Michael Rudenko V3 2 10 01 12
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Transcript of Michael Rudenko V3 2 10 01 12
Michael Rudenko
Integrity, honesty, listening & understanding
Cultural fit
V3.2
Michael will take accountability and responsibility for delivery, engendering energy, action and common-sense, he focuses on the culture and bringing the best out of the team
He brings Blue Chip experience of working with organisations across the UK, Europe, Central America and Australasia
Michael is noted for his adaptive, empathic, creative, solutions-oriented, customer-focused and being a collaborative leader. Proven ability to quickly adapt to changing environments and assimilate and integrate new information into overall plan
Track record for strategic thinking, tactical delivery, creative and wide-ranging analysis style, and consistently providing successful solutions to large and complex business challenges.
Has built PMO’s from inception to a fully functioning integral team
Large System Integration experience:
Coaches and mentors – likes developing a teamSecurity Cleared (SC)Programme Management (MSP)Project / Delivery Management (PRINCE2)Capability Maturity Model Integration (CMMI)Management of Risk & Programme RecoveryLean Six SigmaChange & Release ManagementOGC Gateway Reviews LRQA & NAO Audit ReviewsPMO/ePMO/JPMO/PSO Establishment and Operation Earned Value Measurement Systems – Benefits and Scheduling trackingSupplier Relationship Management
Value Curve
Integrity, honesty, listening & understanding
Cultural fit
Michael Rudenko
Adding Value to your business
Portfolio and Project / Programme Management
PMO Design & Build Add the valueProject Management FrameworksProject RescueProject Audits & AssessmentsBusiness Case DevelopmentRisk / Issue & Opportunity ManagementCoaching and MentoringCMMi Audits
Define Design Deliver Add Value
Adding Value
Michael turns strategic ideas into reality by transforming the “think about adding value “into a “”value creation” approach
Providing the leadership, insight, management tools and expertise to ensure successful delivery of the investment, realising and tracking benefits
Having programme managed a number of full lifecycle deploymentsusing products such as ORACLE, Microsoft, Linux and Bespoke products in a Retail, Defence, Telecommunications, Health Programme environment
People, the team, tools then process, it is the team that makes it a success
Integrity, honesty, listening & understanding
Cultural fit
Michael Rudenko
Adding Value to your business – What People say
Define Design Deliver Add Value
David Forbes - Head of Programme Management, BT London 2012 Olympics, BT Global Services :
Michael is an extremely driven, motivated and tenacious programme professional. He always remains focused on key business objectives and outcomes yet is comfortable focusing on the details when required. He puts the customer at the heart of his work and constantly seeks to develop and maintain these relationships. A great guy and an asset to any business.
Rob Stanger - London LSP Programme Manager for Integrated Services,
Michael is an extremely diligent and tenacious manager. His ability to be able to pull together meaningful management information in the most complex situations is second to none and he is by far the most impressive PMO director I've had the pleasure to work with. I wouldn't hesitate in recommending Michael for senior PMO positions and would very much like to work with him again one day
Jagdeep Singh Phd – LOCOG Olympic Web Hosting Programme Manager
I had the pleasure of working with Michael during the inceptive stages of the London2012 web hosting project. Michael was instrumental in establishing what is now a fluid, and highly synergistic relationship between LOCOG and BT. His skill in mobilising resources, and ensuring infrastructure readiness for launches, such as the Ticketing Pre-Sign up, was unsurpassed. Everyone associated with the London2012 Programme knew Michael would get the job done - always!
As well as a highly adept Programme Manager, he was, and continues to be, a great mentor and a source of continued inspiration
Integrity, honesty, listening & understanding
Cultural fit
Michael Rudenko
Adding Value to your business – Past Assignments
Background
Entered into the Royal Army Dental Corps as a Private Soldier in 1983 after being unable to complete Dental School
Prior to this was an Apprentice Dental Technician studying and building the journey
Challenge
To quickly establish as a “Can do” person who is a leader and team member, always focused on adding value and ensuring the customer comes firstQuickly became established in Project and Programme Management – attended Birmingham Uni, Cranfield and The Royal School of Signals
Outcome
Became a resource who was sought after in Programme and Project Management
Had a very rewarding career rising to the appointment of SO3 Digitisation HQ ARRC a multi-national HQ that could deploy at a moments notice – which it did successfully
Integrity, honesty, listening & understanding
Adding Value to your business – Past Assignments
Background
Retired from the Army then head hunted for the appointment of PMO Director – NPfIT Spine which was the largest Oracle Database implementation in the world value circ £1.5Bn, Quickly became the point of contact for all matters Governance and PMO’s
Member of the BT Senior Talent pool for 4 years
Challenge
It was an ambition of mine to add great value to our teams and the customer by improving Programme and Project management techniques that where agnostic to the business
Worked with Oxford University to help develop with a Research Fellow the MSc in Programme and Project Management
Outcome
Championing BT’s Culture and developing teams – brought rapid success
Presented alongside VP Forester Research to attend the International Programme & Project Management convention in Barcelona as a Key note speaker
Had a fantastic and rewarding career – a great company
Integrity, honesty, listening & understanding
Adding Value to your business – Current Assignment
Background
Headhunted by the Client Partner Oracle Retail Global Practice for US and EMEA to work with the Morrisons account to help develop Wipro’s Portfolio and Programme Management capability on a local and global scale – timing was right, my son was about to start his “AS” Level studies and it was great to be at home to support him – a great opportunity
Challenge
The business was continually developing its capabilities with regards to its SI and Programme and Project Management capability, even though it is a CMMI Level 5 company – A CAGR of 30% it is hungry to work more efficiently and display the capability and potential to expand into more diverse global markets – a fantastic cultural and value creation opportunity
Outcome
Rapidly through workshops and key stakeholder buy in have moved the perception of a PMO from being an Admin function to a professional footing of adding value – now moving to the next stage of international education and production of collateral that can be used locally – creation of a Professional Community of PMO professionals to share and leverage best practice – through coaching and mentoring
Integrity, honesty, listening & understanding
Major Milestones – Recovery PMO – sample timeline
Value Gate
Start Start +1 Start + 2 Start + 3 Start +4
Initial Assessment Initial
Reorganization and Quick-Fixes
Identify and Launch
Improvement Opportunities
Confirm & Build Longer-Term
Operating Model
Stabilization & Continuous Improvement
Case for Change
Launch rapid diagnostic initiatives across programme
Established new PMO Management
Team
Strategic OrgStart + 3
Launching improvement initiatives within newly
established Functional areas
3-Month Checkpoint
Tactical Org Start + 2
Focus• Added consultative
resources to existing team
• Designed new Operating model
• Identified areas requiring immediate support e.g. Resource forecast
• Rollout of tactical PMO organization and management team
• Commenced definition of Resource Baseline
• Conduct structured reviews of existing functions and tools –Develop Functional area priorities and work plans
• Initial implementation of revised processes and tools e.g. identify Lifecycle, PMO and Resource Demand Team – Rapid results expected – to align with Programme Cost to Complete
• Continuing rollout and validation of revised, functions and tools
• Strengthen culture of new team
• Continue delivery scoping and creation of detailed work plans
• Recruit new resources as required
Commit to Tactical Re-org
Integrity, honesty, listening & understanding
Cultural fit
Michael Rudenko
A PMO Team will must be
Committed Ambitious
Listening Understanding
Integrity, honesty, listening & understanding
Cultural fit
Michael Rudenko
Identifying and resolving common problems across
projects standardizing
project management processes and
tools.
Improving project management
capabilities and skills
Monitoring and reporting on
project status
Improving project success.Through
identification and tracking of
Business Benefits
Integrity, honesty, listening & understanding
Cultural fit
A PMO Team will ensure they are
Michael Rudenko
Directing•Least common, but sometimes the most effective type of PMO, is one that offers directive services. In this case, the PMO does not just support and control projects, but it's responsible for actually running them. In a Directive PMO, each of the Project Managers report to the PMO Director as their Sponsor. This helps to "corral" all of the project work within an organization, to one department.
Controlling
•Supportive services may not be enough to put projects back on track. By offering controlling services (such as project reviews, audits, assessments and governance), the PMO can influence project delivery..
Supportive
•This is the most common type of PMO. Its purpose is to empower project managers and teams to deliver their projects more successfully. It doesn't control or direct projects, instead it focuses on supporting projects through training, mentoring, administration and reporting.
What types of PMO exist?
Integrity, honesty, listening & understanding
Cultural fit
Michael Rudenko
Programme Governance
Client Interactions
Client Interactions
Programme Management Office (PMO)
Organizational Management
Stakeholder Management
Programme Planning, Scheduling & Tracking
Initiatives Approval & Tracking
Risk Management
Issue Management
Cost & Financial Management
Programme Communications
ProcurementKnowledge Management
PMO Methods, Tools & Processes
Program Quality Assurance
Programme Reporting
Release Management
Release Definition Release Planning & Scheduling
End-to-End Delivery Management
Deliverables Management & Traceability
Scope Management & Change Control
Requirements Management
Solution Arch Design & Build Test CentreImplementation & Training
Service Management
Business Requirements Collection & Validation
Requirements Analysis & Conceptual/Logical Modeling
Formalization of Non-Functional Requirements
Enterprise Architecture (all dimensions)
Requirements Decomposition & Logical Modeling
Architecture Governance
SDLC Setup & Governance
Design & Build Planning & Scheduling
Physical Modeling & Detailed Design (Software)
Build, Unit & Assembly Testing (Software)
Sub-System Functional & Non-Functional Testing
System Assembly & System Validation
Design & Build Methods, Tools & Processes
Software Configuration Management
System Functional & Non-Functional Testing
Service Acceptance Testing
Defect Management
Operational Readiness Testing
Cutover & Deployment
Service Management Training
Help Text & End-User Documentation
Enterprise Service Management
Operational Support Services
Detailed Design, Build & Test (Environment & Platform)
Environment Provisioning
Interface into client
Help Desk & Technical Support
Implementation Impact, Strategy & Approach
End-User Training
Production Deployment Verification
The Shield of the Programme (PMO)
CMMi & iPMO
Regardless of the “Type” of PMO that has been implemented it has to “Add Value” – value creation can be done through a number of methods, however a PMO will and does change over the lifecycle of a Programme and will be tasked with varying projects/processes: this could be financially driven and or organisation change driven – ultimately the success will be the people and their skills
Michael Rudenko
Cultural fit
Are we providing TRUE value?
Are any changes needed – what am I doing wrong?
Have we driven our organizations maturity to the next level?
Can we answer the critical questions?
► Is our customer satisfied
► Is our customer disappointed
► Is our customer wanting thought leadership
► Are we doing the right projects?
► Do we know the current status of all projects?
► Are we managing, escalating, and resolving project Issues?
► Do PMs have the right training?
► What is our overall resource utilization?
► The list is not exhaustible
Questions the PMO should be able to periodically answer:
Integrity, honesty, listening & understanding
Cultural fit
Michael Rudenko
Contact Details
Michael Rudenko
E-mail: [email protected]
Mobile: 07545809649
Barn Cottage4 Badsworth MewsBadsworthWest YorkshireWF9 1BG
Integrity, honesty, listening & understanding
Cultural fit
Michael Rudenko