Paul Kerby Email & Phone Number

London, England, United Kingdom

Birmingham, United Kingdom

Initiated, implemented and matured project and programme management best practice processes, standards and tools to enable the structured delivery of £778m Games scope. Established the Programme Office, defining roles and responsibilities and managing resources to embed best practice throughout the organisation and programme partners.Instilled a simplified, tailored programme management approach, engaging and upskilling key personnel and partners so that progress, issues and risks were consistently evaluated and managed, supporting effective governance and decision-making. Created a monthly programme review with senior department representatives to evaluate functional area delivery status, identify exceptions to planned delivery and lead responses. Prepared accurate reporting on progress of Games scope for senior governance boards in a complex, multi-partner stakeholder environment, maximising re-use of programme information to enable effective escalation and minimising reporting resource requirements.

London, United Kingdom

Provided client-facing integration between the UK Government and Technical Programme services (Overlay, Permanent Infrastructure, Operations SMEs, PMO) being supplied to Lima 2019. Established structured programme management tools to schedule the Technical Programme, identifying the critical delivery path and establishing effective risk and issue management processes enabling rapid escalation and effective issue resolution. Implemented reporting structures to communicate the status of Technical Programme deliverables to the UK Government and Lima 2019 Organising Committee, ensuring that achievements are recorded by all stakeholders and decisions are requested to maintain the critical delivery path.

Ashgabat, Turkmenistan

Led a multi-disciplined team responsible for the Venue Operational Planning process for the Velodrome, and successfully delivery of venue services and temporary infrastructure required for up to 6,000 spectators and 300 athletes, integrating functional area requirements to ensure coordinated execution of planned service levels. Developed collaborative relationships at all levels within the organising committee and with external delivery partners to ensure achievement of a thorough, venue-specific, readiness programme.

Ashgabat, Turkmenistan

Initiated the Programme Management Office, identifying and mobilising the services required to deliver a proportionate and successful PMO, engaging senior stakeholders to introduce an effective governance structure and enable evidence-based decision making at Executive level. Matured programme management processes as the organisation expanded, embedding project management structures, techniques and systems in all teams to effectively report programme status. Led the development of the Concept of Operations and design and delivery of client planning processes as part of an accelerated operational planning programme, documenting agreed services and service levels and ensuring outputs were transferred to Functional Area and Venue Operational Planning processes.

Baku, Azerbaijan

Managed all Crystal Hall back of house operations, deputising for the Venue General Manager when required. Responsible for ensuring service level delivery, coordinating issue resolution where required, developing and implementing collaborative solutions to maintain client services.Sequenced the installation of the field of play and transitions between 3 sports, validating the schedule with internal and external delivery partners. Site-managed each installation to ensure delivery of the European Sport Federations and host broadcaster technical requirements and quality standards.

Baku, Azerbaijan

Led a small team of inexperienced Project Managers, analysing programme risk areas to identify projects requiring support, utilising resources effectively to successfully deliver programme priorities.Planned and delivered the close down of all Programme Management Office services to support the organisation’s transition from the planning phase to operational event management. Worked at Executive level to achieve acceptance of the residual operational risk profile and presented lessons learned and best practices to inform future projects.

Baku, Azerbaijan

Mobilised the risks and issues service to operate effectively within a small intelligent programme management office of a mega event operation committee. Defined an assessment criteria and scoring matrix to enable prioritisation and created products to independently evaluate service metrics against success criteria. Delivered an automated weekly reporting service and built strong relationships with the Executive to enable escalation to initiate Director-sponsored action.

Westminster, London

Designed an operational governance structure to support the Pathfinder go-live, identifying membership and required inputs and outputs to develop terms of reference for each forum. Created an operational issue management process to support the prioritisation of issues and tracking of resolution actions to ensure delivery of timely fixes and improvements to the service. Identified issues for escalation to the twice-daily Director-level forum, obtaining subject matter expert input to facilitate evidence-based decision making. Communicated outcomes to senior management.

Westminster, London

Refined implementation plans using work breakdown structure techniques, engaging with senior stakeholders to focus on the identification of products, constraints and dependencies. Allocated clear ownership structures aligned to operational readiness statements to control delivery. Reported progress and variances to governance boards, leading on contingency planning as required.Managed the team’s risks and issues register, embedding best practice risk management principles. Ensured mitigations were identified and delivered against, escalating to programme level forums as required.

Canary Wharf, London

Decision Support Team Lead working in the Main Operations Centre Management Team (MOC), responsible for triaging multiple, complex new issues simultaneously, collating and evaluating validated evidence and escalating where appropriate to enable resolution at the required organisational level. Managed a MOC Decision Support Team, utilising team member’s knowledge, identifying strengths and developing capabilities to deliver all team services to expected quality standards.

Canary Wharf, London

Risks and Issues Coordinator in the London 2012 Project Delivery Office, responsible for owning the organisation’s risks and issues process management system, processes and procedures. Delivered the executive risks and issues reporting function for Directors and external stakeholders. Identified areas for improvements required against key success criteria, providing expert support to sport and event management professionals to underpin delivery.Planned and delivered a targeted exercise to reduce the organisation’s risk profile approaching a critical delivery milestone. Developed a strategy and communicated the required tools and techniques to risk owners, providing focussed support to key operational teams.

Birchwood, Warrington

Programme Management Officer in a large public sector IT programme. Undertaking a full range of duties including leading risks and issues management processes, quality assurance reviews, change management, measuring supplier performance and developing project and programme management tools and techniques to deliver a portfolio of pan-Government IT shared services.Key achievement of designing and implementing Portfolio Management techniques and an end-to-end project delivery lifecycle across all of the programme's disciplines, improving customer engagement and enabling informed decisions to be made against key business objectives, enhancing project delivery success against a background of reducing resources.