Kevin McPhillips

The Global Systems Programme was to update and integrate financial, procurement and logistics systems used internationally. My role was to develop and implement a benefits management framework, strategy and plan for the programme, formalise governance and decision making and coach project managers on structure methods to support their delivery, and the target benefits. I was also a key member of the strategic risk team, reporting to the Audit, Risk & Finance committee.

The Scottish Government was devolving social security powers from UK government & establishing a new benefits mechanism for Scotland. Engaged to define & train staff on programme investment appraisal tools & processes. Reviewed business cases; redesigned & created business case templates; developed & delivered staff training; ensured all involved teams understood quality standards & their part in pipeline; reviewed business cases pre submission to key stakeholders; and recruited permanent civil… Show more

The Scottish Government was devolving social security powers from UK government & establishing a new benefits mechanism for Scotland. Engaged to define & train staff on programme investment appraisal tools & processes. Reviewed business cases; redesigned & created business case templates; developed & delivered staff training; ensured all involved teams understood quality standards & their part in pipeline; reviewed business cases pre submission to key stakeholders; and recruited permanent civil servant to coordinate delivery. Succeeded in ensuring business cases were consistently structured & understood. Show less

The Met Police were procuring an integrated policing system (£63m revenue spend) to improve operational efficiency. Engaged to lead business change & support procurement activities. Defined & quantified benefits across police & staff using 7-stage review; identified qualitative benefits; fed benefits into key project business cases; and developed training, communication & engagement strategies for programme. Succeeded in having the business case approved at governance stage on first… Show more

The Met Police were procuring an integrated policing system (£63m revenue spend) to improve operational efficiency. Engaged to lead business change & support procurement activities. Defined & quantified benefits across police & staff using 7-stage review; identified qualitative benefits; fed benefits into key project business cases; and developed training, communication & engagement strategies for programme. Succeeded in having the business case approved at governance stage on first presentation with key stakeholders complimenting the programme on the quality of supporting analysis. Show less

AEGON needed to deliver a range of projects to automate processes in a key call centre. Engaged to develop & deliver 5 automated solutions projects on time & budget. Assembled key project delivery teams; identified requirement & planned work for each project; maintained regular communications with project leads; liaised with managers of resource pools to take account of critical demand or timing changes; and guided training material development in preparation for release of changes. Succeeded… Show more

AEGON needed to deliver a range of projects to automate processes in a key call centre. Engaged to develop & deliver 5 automated solutions projects on time & budget. Assembled key project delivery teams; identified requirement & planned work for each project; maintained regular communications with project leads; liaised with managers of resource pools to take account of critical demand or timing changes; and guided training material development in preparation for release of changes. Succeeded in ensuring all projects came in on time and within the agreed overall budget.
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Bank of Scotland needed to formalise controls & reporting for an ongoing £300m change programme. Took over inflight programme management in Group Functions & International Division to deliver benefits realisation through efficiencies. Assessed current state of programme & aligned planning, management & reporting across projects; established core planning, spend, benefits, risk & reporting requirements; set up regular reporting meetings; ensured awareness of other programme activities; and… Show more

Bank of Scotland needed to formalise controls & reporting for an ongoing £300m change programme. Took over inflight programme management in Group Functions & International Division to deliver benefits realisation through efficiencies. Assessed current state of programme & aligned planning, management & reporting across projects; established core planning, spend, benefits, risk & reporting requirements; set up regular reporting meetings; ensured awareness of other programme activities; and handed over to perm employee. Succeeded in establishing controls & ensuring the programme/projects ran smoothly.
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CSA needed to strengthen PMO functions as part of a major change programme in leadup to creation of a new body. Engaged to review & improve PMO functions. Understood current ways of working & PMO team structure; identified key areas for attention; ensured Programme & Project Managers understood responsibility in addressing key issues; ensured key stakeholders bought into changes; monitored changes & delivered monthly reports; and delivered first change programme report to new board. Succeeded… Show more

CSA needed to strengthen PMO functions as part of a major change programme in leadup to creation of a new body. Engaged to review & improve PMO functions. Understood current ways of working & PMO team structure; identified key areas for attention; ensured Programme & Project Managers understood responsibility in addressing key issues; ensured key stakeholders bought into changes; monitored changes & delivered monthly reports; and delivered first change programme report to new board. Succeeded in delivering high quality, comprehensive programme report that set standard for future reporting
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LP’s implementation of the Home Office OASys system was failing. Engaged to turn the project around, plan the implementation & demonstrate recovery. Assessed progress & identified bottlenecks; formally defined PRINCE2-aligned project & governance; bolstered training team; hired dedicated premises & increased training team productivity by 30%; and developed key senior stakeholder relationships. Succeeded in ensuring the manual system was implemented to an agreed timescale & initiated rollout of… Show more

LP’s implementation of the Home Office OASys system was failing. Engaged to turn the project around, plan the implementation & demonstrate recovery. Assessed progress & identified bottlenecks; formally defined PRINCE2-aligned project & governance; bolstered training team; hired dedicated premises & increased training team productivity by 30%; and developed key senior stakeholder relationships. Succeeded in ensuring the manual system was implemented to an agreed timescale & initiated rollout of the automated system.
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Noble required critical change across HR, compliance, finance & operations in preparation for flotation. Engaged to deliver multiple change projects that had been listed by the group’s ExCo. Reviewed list of projects & presented high level plan to ExCo; prepared each project’s business case & ensured appropriate resources; ran projects with focus on time, cost & risk management; reported to senior stakeholders/ExCo; and identified & delivered several ad hoc ‘quick wins’. Succeeded in ensuring… Show more

Noble required critical change across HR, compliance, finance & operations in preparation for flotation. Engaged to deliver multiple change projects that had been listed by the group’s ExCo. Reviewed list of projects & presented high level plan to ExCo; prepared each project’s business case & ensured appropriate resources; ran projects with focus on time, cost & risk management; reported to senior stakeholders/ExCo; and identified & delivered several ad hoc ‘quick wins’. Succeeded in ensuring all projects were delivered successfully – subsequently engaged as Associate Director in subsidiary during period of business change.
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RBS needed to address how change was dealt with in its Risk Management function (700+ people). Engaged to define & deliver training for consistent management of project risk. Assessed & adapted measures for success & training model; developed & led review of training materials; ran 2 pilot courses & adapted for feedback; delivered training & reviewed progress/feedback; and led handover to permanent training team. Succeeded in ensuring training was completed within 3 months, with training rated… Show more

RBS needed to address how change was dealt with in its Risk Management function (700+ people). Engaged to define & deliver training for consistent management of project risk. Assessed & adapted measures for success & training model; developed & led review of training materials; ran 2 pilot courses & adapted for feedback; delivered training & reviewed progress/feedback; and led handover to permanent training team. Succeeded in ensuring training was completed within 3 months, with training rated higher than comparable courses within change division in recent years.
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A brief role, to draft a Benefits Management Framework for the University’s Information Services Group, and a Benefits Strategy for the Distance Learning at Scale Programme. This included drafting benefits profiles, for review by the relevant stakeholder groups.