Michael Yard Email & Phone Number

Teddington, England, United Kingdom

Responsible for the delivery of the NTC Programme which is a 5-year, £36M programme with three key objectives:1) Develop a resilient timing infrastructure for the UK by building and linking a new atomic clock network distributed geographically in secure locations. 2) Provide innovation opportunities for UK companies by funding projects in partnership with Innovate UK. 3) Respond to the specialist skills shortage in timing and synchronisation solutions through training opportunities for specialists, postgraduates and apprentices.The NTC Programme is the largest commercial programme to date at NPL. As Principal Project Manager I manage a team of 33 and have overall accountability for end to end programme delivery and ensure that we meet cost, time and quality delivery requirements. I am Responsible for structuring and defining the set of projects required to deliver the programme's objectives. I make recommendations on changes to project scope as required. I am responsible for delivering all live projects within the programme through the projects structure, with authority and responsibility from the Management Board to run all projects on a day-to-day basis. I manage the interdependencies on delivery of all the scoped projects. I provide the connection between internal delivery and external stakeholders.

United Kingdom

Promoted to Account Project Leader with a global team of 90 people and 140 in-flight projects and overall accountability for end to end project delivery for the Shell Account. This was a senior role with increased responsibility and key to DXC’s success, acting as a trusted advisor to Shell, driving project delivery excellence and achieving client satisfaction. Acted as the single project delivery interface to Shell and DXC leadership and managed the client escalation process. Ensured the global team was well prepared and acted as a cohesive unit, maintaining a positive company image in front of the client. Focused to retain existing business and contribute to new business opportunities based upon credibility established through consistent, successful project delivery and driving the productivity improvement programme. Promoted project management best practices ensuring delivery activities including governance, project financials, scope and resourcing were aligned to and compliant with the company standard PM processes and tools. Responsible for project profitability and demand forecasting to optimize revenue growth and operating profit. Ensured smooth hand-off to the support organization upon project completion.

United Kingdom

Took on additional role as Risk Management Domain Lead EMEA managing a virtual Community of Practice made up Risk Management Specialists from across DXC. Responsible for defining, promoting and facilitating best practice within the Risk Management Domain and defining the standards, tools and processes for risk management.

United Kingdom

Promoted to GPPD Global PMO lead with direct team of ~ 20 PMO and virtual team of ~ 100 Project and Programme Managers. Managed the Operational Project Management Team ensuring sufficient Project Management resources were engaged at the right skill levels globally to support both client and internal projects. Lead team activities such as the regional PM Forums to encourage team working. Mentored and encouraged skill development of project team members. Performed additional role as Shell Risk Manager ensuring identification of GPPD wide risks and control and resolution of escalated Programme Risks. Managed Process Improvement Plan and formal client agreed Focus Areas for improvement. Responsible for managing communications across the team including process changes and a monthly newsletter. Deputised for Account Project Leader.

United Kingdom

Promoted to Senior Programme Manager leading an “A-Team” of senior SMEs including a business analyst, architect, engineer and service manager working on the implementation of all New Service Development (NSD) portfolio offerings to the client. Put in place all the programme governance for 25 projects through to delivery and support. Managed a large global virtual team with 25 PMs delivering end-to-end projects aligned to the customer’s business and IT strategy. Responsible for earning client’s trust via exemplary project performance; consistent, predictable and timely delivery of high-quality, competitively-priced, ready-to-run, efficiently-supportable services resulting in high levels of customer satisfaction. Enabled a team-oriented approach with each member of the NSD programme team involved in all project lifecycle steps. Managed an extensive and successful Process Improvement Plan and encouraged the whole team to put forward their improvement ideas.

Infrastructure Programme Manager, TAFMIS (Training and Finance Management Information System) Account (7 Project Managers, Team 50+)

United Kingdom

Deputy Service Manager, TAFMIS Account (35 Direct Reports, 80 Staff)