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jobs
Excellent project manager with clear evidence of delivery in range of industries
Dave Stanley
,
Burleigh, Stroud, United Kingdom
Experience
Other titles
Skills
I'm offering
Highly experienced Senior Business Change Project Manager with proven ability across 14 years to deliver complex business transformation and IT projects in high pressure environments to time and cost. Excellent leadership and teamwork developed as an Officer in the British Army and proven in a range of diverse organisations. Comfortable communicating at every level; from influencing senior stakeholders, to leading and motivating project teams. Practical experience and project management qualifications complemented by bachelor degree and postgraduate certificates in Change and Business Management
Markets
United Kingdom
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2017 - 2018
temp
Contract Business Change Project Manager
Generation, EDF Energy.
Led the Innovation Delivery Team in 2017 and H1 2018 which focussed on tackling the most costly challenges faced by the company through adoption of new tools and techniques brought over from over industries. Successfully bid for £100k of Innovate UK funding and wrote EDF Energy's contribution to a consortium seeking €3.2M of Horizon 2020 funding.
● Identified a high value issue around wireless communication being restricted around nuclear reactors, prototyped possible solutions, showed a technology from the toy and computer game industry could work, won Innovate UK funding to implement and managed project with software start up partner to deliver a prototype device that sends sensor readings using data over sound
● Successfully trialled the use of virtual reality and 360 degree photography to reduce the amount of time engineers spent in potentially hazardous areas. Following trial, delivered project to give first 360 degree photography system accredited to hold sensitive nuclear information
● Rethought the way employees volunteer their time through the company's internal Corporate Social Responsibility vehicle, "Helping Hands". Previously highly skilled engineers would complete a fence building or litter picking activity at a local wildfowl centre. Redesigned this to give the maximum possible value to the supported charities and delivered a volunteer Hackathon with a local higher education college for students with significant disabilities to give them engineering and web design skills they would pay a significant premium for on the commercial market. Delivered a mobile based tool to allow people who could lack confidence in the workplace to discreetly ask their supervisor for support
● Held a pitch event in collaboration with the Digital Catapult centre based on Liverpool's universities, Sensor City, to find solutions to problems in the nuclear energy industry from other sectors. Took a machine learning solution from the shipping industry and an artificial intelligence solution from chemical industry forward to start proofs of concept.
● Identified a high value issue around wireless communication being restricted around nuclear reactors, prototyped possible solutions, showed a technology from the toy and computer game industry could work, won Innovate UK funding to implement and managed project with software start up partner to deliver a prototype device that sends sensor readings using data over sound
● Successfully trialled the use of virtual reality and 360 degree photography to reduce the amount of time engineers spent in potentially hazardous areas. Following trial, delivered project to give first 360 degree photography system accredited to hold sensitive nuclear information
● Rethought the way employees volunteer their time through the company's internal Corporate Social Responsibility vehicle, "Helping Hands". Previously highly skilled engineers would complete a fence building or litter picking activity at a local wildfowl centre. Redesigned this to give the maximum possible value to the supported charities and delivered a volunteer Hackathon with a local higher education college for students with significant disabilities to give them engineering and web design skills they would pay a significant premium for on the commercial market. Delivered a mobile based tool to allow people who could lack confidence in the workplace to discreetly ask their supervisor for support
● Held a pitch event in collaboration with the Digital Catapult centre based on Liverpool's universities, Sensor City, to find solutions to problems in the nuclear energy industry from other sectors. Took a machine learning solution from the shipping industry and an artificial intelligence solution from chemical industry forward to start proofs of concept.
Support, Social, Manager, LED, UP, Energy, Energy, Shipping, Web, Software, Wireless, Design, Technology, Engineering, Virtual reality, Photography, Event, Web design, Artificial Intelligence, Project Manager, Innovation, Machine learning
2014 - 2015
temp
Contract Business Change Project Manager
CG&R, EDF Energy.
Hired to lead the integration of Coal, Gas and Renewable (CG&R) power stations into Nuclear Generation through £600k of projects as well as £100k project across all 8 Nuclear stations Also successfully advised Sponsor and Portfolio to stop a funded project after Investigation phase when it was proven benefits could be realised with much simpler and lower cost adaptation of existing procedures and structures.
● Planned and executed the change management needed to bring the coal and gas power stations into a department with higher rigour and standards with minimal disruption
● Integrated renewables business unit, a joint venture between EDF in France and the UK into a totally different organisational culture
● Designed an innovative project plan when faced with the problem of upgrading a critical system for reporting harmful emissions to the Environment Agency around a company-wide upgrade of the desktop operating system. An change to the legislation at the end of the calendar year made the impact of delays significantly higher, however by completing analysis and design phases in Q2 before putting the project on hold until Q4 and through robust, well communicated contingency plans delivered to schedule and budget
● Led project to design and build corporate IT networks for the first offshore wind farm in the company. By working carefully through the details of what had been delivered previously and testing assumptions at each stage, overcame significant technical difficulties, which had previously led to a total delay of 20 months. Drove through the project by highlighting progress against deliverables to maintain the morale and focus of the users and the project team. Achieved all of the project scope to the required quality in 8 months
● Carefully managed stakeholders and their differing requirements across the 8 nuclear stations to extend a configuration management system already in use at 1 station. Overcame resistance to change and a culture of "if it was not invented here, it won't work for us" to drive the project to completion. System now successfully in use at all 8 stations, giving significant efficiencies and increased awareness in the central functions. An issue with temporarily reduced security due to a conflict with ongoing maintenance work was rapidly escalated to the correct level. A clear explanation of the situation and the implications of all courses of action allowed the business owner to decide to own the risk until the end of the maintenance and resolve the issue at that point
● Planned and executed the change management needed to bring the coal and gas power stations into a department with higher rigour and standards with minimal disruption
● Integrated renewables business unit, a joint venture between EDF in France and the UK into a totally different organisational culture
● Designed an innovative project plan when faced with the problem of upgrading a critical system for reporting harmful emissions to the Environment Agency around a company-wide upgrade of the desktop operating system. An change to the legislation at the end of the calendar year made the impact of delays significantly higher, however by completing analysis and design phases in Q2 before putting the project on hold until Q4 and through robust, well communicated contingency plans delivered to schedule and budget
● Led project to design and build corporate IT networks for the first offshore wind farm in the company. By working carefully through the details of what had been delivered previously and testing assumptions at each stage, overcame significant technical difficulties, which had previously led to a total delay of 20 months. Drove through the project by highlighting progress against deliverables to maintain the morale and focus of the users and the project team. Achieved all of the project scope to the required quality in 8 months
● Carefully managed stakeholders and their differing requirements across the 8 nuclear stations to extend a configuration management system already in use at 1 station. Overcame resistance to change and a culture of "if it was not invented here, it won't work for us" to drive the project to completion. System now successfully in use at all 8 stations, giving significant efficiencies and increased awareness in the central functions. An issue with temporarily reduced security due to a conflict with ongoing maintenance work was rapidly escalated to the correct level. A clear explanation of the situation and the implications of all courses of action allowed the business owner to decide to own the risk until the end of the maintenance and resolve the issue at that point
Design, Change management, Project Manager, R, Budget, Management, Integration, Security, It, Offshore, Testing, Configuration Management, Power, LED, Manager
2012 - 2013
job
Senior Business Change Project Manager
HQ ARRC, Gloucester.
Selected from top third of a highly competitive peer group through record of successful change projects and diplomatically managing senior stakeholders to support Programme Executive, a German Army Brigadier, and his team of senior officers from 13 different nations delivering a significant business change programme to restructure a NATO command.
● 8 months of resettlement training and travelling followed by 2 months of job search
● Designed the governance of multiple working groups with senior users to fit most effectively into related programmes and realise most benefits possible
● Won support of senior stakeholders by listening to their specific needs, explaining the aim of the structural changes and highlighting how their needs would be incorporated into the changes. Included other stakeholders throughout the change process through a comprehensive communication plan
● Closely managed suppliers and contractors to ensure they delivered to required standards and to budget, including any requested out of scope changes. Strong relationship built through understanding their challenges and considering these in future plans
● Used change management processes to keep actions of separate workstream's aligned with the Programme Executive's intent.
● Chaired the Programme Manager's fortnightly Risk Management Working Group, including maintaining the RAID log and coaching those raising exception reports as to what information was needed to give a full understanding
● 8 months of resettlement training and travelling followed by 2 months of job search
● Designed the governance of multiple working groups with senior users to fit most effectively into related programmes and realise most benefits possible
● Won support of senior stakeholders by listening to their specific needs, explaining the aim of the structural changes and highlighting how their needs would be incorporated into the changes. Included other stakeholders throughout the change process through a comprehensive communication plan
● Closely managed suppliers and contractors to ensure they delivered to required standards and to budget, including any requested out of scope changes. Strong relationship built through understanding their challenges and considering these in future plans
● Used change management processes to keep actions of separate workstream's aligned with the Programme Executive's intent.
● Chaired the Programme Manager's fortnightly Risk Management Working Group, including maintaining the RAID log and coaching those raising exception reports as to what information was needed to give a full understanding
Change management, Coaching, Training, Project Manager, Budget, Risk Management, Management, Support, Search, Manager, Processes
2012 - 2012
job
Senior Business Change Project Manager
Helmand.
Successfully completed projects totalling £8 million and using 100 personnel in a rapidly changing environment to close 22 sites, recover critical IT equipment and upgrade camps to accommodate advanced electronic surveillance equipment (ISTAR and EW.) Responsible for complete project lifecycle and all documentation from mandate to project closure
● Successfully completed projects totalling £8 million and using 100 personnel in a rapidly changing environment to close 22 sites, recover critical IT equipment and upgrade camps to accommodate advanced electronic surveillance equipment (ISTAR and EW.) Responsible for complete project lifecycle and all documentation from mandate to project closure
● Reported progress of all projects with milestones and EVM, monitored with Microsoft Project
● Worked within numerous regulated sets of processes and procedures including MoD stipulated SOPs and Health and Safety Executive set Construction, Design and Management regulations
● Close stakeholder management, from senior commanders and local leaders to suppliers of materials, ensured programme was always supported through a fast changing period with at times conflicting priorities for different senior stakeholders
● Managed costs across the programme to pass through rigorous scrutiny by senior civil servant from HM Treasury. Implemented system to reduce costs through smart procurement of building materials through retaining contracts that was then spread across portfolio as best practise
● Managed all contracts from specification, through tendering to execution and evaluation. Contracts included orders with multinational suppliers for £80k of precast concrete, to orders with local building contractors for emergency supply of cranes on task site using both formal statement of works and lengthy discussions with local Afghan suppliers
● Mentored 3 junior project managers to deliver construction projects across a 250km2 district, including signing off all statement of works documents during project definition phase
● Successfully completed projects totalling £8 million and using 100 personnel in a rapidly changing environment to close 22 sites, recover critical IT equipment and upgrade camps to accommodate advanced electronic surveillance equipment (ISTAR and EW.) Responsible for complete project lifecycle and all documentation from mandate to project closure
● Reported progress of all projects with milestones and EVM, monitored with Microsoft Project
● Worked within numerous regulated sets of processes and procedures including MoD stipulated SOPs and Health and Safety Executive set Construction, Design and Management regulations
● Close stakeholder management, from senior commanders and local leaders to suppliers of materials, ensured programme was always supported through a fast changing period with at times conflicting priorities for different senior stakeholders
● Managed costs across the programme to pass through rigorous scrutiny by senior civil servant from HM Treasury. Implemented system to reduce costs through smart procurement of building materials through retaining contracts that was then spread across portfolio as best practise
● Managed all contracts from specification, through tendering to execution and evaluation. Contracts included orders with multinational suppliers for £80k of precast concrete, to orders with local building contractors for emergency supply of cranes on task site using both formal statement of works and lengthy discussions with local Afghan suppliers
● Mentored 3 junior project managers to deliver construction projects across a 250km2 district, including signing off all statement of works documents during project definition phase
Design, Project Manager, Stakeholder Management, Procurement, Management, Contracts, It, Microsoft Project, Health, Safety, Treasury, Contracts, Manager, Processes
2011 - 2012
job
Senior Business Change Project Manager
unknown.
● Transformed a 140 person combat engineering squadron using armoured vehicles into a 100 person construction squadron using new vehicles, IT and radios. Developed the outline brief into a full PID, achieved sign off and then successfully delivered against all planned outputs and benefits
● Conducted detailed post project review to pass on lessons identified to next project team
● Conducted detailed post project review to pass on lessons identified to next project team
Project Manager, Engineering, It, Manager
2010 - 2011
job
IT Project Manager
Cambridgeshire.
● Planned and initiated the rollout of the upgrade to Microsoft Office Sharepoint Servers on Restricted network across a site of 1200 personnel
● Led team of technical experts, drawing their individual inputs together into a coherent plan, then brought in the senior users to successfully transition across workplace
● Delivered brief to Senior Management Team and achieved their support for the project
● Produced thorough documentation for incoming project manager to take over during project
● Coordinated with lead planning officer in MoD Whitehall to ensure plan was synchronised with the programme plan across the entire Ministry of Defence
● Led team of technical experts, drawing their individual inputs together into a coherent plan, then brought in the senior users to successfully transition across workplace
● Delivered brief to Senior Management Team and achieved their support for the project
● Produced thorough documentation for incoming project manager to take over during project
● Coordinated with lead planning officer in MoD Whitehall to ensure plan was synchronised with the programme plan across the entire Ministry of Defence
IT Project Manager, Project Manager, SharePoint, Management, Network, It, Support, Office, LED, Manager
My education
University of Brighton Business School
N/a, Organisational Change
N/a, Organisational Change
Cranfield University
BSc, Management and Logistics
BSc, Management and Logistics
Royal School of Military Engineering
N/a, N/a
N/a, N/a
Knowledge Academy
N/a, N/a
N/a, N/a
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