IT Project Recovery & Crisis Project Consulting - Parker-Joseph Consulting
Newport, United Kingdom
- Current
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- Management Consultant at Parker-Joseph Consulting
- Past
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- Programme Manager (PCI DSS Compliance) at Sitel
- Project Review Consultant at Office for National Statistics
- Project Manager at Orange PCS
- Project Manager at Ufi
- Professional Services Director at Redshoes Consulting
- Project Manager at Cable & Wireless
- Crisis Project Consultant at Intertec Developments
- Project Manager at BSkyB
- Crisis Project Manager at Nortel Networks
- Project Manager at HP Consulting
- Crisis Project Manager at Nortel Networks
- Project Manager at 3Com
- Senior Project Manager at HSBC
- Crisis Management Consultant at KPMG
- Crisis Project Manager at Nortel Matra/Nortel Networks
- Project Manager at Deutche Morgan Grenfell
- Project Manager at CitiBank N.A.
- Country Project Manager at Applied Communications Inc
- Project Manager at Barclays Bank
- Project Manager at BP
- Project Manager at London Underground
- Asst Project Manager at Morgan Stanley
- Education
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- University of Life
- Recommended
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11 people have recommended Ian - Connections
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500+
connections
- Industry
- Information Technology and Services
- Websites
Ian Parker-Joseph’s Summary
NOW AVAILABLE FOR NEW PROJECT/PROGRAMME OPPORTUNITIES.
Turnaround
Interim Project Management
Interim Programme Management
Crisis Project Management
Project Recovery
Project Review Consultant
If you feel that my skills could be of use to you or your organisation,
please do not hesitate to call or email.
Ian Parker-Joseph’s Specialties:
Turnaround
Project Recovery.
Crisis Project Management.
3rd Party vendor management.
Taking on impossible projects.
Ian Parker-Joseph’s Experience
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Management Consultant
Parker-Joseph Consulting
(Management Consulting industry)
October 2006 — Present (2 years 10 months)
Parker-Joseph Consulting specialises in Crisis Project Management, projects that are near failure and Project Recovery.
I specialise in projects in crisis, project recovery, projects that are deemed impossible, politically sensitive or high profile, and to provide those services in a no nonsense, make it happen fashion. I employ the Redshoes Project Methodology© for Project Recovery and Prince 2 for other projects to ensure that there is common purpose and projects are delivered on time, in budget, no overruns.
Still working on researching and writing a book, 'Modern Politics and IT', a work in progress. -
Programme Manager (PCI DSS Compliance)
Sitel
(Privately Held; 10,001 or more employees; SWW; Outsourcing/Offshoring industry)
November 2007 — July 2008 (9 months)
A programme of works undertaken to ensure that all Sitel offices and call centres across the EMEA region are compliant with the PCI DSS regulations. Working directly with the Governance & Compliance Director, my role was to help shape and define the Programme, and to deliver the first few projects within the Programme before handing off to a Sitel FTE programme manager. This work is also linking into the Global programme, which takes in the other Regions, North America and Asia/Pacific in looking to also promote wherever possible standardised policies and best practice across all Sitel sites worldwide.
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Project Review Consultant
Office for National Statistics
(Government Agency; 5001-10,000 employees; Government Administration industry)
June 2007 — June 2007 (1 month)
An IT development project had experienced a number of difficulties in delivery of its software outputs. It saw project cost escalations and time over-runs despite reducing the quality of the outputs. As a result it was formally closed down in a managed way, with a view to being restarted at some point in the future if appropriate.
I conducted an intensive review to identify the reasons for the difficulties and to learn lessons culminating in a wide-ranging written report. -
Project Manager
Orange PCS
(Public Company; 5001-10,000 employees; Information Technology and Services industry)
April 2006 — October 2006 (7 months)
Various projects designed to enhance the service offering to mobile customers.
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Project Manager
Ufi
(Government Agency; E-Learning industry)
June 2005 — March 2006 (10 months)
Refresh of Contact/Call Centres. This involved the roll out of 2 Contact Centres in Manchester and Leicester utilising Cable and Wireless VoIP IPCC, and CRM using Onyx OEP, an SQL/XML web based system, fully integrated utilising IPCC VoIP, CRM, Email, Fax and Magnetic North Call Recording, creating a single Virtual Contact Centre.
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Professional Services Director
Redshoes Consulting
(Privately Held; 1-10 employees; Information Technology and Services industry)
October 2002 — November 2004 (2 years 2 months)
Redshoes Consulting - Project Management services.
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Project Manager
Cable & Wireless
(Public Company; CW.L; Telecommunications industry)
May 2002 — September 2002 (5 months)
Implement a Pilot project for C&W customers, the roll out of 2 Call Centres utilising Cable and Wireless VoIP IPCC.
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Crisis Project Consultant
Intertec Developments
(Privately Held; 11-50 employees; Computer Software industry)
August 2002 — September 2002 (2 months)
Rescue of Web Development project which had run into difficulties and turned red.
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Project Manager
BSkyB
(Public Company; BSY; Broadcast Media industry)
March 2001 — May 2002 (1 year 3 months)
Project Manage the Sky Refurbishment Project, Phase1, to design and implement Call Centre refurbishment programme Technology and Implementation work stream.
6 Call Centres were refurbished one at a time to allow business to continue in full operational mode.
The refurbishment included total strip out, rebuild of interior, new furniture, access control, cabling, core campus network, VoIP, Servers, 3000 + PC’s, Terminal Services, Databases, Base level CRM, and 11 new training environments. -
Crisis Project Manager
Nortel Networks
(Public Company; 10,001 or more employees; Information Technology and Services industry)
August 2000 — February 2001 (7 months)
Crisis Project Manage the implementation of the COLT Metro SDH Network.
Project Manage a development project for a Voice over IP (VoIP) solution for COLT. -
Project Manager
HP Consulting
(Public Company; 5001-10,000 employees; Information Services industry)
April 2000 — July 2000 (4 months)
Project Manage the implementation of Data Centre in London.
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Crisis Project Manager
Nortel Networks
(Public Company; 10,001 or more employees; Information Technology and Services industry)
June 1999 — March 2000 (10 months)
Crisis Project Manage the design and implementation of the C+W Pan European ISP network.
Built new dedicated team, networks were designed, sites identified, RIPE compliance, equipment ordered and delivered, installed and commissioned with 8 European sites, network management centre and go live being completed in just over 6 weeks.
Roll-out Processes to deliver further sites implemented. -
Project Manager
3Com
(Public Company; 5001-10,000 employees; Information Technology and Services industry)
March 1999 — March 1999 (1 month)
Roll-out of a Lotus Notes database, to 4 geographic regions, self replicating across 40 servers, in line with 3Com’s ISO 9002 standards.
A Web gateway was also included to allow Customers and Partners view only access to the document repository -
Senior Project Manager
HSBC
(Public Company; 10,001 or more employees; Banking industry)
September 1998 — December 1998 (4 months)
Implementation of a wide area network for Midland Bank Offshore (Jersey, Guernsey and the Isle of Man), linking the 3 Islands, and designed a network infrastructure to form the backbone of a Document Image Processing facility between the Islands.
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Crisis Management Consultant
KPMG
(Partnership; 5001-10,000 employees; Management Consulting industry)
May 1998 — August 1998 (4 months)
Crisis Consultant to KPMG, to manage the relationship between KPMG and ICL.
ICL was the major outsource partner at KPMG for Estate Management services, including Helpdesk, Customer Services, Asset Management and Break and Fix maintenance.
ICL had project teams working within KPMG on a major roll out programme introducing a new IP based network. -
Crisis Project Manager
Nortel Matra/Nortel Networks
(Public Company; 10,001 or more employees; Information Services industry)
October 1997 — April 1998 (7 months)
Crisis Project Manage Nortel Matra France, Macintoch to PC migration project.
Interim Senior Manager of the Desktop Acquisition group in Maidenhead, until a permanent member of staff could be recruited. -
Project Manager
Deutche Morgan Grenfell
(Public Company; Investment Banking industry)
April 1997 — October 1997 (7 months)
Developed and deployed the Relocation Plan and the Change Control Process for DMG project to refurbish, equip and move 1100 traders and back office staff into new building in Frankfurt.
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Project Manager
CitiBank N.A.
(Public Company; 10,001 or more employees; Banking industry)
September 1996 — March 1997 (7 months)
Upgrade and expansion programme for all of the European Electronic Banking dial-in access points.
Completed the Technical Business Recovery strategy for Citibank in Poland. -
Country Project Manager
Applied Communications Inc
(Privately Held; 501-1000 employees; Information Technology and Services industry)
November 1995 — July 1996 (9 months)
Based in Moscow to run and manage 2 installation and development projects with Stolichny Bank of Savings, and Stolichny Trust Bank.
ATM, POS, InfoBase, GenCard and various Host Interface modules, provide ATM control and management, POS control and management, Card Generation, Card management, Issuer and Acquirer management and settlement. ATM services to customer base through network of 250 ATM’s, and providing on-line POS services. -
Project Manager
Barclays Bank
(Public Company; 10,001 or more employees; Information Technology and Services industry)
May 1994 — October 1995 (1 year 6 months)
Consultancy on Databases and Electronic Data Flow within the Network Services area, Database design, and delivery.
Technical Project management, Building move for BGSS (Barclays Global Securities Services) in London. Relocation of 850 staff , support personnel, systems, servers and desktop equipment to new premises.
Technical Project management, of Group Secure Remote LAN Access project. I was proud to accept a Project Quality Award on this project. -
Project Manager
BP
(Public Company; 10,001 or more employees; Oil & Energy industry)
June 1993 — October 1993 (5 months)
A variety of projects for BP Oil, BP Exploration and BP Corporate Centre to the PRINCE methodology.
Projects include an Open System programme to make available MAC, Novell and Unix network platforms from any workstation and to print to any network printer across a multi building campus style site.
A project to provide a discrete network within an open office environment using standard firewalling techniques, a 500 Macintosh workstation upgrade project.
Database provision project including remote site access. -
Project Manager
London Underground
(Government Agency; 10,001 or more employees; Transportation/Trucking/Railroad industry)
November 1992 — April 1993 (6 months)
Responsible for the management of multi-tasking projects providing infrastructure and local area networks to the various departments and divisions of London Underground.
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Asst Project Manager
Morgan Stanley
(Public Company; 10,001 or more employees; Banking industry)
July 1990 — April 1991 (10 months)
To build Morgan Stanley's new European Headquarters building at Canary Wharf, and to fit out the building with ready to use I.T. This included a 900 position dealing room pre-cabled for every available service including Reuters Dealing and Monitor, Telerate, Pont, Quotron, Knight Ridder etc. Network types included Novell, DecNet, IBM Sna across Sync and Async, Ethernet and Token Ring.
Database design for inventory and personnel.
Additional Information
Ian Parker-Joseph’s Websites:
Ian Parker-Joseph’s Honors:
Projects Quality Award - Barclays Bank - Oct 1996
Ian Parker-Joseph’s Contact Settings
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