Christopher Redpath

Project Controls Manager supporting the Head of Cost Management and the Regional PMO Manager in the monitoring and reporting of project performance by:

• Ensuring Integrated Project Controls (IPC) processes and tools are clearly understood and embedded by the project delivery teams. Providing advice and guidance to drive continuous improvement for IPC, by identifying and implementing process improvements and using lessons learnt to implement best practice.
• Collaborate with the Head of Cost, PMO Manager and Regional Planning lead to ensure earned value (EV) concepts are clearly understood by the project teams and that we have accurate earned value management data by aligning cost and schedule systems for all projects.
• Deputising for the Regional PMO Manager by supporting project teams to achieve +/- 5% forecast accuracy for individual projects and +/-4% across the regions. Ensuring alignment between cost and financial systems as well as leading project performance reviews as part of the month end reporting process, preparing and presenting detailed commentary and reports to capture any movements and mitigations to senior leaders to facilitate informed decision making.
• Identifying new cost management initiatives to automate PRISM and Oracle systems to streamline processes and improve efficiency.
• Conduct details analysis of schedule and cost variances to track performance against contingency and risk drawdowns. Ensuring alignment with project changes to maintain accurate forecasting and budget control.
• Prepare and lead cost review sessions to improve maturity of earned value and cost management data, enhancing accuracy and reporting capabilities for better project performance monitoring. Utilising Cost Performance Index (CPI) and Schedule Performance Index (SPI) to help guide project performance outcomes, providing advice to delivery teams and monitoring corrective actions to address variances.
• Engaging with supply chain cost engineers (CPMS) to ensure compliance with cost management procedures including cost checklist and data quality requirements. Promoting and embedding best practice at both project and regional level.
• Presenting cost performance and earned value reports, recommending corrective actions to mitigate potential cost overruns. Providing accurate and timely analysis of project controls data to Project Managers and Senior leaders to identify trends and exceptions and to inform against business targets.
• Embedding baseline management and supporting teams with the setup, ongoing maintenance and alignment.
• Providing advice and guidance to project teams on the change control process, reviewing of change forms and ensuring that change control is implemented within stipulated timescales.
• Fostering an environment of collaboration for IPC, chairing and leading monthly integrated project controls forum with risk, cost and schedule engineers to share best practice and lessons learnt and to discuss risk, issues and opportunities across all projects.
• Line management duties providing leadership, guidance and support to ensure achievement of work goals and individual development. Responsible for managing performance, conducting regular one-to-one meetings, providing constructive feedback.

Responsible for delivering critical workstreams within a complex infrastructure project as part of an integrated, multi-disciplinary team in the Regional Investment Programme of Major Projects. Key responsibilities included (but not limited to):

• Monitored project progress against the programme to ensure activities remained on track. Collaborated with Delivery Partners to mitigate delays and escalated issues when necessary to maintain key milestones.
• Managed project earned value by tracking cost and schedule progress. Analysed variances from baseline and forecast, collaborated with the supply chain to address deviations and to keep project on track. Produced detailed reports to support investment and project decisions.
• Reviewed and agreed changes to cash flow forecasts, updated cost estimates and revised business cases and investment papers to secure additional funding and approval for updated contract and budgets.
• Administered the change control process, ensuring proper controls and communication. Approved changes via CEMAR on behalf of the project manager and through senior leaders where required.
• Conducted data preparation and standard analysis, sourcing information from internal systems and collaborating with third-party suppliers. Produced detailed reports to support decision making for project managers and senior leadership.
• Reviewed collaborative performance framework (CPF) scores and coordinated monthly submissions with the supply chain. Led team calls to review evidence submissions, challenged supporting commentary and evidence when necessary and supported efforts to achieve high performance scores.
• Produced and contributed to the development of high-quality baseline management products including project management, communication, risk, governance and assurance plans, as well as business cases( scheme and statutory undertakers) and scope documents.
• As risk champion, led the identification evaluation of emerging risks, issues and dependencies. Collaborated with delivery partners to develop mitigation actions and ensured compliance with National Highways risk management system (Xactium), maintaining an accuracy score of 75%. Produced and implemented the project risk management plan.
• Maintained effective working relationships with customers, project teams, and technical advisors to foster support, minimize resistance, and secure additional resources for successful project delivery.
• Responded to all communications and enquiries, both internal and external, in a professional manner, ensuring alignment with Highways England's defined processes, deadlines, and standards