Farhan Ansari

Working on the Test & Trace Portfolio, responsible for creating and maintaining robust Governance across the portfolio.

Maintained robust governance through stage gates process. Responsible for establishing and chairing Project Governance meetings including Professional Service board, Approvals Board, Investment Board.
Created and maintained project milestones and deliverables tracker across the portfolio; through weekly engaging MI packs for each programme/project within the portfolio. The MI pack additionally contained programme interdependencies, finance/budget thresholds, RAID management. Within the MI packs, used strong analytical skills to report critical information and patterns from complex data, producing accurate conclusions and recommendations.
Created and maintained stakeholder management plan, whilst using communication and stakeholder engagement skills to build effective working relations across different levels of the business, while overseeing delivery meetings and board meetings; ensuring cross-business oversight, integration and prioritisation of initiatives.
Implemented a Change Controls tracking process, enabling the programme governance to have view of all CR’s from initial stage to triage, impact assessment, and implementation; whilst ensuring customer RFC’s met appropriate technical and business requirements.
Maintained the structure, development, review, approval and filing of key Programme/Projects deliverables ensuring good quality and best practice embedded throughout the portfolio.

Set up PMO Office in £14m Programme for Ministry of Justice. Resulting in a mature PMO office providing accurate management information, weekly and monthly reporting.

Produced Reporting/MI packs to relevant stakeholders covering programme interdependencies, finance/budget, thresholds, RAID management. Within the MI packs, used strong analytical skills to report critical information and patterns from complex data, producing accurate conclusions and recommendations

· Worked in a Business Analyst role for the Metropolitan Police, to complete and present a £4m Business Critical Business Case to the National approval board. Implemented stakeholder engagement at DDAT level , ensuring relevant stakeholder were informed and involved throughout the whole process.

· Working as a PMO Manager on on a large government programme (BEIS), responsible for revamping and bringing best practice to an existing PMO. Resulting in implementing and established programme governance framework that delivered a mature governance process that delivered to senior stakeholder expectations.

Working on the HMRC Transformation Programme, responsible for reviewing and improving overall PMO process and service effectiveness. This included governance, reporting, RAID, planning, and more.

Revamped and responsible for weekly/monthly management information reports, which senior stakeholders relied in to give view on programme milestones progress, financial targets, benefits management, RAID. Used strong analytical skills to report critical information and patterns from complex data, producing accurate conclusions and recommendations.

Responsible for stage gate process, from overseeing project initiation, reviewing initial funding papers, project initiation documents, to BAU handover, including appropriate gate sign off, ensuring initiatives delivered in line with requirements and business objectives

Created and maintained stakeholder management plan, whilst using communication and stakeholder engagement skills to build effective working relations across different levels of the business, while overseeing delivery meetings and board meetings; ensuring cross-business oversight, integration and prioritisation of initiatives.

Developed and maintained programme RAID management according to the OGC MoR processes. Certified appropriate project updates, whilst covering ‘red’ risk and issues at programme delivery meeting and board meetings. Created and maintained programme dependency register and discussed in delivery and board meetings.

Labtech

Oct 2019 – March 2020

PMO

Working as a PMO on an Digital Transformation programme, creating a PMO Office, managed PMO + technical resources. Implementing best practice and ensuring management information was collated and presented accurately; giving senior stakeholders an accurate view of Programme progress.

· Produced the Finance Transformation Microsoft Programme plan, pulling together O2C, R2R and P2P workstreams into a plan used to track and report on progress. Produced a Plan on a Page, showing a high level milestone view.

· Created and maintained Programme resource function to aid in timely project delivery, whilst maintaining resource cost within Business Case.

· Produced key programme documents/deliverable, including the monthly Programme Board packs, Produced, to include High Level Plan, RAID update, progress to date, key tasks in upcoming weeks, budget update/financial forecast, upcoming milestone’s, measurement and analysis of any deviations, resulting in better management of programme deliverables.

· Created and maintained stakeholder management plan, whilst using communication and stakeholder engagement skills to build effective working relations across different levels of the business, while overseeing delivery meetings and board meetings; ensuring cross-business oversight, integration and prioritisation of initiatives.

· Produced weekly Finance Transformation management reports, reflecting programme metrics, measurement and analysis of any deviations, resulting in better management of programme deliverables.

· Revamped and maintained project RAID process, ensuring key dependencies and Red risks/issues were covered in delivery and board meetings.

· Created and maintained RFC tracker, and oversaw Change Requests from submission, triage, impact assessment and implementation.

· Established a communications plan for effective programme and project communication, whilst producing and planning delivery of all user support materials according to migration schedule.

· Implemented programme wide best practice mechanisms to provide guidance and direction regarding policies, governance principles, and authority specifications.

Working on an international Transformation implementation, I implemented processes to improve the PMO office, whilst managing PMO an project resources. Ensuring management reporting processes and best practice was in place throughout the programme.

Overhauled the Microsoft Project Programme Plan, highlighting key milestones, dependencies, and programme critical path. Produced a Plan on a Page, showing a high level milestone view.

Created and maintained Programme resource function to aid in timely project delivery, whilst maintaining resource cost within Business Case.

Created and maintained stakeholder management plan, whilst using communication and stakeholder engagement skills to build effective working relations across different levels of the business, while overseeing delivery meetings and board meetings; ensuring cross-business oversight, integration and prioritisation of initiatives.

Established a communications plan for effective programme and project communication to internal and external stakeholders, ensuring key messages were agreed, allowing the programme to move forward harmoniously.

Produced weekly and monthly Highlight reports, reflecting programme metrics, measurement and analysis of any deviations, resulting in better management of programme deliverables.

Working on the Consultancy side of a ERP Transformation Programme, I set up and maintained the PMO office for the systems integrator (Annata Management Solutions), ensuring change methodology and best practice were in place.

Managing the smooth running of the PMO and key PMO processes; including proactively managing Risks and Issues, pro-actively managing the Change Control processes to ensure adherence to the defined change approach

Created and maintained Programme resource function to aid in timely project delivery, whilst maintaining resource cost within Business Case.

Maintained Programme Plan in line with client, ensuring milestones and task dates agreed and delivered upon, ensuring sense of ownership and ability to deliver on agreed deadlines.

Implemented a Change Controls tracking process, enabling the programme governance to have a view of all CR’s from initial stage to triage, impact assessment, and implementation; whilst ensuring customer RFC’s met appropriate technical and business requirements.

Produced key programme documents/deliverable, including the monthly Programme Board packs, Produced, to include High Level Plan, RAID update, progress to date, key tasks in upcoming weeks, budget update/financial forecast, upcoming milestone’s, measurement and analysis of any deviations, resulting in better management of programme deliverables.

Created and maintained stakeholder management plan, whilst using communication and stakeholder engagement skills to build effective working relations across different levels of the business, while overseeing delivery meetings and board meetings; ensuring cross-business oversight, integration and prioritisation of initiatives.

Established a communications plan for effective programme and project communication to internal and external stakeholders, ensuring key messages were agreed, allowing the programme to move forward harmoniously.

Responsible for stage gate process, from overseeing project initiation, reviewing initial funding papers, project initiation documents, to BAU handover, including appropriate gate sign off, ensuring initiatives delivered in line with requirements and business objectives.