Our focus is the project management of operational improvements, whether they be transformation or continuous improvement.
D Per Consulting Ltd is led by David Perton B.Sc. M.Sc. C.Eng. M.I.E.T. C.M.I.L.T.
David is an experienced project manager with a long track record of successfully delivering major projects in both the public and private sectors. His skills encompass best practice Project Management; including project definition, project planning and project delivery to cost time and quality constraints.
This experience extends through the whole life-cycle of projects from start-up, through initiation and delivery to closure and includes management of stages and progression through stage boundaries project gateways. The analysis and management of project risk and issue resolution are also in David's portfolio. He can also deliver project health checks and manage a project support office.
David is a Chartered Engineer, being a member of the Institution of Engineering and Technology and a Chartered member of the Institute of Logistics and Transport (Operations Management Division), thus understanding the need for a project output that can be operationally managed.
David is also formally trained and experienced in the use of work study techniques and process improvement tools, including process mapping, waste elimination and the use of Lean Thinking tools. Therefore any operational systems delivered will be both efficient and effective.
David has keen analytical skills and presentation skills/report writing. He can transfer skills including the skills used in the private to public sectors. He is experienced using all the Microsoft Office packages: Project, Excel, Word, PowerPoint, Access and Outlook.
Thus David uses the rigorous approach of project management, to deliver improvements to operational systems and processes.
Some of the skills used with previous clients are listed below.
Shaping, Definition, Outcomes & Planning
We have taken a strategy document and created a programme with 12 project initiation documents (including project plans and initial risk registers) from the strands within it, validating the outcomes in their business cases against the evidence base for them and changing them from the un-evidenced assumptions in the strategy where necessary. Working with the programme board and then with each service head for the 12 projects to gain acceptance of the deliverables, costs and timing. Each project was defined with outcomes that aligned to the strategy for the programme and timing that met the hard deadline of two hospital closures. We guided the programme manager and worked with the two other project managers to ensure costs, timing and delivery were achieved. The plans developed at a detailed project level were joined into a summary programme level plan.
Stakeholder management has included directors on project boards. It has included GPs, specialist nurses, matrons, and hospital consultants (usually heads of service or clinical directors). Presentations have been made to board members and GPs. At the Department of Health stakeholders on the project board included external experts, David Clark CBE (Professor of Experimental Psychology at Oxford University) and Lord Rischard Layard (a member of the House of Lords and Professor of Economics at the London School of Economics). We have also presented at conferences and led seminars organised by commercial companies in order to engage with a wider audience.
Third Party Management
We have run tending processes to find and engage suppliers to provide expert statistical analysis, external training and to provide software changes to proprietary systems. All were delivered to time and budget and at the required quality.
Business & Cultural Awareness, Communication and Delivery
Difficult messages have been delivered to staff at risk due to restructuring in team meetings. Processes had to be changed. Speaking at numerous team meetings to explain the changes and their need, and to bring the teams, some of whom were hostile, successfully through the change process. Formal training was also arranged for all staff to ensure robust delivery of changes to working practices and the use of software, even being first line support for the software at the beginning.
Risk, Issue and Change Management
These are always at the heart of any project delivered. They are proactively managed, not just simply setting up registered, but using action plans to make changes, resolve issues and mitigate risks.