michael rudenko v3 2 10 01 12

Michael Rudenko

Integrity, honesty, listening & understanding

Cultural fit

V3.2

Michael will take accountability and responsibility for delivery, engendering energy, action and common-sense, he focuses on the culture and bringing the best out of the team

He brings Blue Chip experience of working with organisations across the UK, Europe, Central America and Australasia

Michael is noted for his adaptive, empathic, creative, solutions-oriented, customer-focused and being a collaborative leader. Proven ability to quickly adapt to changing environments and assimilate and integrate new information into overall plan

Track record for strategic thinking, tactical delivery, creative and wide-ranging analysis style, and consistently providing successful solutions to large and complex business challenges.

Has built PMO’s from inception to a fully functioning integral team

Large System Integration experience:

Coaches and mentors – likes developing a teamSecurity Cleared (SC)Programme Management (MSP)Project / Delivery Management (PRINCE2)Capability Maturity Model Integration (CMMI)Management of Risk & Programme RecoveryLean Six SigmaChange & Release ManagementOGC Gateway Reviews LRQA & NAO Audit ReviewsPMO/ePMO/JPMO/PSO Establishment and Operation Earned Value Measurement Systems – Benefits and Scheduling trackingSupplier Relationship Management

Value Curve


Cultural fit

Michael Rudenko

Adding Value to your business

Portfolio and Project / Programme Management

PMO Design & Build Add the valueProject Management FrameworksProject RescueProject Audits & AssessmentsBusiness Case DevelopmentRisk / Issue & Opportunity ManagementCoaching and MentoringCMMi Audits

Define Design Deliver Add Value

Adding Value

Michael turns strategic ideas into reality by transforming the “think about adding value “into a “”value creation” approach

Providing the leadership, insight, management tools and expertise to ensure successful delivery of the investment, realising and tracking benefits

Having programme managed a number of full lifecycle deploymentsusing products such as ORACLE, Microsoft, Linux and Bespoke products in a Retail, Defence, Telecommunications, Health Programme environment

People, the team, tools then process, it is the team that makes it a success


Cultural fit

Michael Rudenko

Adding Value to your business – What People say

Define Design Deliver Add Value

David Forbes - Head of Programme Management, BT London 2012 Olympics, BT Global Services :

Michael is an extremely driven, motivated and tenacious programme professional. He always remains focused on key business objectives and outcomes yet is comfortable focusing on the details when required. He puts the customer at the heart of his work and constantly seeks to develop and maintain these relationships. A great guy and an asset to any business.

Rob Stanger - London LSP Programme Manager for Integrated Services,

Michael is an extremely diligent and tenacious manager. His ability to be able to pull together meaningful management information in the most complex situations is second to none and he is by far the most impressive PMO director I've had the pleasure to work with. I wouldn't hesitate in recommending Michael for senior PMO positions and would very much like to work with him again one day

Jagdeep Singh Phd – LOCOG Olympic Web Hosting Programme Manager

I had the pleasure of working with Michael during the inceptive stages of the London2012 web hosting project. Michael was instrumental in establishing what is now a fluid, and highly synergistic relationship between LOCOG and BT. His skill in mobilising resources, and ensuring infrastructure readiness for launches, such as the Ticketing Pre-Sign up, was unsurpassed. Everyone associated with the London2012 Programme knew Michael would get the job done - always!

As well as a highly adept Programme Manager, he was, and continues to be, a great mentor and a source of continued inspiration


Cultural fit

Michael Rudenko

Adding Value to your business – Past Assignments

Background

Entered into the Royal Army Dental Corps as a Private Soldier in 1983 after being unable to complete Dental School

Prior to this was an Apprentice Dental Technician studying and building the journey

Challenge

To quickly establish as a “Can do” person who is a leader and team member, always focused on adding value and ensuring the customer comes firstQuickly became established in Project and Programme Management – attended Birmingham Uni, Cranfield and The Royal School of Signals

Outcome

Became a resource who was sought after in Programme and Project Management

Had a very rewarding career rising to the appointment of SO3 Digitisation HQ ARRC a multi-national HQ that could deploy at a moments notice – which it did successfully


Adding Value to your business – Past Assignments

Background

Retired from the Army then head hunted for the appointment of PMO Director – NPfIT Spine which was the largest Oracle Database implementation in the world value circ £1.5Bn, Quickly became the point of contact for all matters Governance and PMO’s

Member of the BT Senior Talent pool for 4 years

Challenge

It was an ambition of mine to add great value to our teams and the customer by improving Programme and Project management techniques that where agnostic to the business

Worked with Oxford University to help develop with a Research Fellow the MSc in Programme and Project Management

Outcome

Championing BT’s Culture and developing teams – brought rapid success

Presented alongside VP Forester Research to attend the International Programme & Project Management convention in Barcelona as a Key note speaker

Had a fantastic and rewarding career – a great company


Adding Value to your business – Current Assignment

Background

Headhunted by the Client Partner Oracle Retail Global Practice for US and EMEA to work with the Morrisons account to help develop Wipro’s Portfolio and Programme Management capability on a local and global scale – timing was right, my son was about to start his “AS” Level studies and it was great to be at home to support him – a great opportunity

Challenge

The business was continually developing its capabilities with regards to its SI and Programme and Project Management capability, even though it is a CMMI Level 5 company – A CAGR of 30% it is hungry to work more efficiently and display the capability and potential to expand into more diverse global markets – a fantastic cultural and value creation opportunity

Outcome

Rapidly through workshops and key stakeholder buy in have moved the perception of a PMO from being an Admin function to a professional footing of adding value – now moving to the next stage of international education and production of collateral that can be used locally – creation of a Professional Community of PMO professionals to share and leverage best practice – through coaching and mentoring


Major Milestones – Recovery PMO – sample timeline

Value Gate

Start Start +1 Start + 2 Start + 3 Start +4

Initial Assessment Initial

Reorganization and Quick-Fixes

Identify and Launch

Improvement Opportunities

Confirm & Build Longer-Term

Operating Model

Stabilization & Continuous Improvement

Case for Change

Launch rapid diagnostic initiatives across programme

Established new PMO Management

Team

Strategic OrgStart + 3

Launching improvement initiatives within newly

established Functional areas

3-Month Checkpoint

Tactical Org Start + 2

Focus• Added consultative

resources to existing team

• Designed new Operating model

• Identified areas requiring immediate support e.g. Resource forecast

• Rollout of tactical PMO organization and management team

• Commenced definition of Resource Baseline

• Conduct structured reviews of existing functions and tools –Develop Functional area priorities and work plans

• Initial implementation of revised processes and tools e.g. identify Lifecycle, PMO and Resource Demand Team – Rapid results expected – to align with Programme Cost to Complete

• Continuing rollout and validation of revised, functions and tools

• Strengthen culture of new team

• Continue delivery scoping and creation of detailed work plans

• Recruit new resources as required

Commit to Tactical Re-org


Cultural fit

Michael Rudenko

A PMO Team will must be

Committed Ambitious

Listening Understanding


Cultural fit

Michael Rudenko

Identifying and resolving common problems across

projects standardizing

project management processes and

tools.

Improving project management

capabilities and skills

Monitoring and reporting on

project status

Improving project success.Through

identification and tracking of

Business Benefits


Cultural fit

A PMO Team will ensure they are

Michael Rudenko

Directing•Least common, but sometimes the most effective type of PMO, is one that offers directive services. In this case, the PMO does not just support and control projects, but it's responsible for actually running them. In a Directive PMO, each of the Project Managers report to the PMO Director as their Sponsor. This helps to "corral" all of the project work within an organization, to one department.

Controlling

•Supportive services may not be enough to put projects back on track. By offering controlling services (such as project reviews, audits, assessments and governance), the PMO can influence project delivery..

Supportive

•This is the most common type of PMO. Its purpose is to empower project managers and teams to deliver their projects more successfully. It doesn't control or direct projects, instead it focuses on supporting projects through training, mentoring, administration and reporting.

What types of PMO exist?


Cultural fit

Michael Rudenko

Programme Governance

Client Interactions

Client Interactions

Programme Management Office (PMO)

Organizational Management

Stakeholder Management

Programme Planning, Scheduling & Tracking

Initiatives Approval & Tracking

Risk Management

Issue Management

Cost & Financial Management

Programme Communications

ProcurementKnowledge Management

PMO Methods, Tools & Processes

Program Quality Assurance

Programme Reporting

Release Management

Release Definition Release Planning & Scheduling

End-to-End Delivery Management

Deliverables Management & Traceability

Scope Management & Change Control

Requirements Management

Solution Arch Design & Build Test CentreImplementation & Training

Service Management

Business Requirements Collection & Validation

Requirements Analysis & Conceptual/Logical Modeling

Formalization of Non-Functional Requirements

Enterprise Architecture (all dimensions)

Requirements Decomposition & Logical Modeling

Architecture Governance

SDLC Setup & Governance

Design & Build Planning & Scheduling

Physical Modeling & Detailed Design (Software)

Build, Unit & Assembly Testing (Software)

Sub-System Functional & Non-Functional Testing

System Assembly & System Validation

Design & Build Methods, Tools & Processes

Software Configuration Management

System Functional & Non-Functional Testing

Service Acceptance Testing

Defect Management

Operational Readiness Testing

Cutover & Deployment

Service Management Training

Help Text & End-User Documentation

Enterprise Service Management

Operational Support Services

Detailed Design, Build & Test (Environment & Platform)

Environment Provisioning

Interface into client

Help Desk & Technical Support

Implementation Impact, Strategy & Approach

End-User Training

Production Deployment Verification

The Shield of the Programme (PMO)

CMMi & iPMO

Regardless of the “Type” of PMO that has been implemented it has to “Add Value” – value creation can be done through a number of methods, however a PMO will and does change over the lifecycle of a Programme and will be tasked with varying projects/processes: this could be financially driven and or organisation change driven – ultimately the success will be the people and their skills

Michael Rudenko

Cultural fit

Are we providing TRUE value?

Are any changes needed – what am I doing wrong?

Have we driven our organizations maturity to the next level?

Can we answer the critical questions?

► Is our customer satisfied

► Is our customer disappointed

► Is our customer wanting thought leadership

► Are we doing the right projects?

► Do we know the current status of all projects?

► Are we managing, escalating, and resolving project Issues?

► Do PMs have the right training?

► What is our overall resource utilization?

► The list is not exhaustible

Questions the PMO should be able to periodically answer:


Cultural fit

Michael Rudenko

Contact Details

Michael Rudenko

E-mail: [email protected]

Mobile: 07545809649

Barn Cottage4 Badsworth MewsBadsworthWest YorkshireWF9 1BG


Cultural fit

Michael Rudenko

michael rudenko v3 2 10 01 12

Documents

system functional

listening

pmo team

programme

business

customer

team

projects