Programme management for the IT infrastructure and systems required for a new private hospital build.

Responsible for identification, selection, procurement and implementation of clinical and administrative systems for Circle hospitals.

I led the East Somerset NHS Cerner Millennium clinical records deployment project through the Preparation and Initiation stages and achieved formal signoff of the Project Initiation Document. I was the Fujitsu Project Manager for this project and was also acting as the NHS Project Manager on behalf of the NHS Trusts involved. This dual role required a good understanding of the constraints and strategic priorities of both supplier and customer organisations to ensure decisions were fair and beneficial to both parties. My responsibilities included resource planning and management, project scope and change control, issue and risk management and reporting to the Project Board. I also contributed to the Cerner Millennium deployment in Taunton.The project encountered various delays and changes of scope. I managed these to ensure the team remained focussed and motivated and also to ensure that higher management remained fully informed of the situation and its impacts and were able to maintain a proper overview to allow them to make effective decisions.I subsequently worked at the Office of National Statistics as a Fujitsu Project Manager for 3 months leading the implementation of several data centre systems.

I was initially hired as an Implementation Manager to lead the IDX Carecast PAS and EPR system deployment on the Bristol and Bath NHS sites. I was able to contribute to departmental activities leading to a rapid promotion to a Regional Deployment Manager responsible for a team of 5 Implementation Managers covering the Dorset and Somerset and the South West Peninsula SHAs. As Implementation Manager I rapidly built an effective relationship with the Trust customers and the prime contractor in all aspects of IDX work. I led work definition, agreement and planning activities with the prime contractor. This necessitated learning rapidly about the product features and deployment methods; championing, presenting and explaining the IDX deployment approach; joint planning with the prime contractor and the customer; identifying gaps in the proposed solution and designing workarounds to enable a continuity of workflow; managing the closure of Trust questions and issues; managing site demonstrations and assisting the prime contractor team in process change analysis. I identified the need for a new deployment process to ensure repeatable deployments at low cost and high quality. Working on my own initiative, I formed and led a team of relevant internal experts and defined the processes and quality plans for deployment and trained the whole IDX Southern Cluster team on these. This work provided the basis for ISO9000 review documentation which was recognised within IDX as being of leadership standard. I presented and reviewed this process work with the prime contractor, gaining acceptance for the IDX approach at deployment director level. Working with the prime contractor management team at regional and director level I led the IDX contribution in agreement on joint deployment, roll-out and go-live processes.

I created and built up a team and developed the processes for delivery of all UK Philips Medical IT projects. I was responsible for the financial performance of all project implementation activities, resource planning, staff hiring and management. I successfully built the team up to strength, developing and rolling out the necessary processes and training. I worked with customers and sales staff to qualify projects, set goals and resolve issues. I directly managed a team of 12 project management, technical and applications professionals, assigning them to projects and optimising across multiple projects to meet overall customer goals. I maintained relationships with key customers and internal and external suppliers to ensure our capability to deliver projects to quality and schedule. I also provided additional hands-on project management when resources were insufficient. I maintained a good technical understanding of the projects to inform decision-making. I led the system design for PACS systems in the UK and contributed to tender responses on technical and project management aspects.