Derron Taplin Email & Phone Number

Bracknell, Berkshire

Specializing in Project Portfolio Management, Programme Management and PMO implementation into large complex companies, I have extensive experience in establishing strategic road maps and delivering change to realise strategic goals. I have built and managed numerous Programme teams to deliver change as well as Global PMO’s to deliver harmonisation and a consistent approach to programme / project delivery. This required a high level of practitioner understanding to drive change and assure programmes and projects, whilst providing coaching and mentoring. I can operate at multiple levels in the organisation and have covered all aspects of the portfolio life cycle from demand management through to benefit realisation with enormous success. This has required excellent communication skills and the gravitas to gain compliance from all the stakeholders to unify global process to make this viable. The Portfolio’s I have managed and assured have been between US$65M - US$515 and geographical spread worldwide, therefore requiring flexible working. In these roles I have managed portfolio's and acted as advisor to other Portfolio Owners / CIO’s on the strategic alignment, prioritisation, categorisation and risk of their investments to deliver maximum value from investments made. I’ve used several PPM Tools, with extensive use of CA Clarity, and have excellent Excel abilities to facilitate portfolio analysis and Executive reporting. I have utilised & built multiple bespoke methodologies based on industry best practice (OGC/ PMBOK / ASAP) & incorporated corporate requirements for Architecture, Security & Compliance into the portfolio lifecycle.

London, United Kingdom

As the Director of Portfolio Management Office I reported to the CIO and was part of the groups IT Leadership Team. My primary accountability was for the IT capital expenditure allocated to the Project Portfolio ($65M) and operational changes. The portfolio of projects were aligned and prioritised against defined business criteria and strategic objectives, where the primary goal was driving down operating costs via a 5 year application rationalisation plan. I was responsible for the constant rebalancing of the portfolio to remain within budget, the overall 5 year portfolio planning and the year on year budgetary planning. As part of assuring the viability of the portfolio I also undertook benefit realisation, capacity planning, resource planning, and programme and project assurance. Additionally, I had direct accountability for defining the strategic roadmap for the “Change the Business” activities (which included PMO, methodologies and project delivery) to drive the organisation towards World Class. This involved establishing a baseline of maturity (P3M3), building a value proposition and compiling a tactical change improvement plan to enhance the maturity of people, processes and tools. This was undertaken in a collaborative manner to ensure subscription from all stakeholders and major influencers.

Across The Globe But Based In London

As the Global Practise Manager of Project Portfolio Management I had a global portfolio of 375 projects (US$515M) comprising of 5 Product Group and one Centralised Functions portfolios. I was accountable for the strategic roadmap, technical design and tactical deployment of Portfolio Management & PMO across the globe for all Product Groups and centralised Functions. This included evaluating the capability of our technology, processes and people and building “heatmaps” of the current and future state maturity and subsequent change evolution. The success of the work undertaken saw the original remit expand from IT investments to IT & business investments. The resulting data was used to provide Management Information for the MDs / CIOs to make informed decisions based on robust KPI data and metric points. The diversity and volume of personnel involved in this process was considerable, making the change mechanism challenging from a political and communication viewpoint.Integration with Enterprise Architecture was paramount in obtaining alignment with strategy and underpinning the business needs. My role as a Domain Enterprise Architect was to represent the needs of Portfolio Management and PMO on the Standards Council and manage all the global standards in the project, programme and portfolio domain, ensuring they were aligned with the strategic direction and portfolio management principals and were promulgated successfully.

Across The Globe But Based In London

This role was split between strategic vision for global harmonisation of Project, Programme and Project Portfolio Management PMO's and ensuring that the investments were well managed and delivered against these standards for the business Product Groups within the EMEA region. I managed the portfolio whilst liaising with senior business leaders, IS&T General Managers and Project Managers across the globe on the overall portfolio performance. The global portfolio volume fluctuates but typically consists of approximately 550 projects with a value of approximately US$450M.

Emea Responsibility But Based In London

As part of the EMEA Senior Management team I was accountable for the PMO delivering the EMEA IT Project Portfolio, based on the demands of Rio Tinto's Product Groups. The Portfolio typically consisted of 150+ active projects with a value of approximately US$40m and a team of 75 permanent and contractor resources. I was accountable for the ultimate successful delivery of this portfolio and reported to the Senior Business and IS&T managers across the globe on the overall portfolio performance. The responsibility of the role extended to capacity planning to meet demands (both up and downwards), resource scheduling to optimise utilisation, cost centre management including internal recharging to obtain a cost neutral position, portfolio financial forecasting and escalation point for executive decisions. I also led on the EMEA integration stream of projects / programme management following the acquisition of Alcan in 2008 resulting in the alignment of the two organisations resources, technology and portfolio's.

Across The Globe But Based In Henley-On-Thames

I was the lead Infrastructure Programme Manager responsible for driving the delivery of a portfolio of strategic and tactical IT and Business projects across the globe (North America, Asia Pacific and Europe). I also introduced Project Portfolio Management in terms of capacity planning and resource management to ensure the division could meet, and manage, the changing demands place on it. This was augmented with the establishment of a Project / Programme and PMO Forum to formalise a methodology to ensure all project investments were planned and evaluated consistently.

Across The Uk

I undertook the role of selling and managing other consultants and in delivering IT and Telephony solutions and projects to top FTSE100 companies, namely GE, Norwich Union, National Mutual, Rio Tinto and Debenhams.

Masters, Corporate Policy And Management

Corporate Policy and Operations Management

Ordinary And Higher National Certificates, Civil Engineering

Activities and Societies: Civil EngineeringCivil Engineering