Project Manager Management

Paul A. Eboh, BSc, MSc.(Architecture), MBA (Construction/Real Estate), PMP, MSP, ICIOB

*** ******** ***,

Alameda, California

94501

Tel: 310-***-****

Email: *****@*****.***, *****@**********.***

PROFESSIONAL PROFILE

An enthusiastic and dedicated professional with extensive project / programme management experience acquired from a diverse and rewarding career.

Proven in the delivery of local authority, commercial, education, transport and health-service implementations through the identification and provision of customer requirements within timescale to budget.

A motivational leader who is adept at managing, motivating and developing successful and productive teams to ensure full delivery of company objectives.

Utilises excellent communication and interpersonal skills to build mutually beneficial internal and external relationships, adopting a confident approach to customer liaison.

Quick to grasp new ideas and concepts, and to develop innovative and creative solutions to problems and future developments.

Possesses a high level of commercial awareness and thrives in results orientated working environments.

CAREER SUMMARY

2009 – current Consultant Director of Operations

Paragon Quality Management Services, London

• Improve operational process efficiency and to drive cost reduction through comprehensive requirements gap analysis, governance modeling, enterprise planning, forecasting, and budgeting; service line analysis, and revenue cycle optimization

• Provide actionable insight (event driven, exception based, consolidated) to improve efficiency and reduce wasteful costs. Whilst developing project controls, processes and KPI tracking to support Benefits Realization Reviews, further efforts were made to support the end-to-end project governance life cycle ensuring pragmatic application of processes and alignment with Agile principles.

• Improve quality, safety, risk, and outcomes through monitoring of key performance indicators aligned to operational objectives and metrics in volatile markets.

• Promote market competitiveness through referral analysis, transparency reporting and client/consumer/supplier satisfaction monitoring

• Leverage their investments in legacy financial and transactional systems

• Reviewed and controlled various business operations to ensure the organization achieved cost-effective production with increased quality, efficiency and commendable customer service.

• Also responsible for the re-designing of the business process by identifying the systems and operational requirements aligned to the business objectives

• As a qualified trainer, I also coordinated the Construction-specific user-trainings related to Business Process Design and also was responsible for implementing the same. Also responsible for the business and data modelling to maximize benefit realization.

2008-2009 Estates Programme Manager, Capital Planning & Estates Department

NHS PCT, Basildon, Essex

• Responsible for the successful inception and delivery of the Capital Development Portfolios (Refurbishments & Extensions and New Developments valuing £6.73million), utilising the full range of NHS procurement routes and bespoke (MSP) programme management techniques and strategies. Developing the Benefit Realisation Strategies to enhance the NHS-PCT “Service Branding Scheme”.

• Manage Multi-million pounds Capital Programme and stakeholders’ expectations, ensuring that capital developments fully meet service aims and clinical strategies.

• Leading and supporting four estate project teams in a matrix environment, and ensuring effective communication with all project team members, senior stakeholders and the service providers. Provide and implement training & development programmes for senior project managers.

• Responsible for successful management of contracts and service providers in accordance with the Organisational Standing Orders and Standing Financial Instructions.

• Undertake Project Initiation Reviews, End of Project Reviews and Post Implementation Reviews to ensure all projects have been properly set up, risk-assessed, successfully managed and ensure any lessons learned are disseminated.

• Review Estates Operational Policies, Procedures and rules, ensuring compliance with statute related to Estates Operations and invariably reducing Health & Safety and Operational risks.

• Provide access via Knowledge & Information Portal, to NHS guidance including HBNs & Health Technical Manuals (HTM) to all Facilities & Estates Project Managers.

Achievements:

Successfully transformed the internal architecture and space occupation in 13 local clinics and 8 Doctors’ consulting premises to meet the current HTM standards in terms of Hygiene, Infection Control and Health & Safety directives. Possible contaminations reduced by 4.3% on average. Enhanced knowledge of Social diversity and equal opportunity hugely encouraged social inclusion and employment level increased by 6.2% in the local areas.

Implemented bespoke packaged-contracts to minimize project risks whilst maintaining good value for money. Reduced contract costs by 8.4% on average.

Reviewed the procurement processes and secured the approval of the Corporate and Departmental Commissioning Boards to implement a designated “project finance team” exclusively for single-tender-action or Time & Material contracts. Project performances increased by 14% on average and Contractors’ profiles and capabilities became very transparent and easy to monitor.

Identified the training needs of my resources and provided in-house training on project management leading to professional qualifications. All participants (5 members) completed the course and passed the Project Management (PRINCE2 Foundation) examination. They were encouraged to proceed to the professional level certification. This reduces staff turn-over by 30% as a majority are from various Employment Contract Agencies.

Obtained approval for Environmental Reviews of all the local NHS-PCT properties to determine the level of compliance with ISO14001 and also with a view to implement an NHS-wide Environmental Management System (EMS). The EMS programme shall amongst other things, identify risks and areas of opportunity for improvement and evaluate environmental management practises. It has obtained the corporate charter to proceed with the Design Stage, following the completion of the Feasibility Stage.

Further improved MSP techniques to monitor and control the Tranches to ensure consistent programme outcomes and benefit realisations.

2006- 2009 Transport for London & Network Rail – Interim Programme Controls Consultant

Rail Networks Infrastructure Development Programmes

• As Assistant Principal Programme Controls Consultant responsible for Network Rails Infrastructure Investment Construction programme which involved controls services to both major projects such as West Coast Route Modernisation (PPP) and subsequently the £400m Annual Civils (PPP) renewals programme.

• Primarily responsible for the co-ordination and establishment of the Route Utilisation Strategies (RUSs) for specific networks with external consultants and stakeholders. The purpose of the RUS is to present options for the efficient and effective use of route capacity and to inform development of the network and decisions regarding funding the railway.

• Co-championed the subpanel for the successful publication of a draft consultation of the Route Utilisation Strategy (RUS) for the Scottish rail network excluding the West Coast Main Line, south of Carstairs and the East Coast Main Line south of Edinburgh. This RUS is expected to be valid until 2016.

• Also responsible for establishing the consultation process with the Heads of Corporate Administration, Financial Administration, Corporate Finance, Legal Services and Transport Scotland

• With commendable background in contract and project management in construction I was also responsible for providing consultation in the business planning, feasibility and development of projects, portfolios and programmes as well as leading on the setting of the CP3 efficiency targets for the Civils programme (2004/5 –2007/8). In addition, I led the review and amendment to Guide to Railway Investment Projects (GRIP) for Civils in 2007/08.

2006-2008 Senior Project Manager, Capital Regeneration Department

London Borough of Southwark

• Responsible for the delivery of Capital Projects within Elephant & Castle Links Regeneration Programmes with a range of contract values from £350,000 up to £5.5 million.

• Accountable for the major redevelopment of an old, derelict Victorian Community Library, built in 1895, into a Multi-media Communications Centre at a cost of £4.92 million with responsibilities for maintaining aesthetics, bespoke capabilities and realising the ultimate benefits of the building.

• Leading the “Fresh Initiatives” Project Management Team tasked with the proficient delivery of a range of development initiatives at a total cost of £11.9 million within the Borough, with key responsibilities for;

• Carrying out project monitoring and ongoing evaluation of Capital Programmes, specifically the Transformational Project Investment Programme, Transforming the Community Business Groups, Adult Education Facilities and service delivery and establishing sustainable benefits.

• The Investment Programme also included the development of new transport infrastructure to enhance road safety and security in the community. Working closely with Transport for London to implement additional street lightings, DDA-compliant access routes and bus routes to service the new facility and Children Centres.

• The new Children Centres also enabled a review of the entire transport system which eventually allowed for the creation of new pedestrian paths, encouraged the on-going Cycling Initiatives and regeneration of the entire streetscape.

• Playing a key role in the effective management of Capital Planning Communications forging long-term strategic relationships with major stakeholders and partners.

• Providing support and effective consultation on Service Planning, Delivery and Performance Management developments.

• Spearheading the initiative to obtain Project Charter and develop Project Management Plan, Communication Strategy and Stakeholder Management Plan

• Accountable for developing comprehensive processes and procedures in alignment with achieving the Councils corporate objectives with specific focus on area regeneration schemes.

• Playing a proactive role in forging and managing strong relationships with local service providers and residents and managing contracts

Achievements:

Implemented bespoke energy-saving, zero-carbon strategies to minimize energy waste, promote environmentally friendly construction models whilst maintaining good value for money. Reduced energy consumption costs by 8.2% on average.

“Fresh Initiatives” created an avenue for Entrepreneurial development, huge opportunities for new businesses and a vibrant environment for the energetic youths and professionals. Employment opportunity increased by 12.3% and many groups of volunteers were registered to support the new infrastructures.

Literacy levels witnessed a visible leap as 5% Adult population registered for subsidised further education programmes, which were being conducted in both the new and refurbished facilities.

The local authority acknowledged increase interests in the Media Arts, Musical and Theatrical Arts Education and also the sudden success rates in high profile musical competitions borough-wide.

The Multi-media Communications Centre won a second place in the “London Eco-build Strategy Award 2008” competition.

2005-2006 Programme Manager, Capital Projects –Asset & Property Management Dept

London Borough of Lambeth

• Accountable for Capital Projects specifically within Children Centres delivering Lead role overseeing the departmental Feasibility Team, as part of the Government’s initiatives to benefit all educational establishments.

• Responsible for the strategic direction of the BSF programme which includes leading on the development of the Strategy for Change, producing the Business Case, securing the Establishment and managing the Stakeholders. Also responsible for managing large-scale PPP projects with other Local Authorities and Investors.

• Using networking skills and ability to work collaboratively within a complex political and strategic context to influence decisions at all levels and also inspire others.

• Carrying out a phased project within predominantly new builds, single-storey wood/brick structures with eco-friendly elements and energy-saving strategies

• Phase 1 - Seven primary and nursery school projects with a budget £11.35 million

• Successfully completing four children’s centres within challenging timelines all delivered with minimal disruptions to the schools’ operations

• Progressing the remaining three centres through feasibility stages into the Phase 2 programme within a £8.6million budget.

• Spearheading the initial proposal gaining authorisation for necessary procurement from the Departmental and Corporate Commissioning Boards delivering best value and meeting the needs of children and young people meeting the strategic goals of the Lambeth Council

• Responsible for the effective execution of all programmes encompassing quality, risk, communication and staffing activities through proficient utilisation of available tools.

• Working closely with Transport for London and the Local Planning Department to implement additional street lightings, DDA-compliant access routes and bus routes to service the new facility and Children Centres.

• The new Children Centres also enabled a review of the entire transport system which eventually allowed for the creation of new pedestrian paths, encouraged the on-going Cycling Initiatives and regeneration of the entire streetscape.

• Specifically accountable for the shaping of all plans ensuring deadlines are met through effective leadership of team members.

Achievements:

Implemented bespoke energy-saving, zero-carbon strategies to minimize energy waste, promote environmentally friendly environment especially for the children. Reduced energy consumption costs by 2.1% on average.

Restored confidence and respect to the career parents and also “single-parents” who joggle between professions and child care and support by providing much subsidised crèche and training facilities for all members borough-wide.

Provided on average, additional 14% play areas, 8% training and baby nurturing to young parents in existing school facilities.

These projects attracted enormous employment opportunities at all levels.

2004-2005 Asst. Head of Projects, Facility Management Dept

University of East London

• Assigned to the Capital Developments and Asset Management directorate managing client relationships within the construction of New Architectural Block, Students’ accommodations and facilities at the Docklands and Stratford campuses contract valued at £7.3 million.

• Responsible for the implementation of bespoke way-finding and access strategies (crossings, car parks and foot-paths) within the campuses as well as the improvements to the existing external transport infrastructure and landscape. This included the access to the main campus from the underground station via a new subway from the Victoria Dock road.

• Providing assistance to the Head of projects and the Director of Facilities throughout all planning processes designing key strategies for various phases

• Directly responsible for the establishment of milestone plans outlining key deliverable measures utilising historical information, and other available resources.

• Forging key relationships with internal and external individuals facilitating effective achievement of goals through collaborative working practices

2003-2004 Senior Project Manager, Estates & Facilities Development

London Borough of Hounslow

• Responsible for coordinating educational schemes affiliated with the ‘New Deal for Schools’ programme (valuing £2.3m) on behalf of the Asset Management and Capital Developments department.

• Carrying out extensive reviews of past performances and current project plans and scope of works and providing ongoing progress reports

• Successfully leading the project steering committee enabling constant improvement and development of project management guidelines and templates

2003-2003 Project Manager, Leasehold Management Dept

London Borough of Tower Hamlets

• Main focus of the role to manage Leasehold Development Projects throughout all stages of the lifecycle as outlined within the Capital Revenue and Housing Development Programme

• Projects were predominantly improvement schemes with refurbishment works carried out simutaneously

2002-2003 Senior Project Manager, Capital Property Development

PSD Property Consultants, London

• Responsible for managing property development projects with responsibility for leading a team of multi disciplinary staff with an average turnover in excess of £10 million

• Overall responsibility for all project stages from initial definition through to successful completion on time and within budget

2002-2002 Global Project Consultant - Business Development Group,

Citibank, London

• Managing the organisations global implementation of MS Project Central Servers with key responsibilities for all policies and procedures, process analysis and delivery and ongoing training

• Successfully delviering the two phased project leading to a driving down of operations lead time by 20% and gaining significant senior management buy in at all points

1996-2001 DOTIT PROPERTIES LTD

Senior Project Coordinator - (Development and Maintenance)

• Providing a comprehensive supporting role to the successful delivery of projects from conception to completion identifying most effective methods to adopt and making appropriate recommendations

• Liaising with clients, internal colleagues and third party agencies where applicable negotiating best service terms for example successfully contributing to the installation of a new software application

• Playing a key role in a vertical extension and infrastructure improvement project which was successfully completed in eight months and valued at £1.15 million

1996–1998 Assistant Project Manager

• Responsible for planning and monitoring various building extension and refurbishment works in schools each project value averaging £512,000

1994–1996 Senior IT Systems Engineer / Analyst – Lufthansa Airlines,

Frankfurt, Germany

• Managing the global implementation of new Baggage Check-In Systems on new Software Operating Systems and Applications (campus) with key responsibilities for the Configuration Management, delivery and staff training in four European sites.

• Manage the IT project portfolio. This involves ensuring that projects are robustly defined and executed in line with the Lufthansa project delivery methodologies, and are delivered within time, budget and to the agreed specification. This includes the management of third party vendors, for example Novell, and Cisco, where packaged solutions are implemented.

1991–1993 Design Architect, Degsta Design Inc., Dallas, Texas

• Ensure that the Owner requirements are clearly communicated to the design team

• Implement a delivery process for all design deliverables from feasibility to construction documents.

• Review and coordinate design production to ensure compliance with Owner requirements.

• Facilitate project teamwork sessions.

• Input into project master schedule

• Monitor cost of design solutions and facilitate value engineering if required

• Supervise and monitor the permitting process

• Provide regular project reporting and communication to key project stakeholders.

PROFESSIONAL TRAINING

System Skills and Training:

• Information Systems Management and Design - South Bank University

• RIBA: Part I and II training - South Bank University

• PRINCE 2 , PMBOK & MSP management methodologies

• Business Analysis & Strategic Management

• Primavera P3x / MS Project 2kx / MS Project Central

• Systems & Software testing tools & methodologies

• Windows Operating Systems (2kx and XP-pro)

• MS Exchange / Production Servers; SQL / Internet Information Server

• MS Office ( Word, Excel, Power point, Publisher Pro, MS Outlook & Lotus Notes)

• Siebel Enterprise / Oracle 11g-Procurement module

• AutoCAD 2kx / Photo Shop suite

Databases / Performance Management:

• Consulting and Designing databases for Security Companies to develop / enhance their Risk Management, Site Assessment as well as their Corporate Performance Management strategies

Voluntary Skills Training:

• Providing consultation on Microsoft Access skills training (e-Learning based) and Development programmes for Young People to enhance their employability and personal development.

• Developing specialised e-learning modules for Advanced Courses within the framework of the Children and Young People Development Programmes

EDUCATION AND QUALIFICATIONS

MBA: Construction and Real Estate Management – University of Reading [CEM]-(2011)

MSP: Managing Successful Programmes - APM Group & ILX (2008)

PMP: Project Management Professional - Project Management Institute (2007)

MCSE: Microsoft Certified Systems Engineer - South Bank University (1999)

CNA: Certified Novell Administrator - South Bank University (1999)

BSc / MSc: Architecture - University of Kharkov, Ukraine (1990)

Diploma: Russian Language - University of Kharkov, Ukraine (1990)

PROFESSIONAL MEMBERSHIP

PMI: Project Management Institute

CIM: Chartered Institute of Management

CIBA: Chartered Institute of Business Analysts

CIOB: Chartered Institute of Building

IOM: Institute of Operations Management /

Now The Chartered Institute of Logistics and Transport for the U.K.

MPUG: Microsoft Project Group

APM: Association for Project Management

REFERENCES ARE AVAILABLE ON REQUEST

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