Richard Easter Email & Phone Number

Manchester, Gb

Manchester, Gb

Reading, England, United Kingdom

Manchester, England, United Kingdom

• Tracked, updated, and maintained project plans using MS Project, assured plans against Milestone and Dependency Governance standards to ensure seamless integration with wider Bank Change Plan. • Complied Bi-weekly Project Status Reports, Programme and Exec Steering Boards for the Digital Programme• Quality assured Project Status reports with PMs to ensure overall Project status is written succinctly and Risks and Issues, Project Milestones help articulate the overall Project Status, pro-actively managed meeting actions.• Assisted with RAID management and quality assurance of Risk, Issues and Dependencies. Prepared and led Risk Identification Workshops, ensured correct stakeholder attendance, tracked follow-up Actions and refinement tasks.• Ensured Gate Criteria was understood by PM and all stakeholders, facilitated gate reviews at each Project Lifecycle stage, including dry runs with key stakeholders to ensure a smooth transition to next project phase.• Tracked the overall Project budget along with drawdown funding released for the Project Lifecycle stages to ensure Project remained within cost governance. Flagged concerns directly to the PM at weekly finance reviews.• Supported tracking of Project expenditure against the budget, including Resource effort costs and Purchase costs. Tracked Invoices, receipted and approved payment to Accounts ensuring relevant stakeholder sign-off.• Prioritised tasks in order of urgency and importance to manage competing demands from the various Project Managers, PMO Lead and Programme Lead.• Challenged and coached Project Managers and Scrum Masters on information consistency, quality & standards. Acted as the project conscience whilst continually adopting a pragmatic, flexible and responsive approach in a complex delivery environment.

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• In a client facing role working with Deutsche Bank client (5th Largest bank in the world) worked on a large Programme of work to improve the quality, control, and flexibility of DB’s IT Infrastructure whilst significantly reducing costs.• Developed a Front Door Process to control scope and volume of planned and unplanned work through the Programme. Designed workflows and supporting financial and risk evaluation tooling to ensure work was only approved aligned to DXC’s contractual obligations. The process was tracked and monitored using JIRA.• Allocated as Evergreen Programme Manager to manage a small portfolio of projects to ensure that the latest versions of Software and Hardware were maintained on the DB Estate in line with contractual obligations. This involved Application upgrades, extended support procurement and also upgrades driven by identified Security Exceptions. • As part of the Evergreen Programme there was a requirement to upgrade VMWare to ESXi v6.5 on a subset of the DB estate. The off-shore PM left the project and I was asked to manage the Project until a Senior PM was assigned. Extremely challenging and difficult piece of work due the project being late and DXC facing significant financial penalties. Planned and delivered initial Hardware delivery of the Management Consoles in EMEA, APAC and US. Worked closely with SMEs and Delivery Managers on the 1st upgrade phase including responsibility for ensuring all Programme Gating requirements are satisfied.• Provided Reporting, Risk and Change Management processes to give the Programme Director better visibility and status of the Programme that had been placed in critical care by the Client due to repeated delivery milestones being missed.

1 Angel Square, Manchester, Uk

• Member of the Shared Services Infrastructure Delivery department responsible for the £12m delivery portfolio to improve the resilience of the Coop’s IT Infrastructure. In the PMO team, I led on Risk Management providing the Senior Leadership team better oversight and understanding of barriers to project delivery and progress on mitigating activities.• Developed an existing bespoke Programme and Project Management Application to better support risk reporting and tracking by Project Managers. Implemented a risk classification process more relevant to the Project delivery in the Portfolio, and introduced a common risk logging format and used Risk Surgeries to educate the PM community.• As part of a wider PMO Delivery Handbook exercise, documented the Risk and Reporting chapters. We aligned local best practice with Coop group approach to project delivery, and via a team event (80+) presented the chapters to the PM community to ensure they understood and bought into our approach• Implemented a process to categorise risks, set up weekly meetings to report content and helped provide Resource, Planning and Finance leads insight to the risks the PM community were raising against their owned areas – this was particularly successful from a Resource risk perspective and enabled us to quickly identify areas of resource contention.

Manchester, United Kingdom

Lead the identification, analysis and implementation of the Co-op Banks Transformation & Change Portfolio’s RCSA (Risk Control Self-Assessment) and supporting processes. Working closely with the Operational Risk team and the Change Leads, identified the key operational risks for the Change Programme. Identified the mitigating key controls then developed and embedded regular Control testing, reporting in to the Director of Transformation.

Warrington, United Kingdom

Contract with HP Consultancy (Previously known as EDS) working in the Technical Programme Office on a 120,000 seat Desktop Transformation Programme responsible for designing, testing and implementing a fully virtualised, Citrix based Thin-client solution to the Department of Work & Pensions• Implemented a Risk Management process in line with the HP Risk Methodology to the Technical Programme. Worked with Senior Programme leads to govern Programme and Project risks to ensure they were communicated and the impact and consequences of the risk portfolio could be managed effectively.• Lead and facilitated a number of client facing working groups to help the Programme impact decisions on implementation. Accurately captured actions, and kept records of Decisions and documents to ensure the necessary governance wrap. Followed up actions and ensured meetings organised with quorate and relevant stakeholders.• Project Managed the Security accreditation of the DWP Solution. Produced and managed a plan, raised relevant resource concerns, set up governance structures in lien with HP Project Management methodology. A significant and high profile role with direct input into Programme Director.• Led MI reporting team to deliver daily updates on Application delivery in a daily client facing meeting to the Senior DWP Stakeholders – Ensures MI was accurate and the relevant teams had input and answered the questions posed in meetings previous – Ensured actions were taken and managed the daily handling and progression of escalated issues.

Manage a portfolio of small and medium sized projects through the full project life cycle to ensure that project objectives are delivered on time, to the defined quality and within the agreed budget as per the Datel project methodology.

Manchester, United Kingdom

Delivered concurrent technical projects to facilitate the implementation of ICT initiatives required for the proof of concept and introduction to service of the new 787 E-enabled aircraft. This resulted in significant strategic leverage over competitors by de-risking the delivery of a unique, desirable and significantly differentiated product.Managed the trial of a global network solution with a third party supplier identifying significant strategic benefits and facilitating initial contract and commercial discussions negotiating a 65k cost saving.Re-aligned project effort in a testing phase of a 3rd party fuel management software implementation. Identified root cause issues and re-formulated a plan, agreed KPI’s with stakeholders to ensure clear delivery focus on business case cost saving objectives.