Here at CI Projects, we have a passion for delivering positive change to all sorts of organisations, big and small; public and private. This passion comes from the team’s years of experience, as deep as it is wide. We are a diverse team of professionals with varied and complimentary skills.

Here is a selection of projects we have worked on, from large-scale technology projects to organisation-wide process transformation programmes.

Her Majesty’s Prison & Probationary Service (HMPPS) Transformation

Programme Management of a large-scale transformation programme on behalf of HMPPS. This involved a major overhaul of existing processes and procedures to better align to the organisation’s vision, which was to create a safe and secure estate with potential to add value through prisoner rehabilitation and accommodation capacity. The programme needed to be delivered at pace to maximise impact, create financial certainty and sustainability, and accommodate flexibility and change demanded by a prison environment. The programme focussed on a wide array of subjects including compliance, assurance, vandalism reduction, cells-out-of-use, capital projects, systems, behaviours and culture.

Defence Infrastructure Organisation (DIO) Transformation

Programme Management of a six month transformation programme across all Ministry of Defence (MOD) sites in the South-East of England on behalf of our client. The programme was initiated as a result of negative media coverage and a Target Operating Model that was not fit for purpose. A new Target Operating Model was developed and implemented, including new processes, new supply chain infrastructure and an organisational restructure involving performance related exits, redundancies and recruitment of new roles.

Johnson Matthey Project & Portfolio Management Tool Implementation 

Johnson Matthey is a global leader in sustainable technologies, renowned for cutting edge innovation that has a positive impact on the environment. Spearheaded a global implementation of a Project & Portfolio Management Tool called KeyedIn across their £1m+ Capital Projects Portfolio. Engaged with stakeholders across the globe to define requirements and worked with a 3rd Party supplier to design the system in alignment with a Projects Framework. Developed and delivered training on processes and tools globally, across Asia, America and Europe.

Ministry of Justice Owned Start-Up Company

Enacting the Government’s robust contingency plans through the creation of a new government owned start-up company following the collapse of Carillion PLC. Supporting the setup, transition and operational development of services transferred to the new start-up company. Development of a new Target Operating Model and implementation of new processes and systems.

IBM Maximo Service Provider System and Process Implementation

Leadership of a £2M organisation-wide project that delivered a system upgrade and reengineered business processes. The core objective was to reduce revenue leakage through systemisation of billing which was previously entirely managed through spreadsheets. An enabler to achieving increased revenue was a full end-to-end process reengineering to introduce standardisation, data accuracy and improved MI. A non-conventional training programme was delivered across all levels of staff to introduce the new processes, systems and ways of working.

Fully Integrated CAFM Solution Benefits Realisation

Development of a Benefits Realisation Plan and Strategy for a project that introduced a new Target Operating Model, new processes and an integrated CAFM system solution.

CAFM system relaunch at NHS Trust

Working within the Estates team at a major NHS Trust to relaunch their CAFM system, which was not being used to its full potential. Carried out an in-depth analysis of the system as well as end-to-end process reviews. This led to a 12 month roadmap for improving the CAFM system and the associated processes, as well as a benefits realisation plan. Having agreed short and medium-term objectives with the Estates team we worked closely with them to achieve these objectives, including improving the quality of data capture, training the trade staff to enter their own feedback and upgrading the CAFM system to the latest version. The team met a major milestone towards the end of 2017 when they introduced an improved Planned Preventative Maintenance schedule to the hospitals, ensuring easier and more accurate reporting of statutory compliance.

Continuous Improvement at National Physical Laboratory

Development and leadership of a Continuous Improvement Plan for the National Physical Laboratory client. The plan was a ‘living and breathing’ document that drove a culture of Continuous Improvement and encouraged innovation. Improvement initiatives included the transition from general waste bins to dry mixed recycling bins, and an overhaul of the logistics service which is an integral part of the client’s operations. These improvement initiatives were implemented through a series of Lean Six Sigma projects.

Yellow Belt Lean Six Sigma Training Delivery

Development and delivery of a bespoke Yellow Belt Lean Six Sigma Training Programme for our clients. The training equips staff with a simple and effective toolkit which allows them to effectively solve problems and continually improve services in-house. Creating familiarity with Lean Six Sigma disciplines supports an organisations change infrastructure, enabling successful project delivery and sustainable change through a data-driven approach. Following training, ongoing support and mentoring is provided to help embed the learnings and ensure that the concepts are put into practice.

University College London Hospital (UCLH) Business Improvements

Working on behalf of our FM client and in collaboration with UCLH Foundation Trust to improve the FM performance across 9 hospital sites. This involved a redesign of the Target Operating Model to ensure that there were appropriate spans of control across every department. A full end-to-end process review and redesign was undertaken, followed by training and embedding of the changes. The core changes included migration of manual paper-based processes to systemised processes; thus improving MI. Subsequent to process systemisations, a bespoke reporting portal was designed and implemented to enable UCLH Foundation Trust to monitor performance in real-time. In parallel with this, a self-monitoring audit regime was developed and rolled out across all service streams to ensure contractual compliance.

Healthcare FM Business Development

Working on behalf of our FM client to secure a pipeline of healthcare contract opportunities. Support was provided on segments of the tender documentation, providing detailed and innovative specifications that ‘stood out from the crowd’ in a bid to secure new business.

Implementation of new mobile technology, and upgrade of existing technology, for delivery of CAFM services to health sector contracts. Including setting up and embedding project processes and governance within the business.

TRIUM Global Executive MBA Transformation Programme

TRIUM is a Global EMBA Program operating through an alliance of three renowned universities: LSE, NYU Stern and HEC Paris. Worked with the three institutions to better package the portfolio of services that TRIUM use and offer. A full end-to-end process review was carried out using the Lean Six Sigma framework; processes included marketing, admissions, finance, program delivery, graduation and alumni management. It was identified that the core operation was best placed at the LSE in London; therefore the transformation programme saw the transition of core services from NYU Stern in New York to the LSE. All processes were reengineered to establish consistency and standardisation across the three globally-spread universities; to ultimately improve customer experience through the provision of a 5* service. We facilitated a team building event in Paris for all senior TRIUM associates to introduce the changes.

London School of Economics Migration to Cloud Services

Delivery of a university-wide technology and business change programme to migrate email services to Office 365, create and embed a service delivery strategy to manage cloud services from a previous in-house model. Migration of collaborative and document sharing technology to SharePoint online, complete redesign of end-to-end business and IT processes to facilitate the new way of working and embedding within the organisational culture.

Helpdesk Centralisation

Mobilisation of a new Contact Centre in Manchester, centralising core operational helpdesks to achieve economies of scale and significant cost savings. Development of a strategy, standardised processes and resource models. Enhancements were made to the system and new Contact Centre technology was procured to ensure effective operation. A benefits realisation plan was developed and managed, and simple performance metrics were defined in the form of a dashboard to provide day-to-day visibility of operational performance within the centre.

Preparation for Oracle ERP and Back-Office Services Centralisation

Improvement of financial compliance in readiness for migration to Oracle ERP and transfer of back-office services to a central service centre. Definition and implementation of standardised company-wide Core Operating Processes, through a series of workshops. Organisation and facilitation of a large conference for over 200 front-line staff to raise awareness of upcoming changes and disseminate training and tools to support the embedding of changes.

Customer Experience Measurement

In partnership with Halo Works, an international market research agency, we have supported the rollout of Customer Experience Surveys across a variety of clients including the BBC, National Physical Laboratory, several hospitals and educational institutions. The organisations change for the better, as the team delivering the service know what their customers are thinking and feeling about their service in real-time.

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