage with TOM technical specialists and TOM Project Managers to plan, organise and control workload more effectively and make recommendations to senior management of how the delivery of projects can be improved.• Produce of monthly reports highlighting:• Project progress and critical tasks• Resource usage and allocation• Pipeline project work• Project finances• Provide internal training to colleagues for Microsoft Project 2010, in conjunction with MS Project Server 2010.

In this post as a project support officer, my role was to co-ordinate in-house retail projects by creating, updating and managing the critical path, communicating and arranging workload schedules, key dates and timelines to the design team and ensuring completion within set deadlines.

A project based support role to aide in the implementation of a new centralised electronic Rostering System delivered to all Leonard Cheshire Disability Service departments across the UK.

In this contractual role as an analyst I was part of a team reducing the cost of IT charges across Risk Management. In addition, I aided department coordinators toward a ‘self-support initiative’ by producing flow charts for analysing IT costs. This refined the process and made it more efficient. I also offered internal training to staff to use a system designed to redirect incorrect costs to the correct departments, or to decommission redundant costs.