1. PAUL WRIGHT
Reading, Berkshire, RG4 6XH Mob: 07738 136809 Email: wright38@live.co.uk
PROFILE
20 years experience of Project, Programme and Programme Office management, the last 10 of which working for
Airwave, provider of critical communications to Emergency Services & Public Safety Agencies.
Passionate about driving efficiencies through pragmatic process change and delivering simple, effective IT
solutions that make people's lives easier.
Highly experienced and accredited Programme Manager and PMO Lead with a track record of delivering business
benefits through taking ownership, responsibility and with a ‘can do’ attitude. Proven ability to manage, deliver
and exceed expectationsin the followingfields:
• Corporate portfolio governance
• Resource and project management processes
• Resource and project management IT systems(CA Clarity PPM)
• PMO set-up andestablishment as a centre of excellence
KEY SKILLS
• Business Process Design, Development and Implementation
• Change Management
• Stakeholder Management
• Programme Management and Project Management
• KPI's and Performance Management
• Team Management
Training/Qualifications:
PPMFundamentals Feb 2007 MSP Practitioner Jul 2009
Prince 2 Foundation Jun 2007 OGC Gateway Review 2004/05
Prince 2 Practitioner Jul 2007 ITIL v3 Foundation May 2009
Highly proficient with MS Office suite, including Project, Excel, Word and Powerpoint.
Security Clearance (SC) - renewedin September 2015.
ACHIEVEMENTS
Delivered a single, prioritised list of projects with associated governance across the entire Airwave portfolio.
(providing clear business ownership of projects, benefits and change management, resource demand forecasting
and conflict management, consistent and coherent project data and formal project completion and sign-off)
Designed and delivered a consistent approach for project delivery.
(enabling greater visibility of project status and controls, resource utilisation and PMperformance)
Chaired the Portfolio Review Board with key stakeholders to deliver the Airwave strategy and goals.
(enabling a focus on portfolio variances, change managementand resource challenges and conflicts)
Created and managed a high performing Programme Office team.
(providing support and guidance for all aspects of project and resource management to all Project Stakeholders,
eg business case generation, project scoping and initiation, scheduling, reporting, resource planning, dependency
mapping, change management)
Successfully delivered of an enterprise PPM System (CA PPM, formerly CA Clarity PPM).
(acting as Project Executive and generating business case, overseeing all aspects of user requirements, process
rationalisation, identification of project accounting requirements and third party system evaluation)

2. CAREER HISTORY
Nov 2005 to
Dec 2015
Programme Office Manager (Airwave Solutions Ltd)
• Production and maintenance of a corporate project portfolio and management of the review board overseeing
new project approvals and prioritisation, programme scenario planningand change management.
• Maintenance of high level plan documents featuring key programme milestones, dependencies and resource
plans that ensure overall delivery plans are fully integrated and communicated to stakeholders.
• Implementation of improved project and resource management processes (based on Prince2 principles where
appropriate).
• Development of KPI's in order to demonstrate process compliance.
• Provision of progress status reports to Senior Management, internal programme teams and customers,
ensuringsinglesource data (one truth) and streamlined output (one format).
• Development and maintenance of the corporate project and resource planningsystem (Clarity PPM).
Project specific experience:
• Project management of the implementation of Clarity PPM from business case to system embedding, including
system/vendor selection, system build, UAT and training.
• Project management of the introduction of time recording across Airwave. Delivery of an in-house technical
solution and ensuring compliance with business requirements.
• Technical management of Customer (Emergency Services) Acceptance of Airwave Network fail-safe
arrangement, involving overnight, in the field network testing, assimilation of technical data from suppliers and
translation into plain English for performancesign-off.
• Involvement with SAP delivery programme (UAT) and exposure to AGILE methodology.
Apr 2000 to
Nov 2005
IS Programme Manager (Environment Agency)
- Enterprise HR & Financial System (Oracle)
- Tactical Systems Development & Maintenance
- Electronic Document & Records Management (EDRM)
Reporting to a national management team and responsible for developing and maintaining business IT systems
across the Environment Agency, specifically the delivery of three IS programmes:
• Implementation of national pilot EDRM system for a single business stream (1500 users in >50 office locations).
Development of a business case for enterprise-wide EDRM system infrastructure.
• Maintenance and development of small systems, essential for business use, at minimum cost, pending the
introduction of strategic system replacements.
• Implementation of major upgrade and new modules to the corporate HR & Financial system (Oracle).
Apr1998 to
Apr 2000
Programme Manager for IS Rationalisation and Y2k Readiness(Environment Agency, Thames Region)
Reporting to the Regional Director for Thames Region and responsible for the following:
• Implementation of a Convergence Strategy to rationalise system usage across the Environment Agency (8
regions focusing on ‘best of breed’ rather than using different systems).
• Delivery of Y2k compliant business systems, telemetry, communications and equipment containing embedded
processors in Thames Region (including the Thames Barrier).
• Identification of critical business activities, their resource dependencies and the development of Y2k
contingency plans for the millennium period (future business continuity planning).
Prioritising and driving the programme from a business perspective whilst managing IS and third party supplier
resources/limitations.
Production of Departmental strategies which complied with national drive to rationalise, including on occasions
the adoption of systems inferior to locally developed systems that were not deemed ‘best of breed’ nationally.
Apr 1996 to
Apr 1998
Project Manager – National Re-structuring (Environment Agency)
Reporting to a national Project Executive and responsible for the implementation of new integrated manpower
structures and service delivery, post Agency formation. Key objective was to deliver more than the sum of the
parts (ie predecessor organisations), to generate efficiency savings and to improve customer service.
Sep 1995 to
Apr 1996
Project Manager – Agency Formation (Environment Agency)
Reporting to the Regional Director designate and a member of the shadow Management Board responsible for
setting up the Thames Region of the new Environment Agency ie the combination of National Rivers Authority,
Waste Regulation Authorities and HM Inspectorate of Pollution.
Scope of change: 1500 staff, 20 operatingsites, different operational boundaries and organisational cultures.