Peter Parkes

OGC Gateway Reviewer, High Risk Projects at Office of Government Commerce
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Contact Information
us****@****om
(386) 825-5501
Location
Milton Keynes, England, United Kingdom, UK
Languages
  • French -
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John Bend

In the later stages of my rather ambitious MSc dissertation it became a struggle to juggle all of life's demands. Ageing parents and a full-time job were just some of the items to contend with. This led to a mental block with my dissertation and I found myself starting to believe that quitting would be a reasonable action. I asked Peter for help and during a fairly short, but intense conversation he managed to rearrange my mental paradigm so that my dissertation once again became something I really wanted to do. Not only did I complete my dissertation, but I received an 'A' and published a paper on the topic. Thank you Peter.

Kevin Cole

Over the past few years I have attended a number of presentations Peter has delivered to APM branch events in London and the NW. His presentations are relaxed, engaging and peppered with humour. The personal and professional tips that I have taken away and applied have been numerous. If you see Peters name headlining an event, I highly recommend that you sign up straight away so that you don’t loose out.

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Credentials

  • Learning to Teach Online
    LinkedIn
    Oct, 2020
    - Oct, 2024
  • AgilePM® Practitioner
    APMG International /
    Sep, 2017
    - Oct, 2024

Experience

  • Office of Government Commerce
    • United Kingdom
    • Government Administration
    • 1 - 100 Employee
    • OGC Gateway Reviewer, High Risk Projects
      • Jul 2013 - Present

      Accredited reviewer of high risk projects under Cabinet Office / OGC Gateway review process (as external consultant, scheme re-started July 2013). - Accredited consultant under 4Ps / Local Partnerships (for work in local authorities) - I have been involved in Stage & Gate review processes for project portfolio management since 1995 and completed a Masters dissertation on best practice for project management of R&D. - Active member of the best practice group on P3 Assurance since formation and regular speaker. - Founding member of best practice groups on Portfolio Management and Governance (2004) and co-author of standard guidance on governance, governance of partnership projects, and role of the Sponsor. - Deliver training, workshops and coaching on: Assurance, Integrated Assurance, Role of Sponsor and Project Governance. - Held programme director roles in the private sector, public sector, PPPs and carried out major reviews as programme director with 'big 4' consultancy practices. - Also available for assurance, advisory and training in the private sectors. Show less

  • EV EDUCATIONAL
    • Hanoi, Vietnam
    • Chairman
      • Jun 2017 - Present

      - Established educational trust and secured partnership agreements in UK and Vietnam - Set up pilot training centre in collaboration with local educational partners - Development of syllabus - Recruitment and training of teachers - Deploying volunteer teachers into Vietnam - Currently meeting with principals of higher and further education institutes in Vietnam to roll-out more training centres. - Developing STEM teaching in English as a foreign language. - Supporting Vietnamese students wishing to study in the UK. Show less

  • Peak Performance Consulting ltd
    • United Kingdom
    • Business Consulting and Services
    • Programme Director
      • Jan 2005 - Present

      Peak Performance has delivered assignments across many sectors, including: Nuclear, Oil & Gas, Banking, Utility, Chemical, R&D and New Product Development, New Media & e-commerce, Automotive, Rail, Transport, Fast Moving Consumer Goods (FMCG), Central and Local Government, and Public Private Partnerships. • Assisted many companies to improve performance and grow profitably, often in interim or associate Director, Programme Director, or CIO roles. • Helped several organisations win coveted awards such as: ‘Supplier Excellence’ (SocITM), ‘Advanced Transmission Company of the year’ (ATM), ‘Major PPP of the year’ (4Ps), and ‘Beacon’ (Audit Commission). • Publish thought leadership ‘white papers’ in trade journals and speak regularly at business schools, professional bodies and corporate centres of excellence. • Take a people-centred approach, often in combination with training, coaching and mentoring to transfer expertise. Personal interim roles and assignments include: -Assurance and review of major projects -Embedding programme management -Trained project leadership academy -Developed the business case and investment prospectus for new media company -Implemented gaming and visualisation technologies to win coveted -Set up PMO for major bank to control £400M rationalisation programme -Facilitating the strategy for two professional bodies -Developed and delivered behavioural change programme for oil & gas major -Facilitating development of the business model and IT strategy for transport and logistics group -Advised specialist automotive company for successful listing on AIM -Advised and supported executive director of projects for global food group in setting up governance and reporting structures -Set up community of practice for projects in international rail company -Developed and delivered training modules for colleges and business schools -Developed strategy and supported marketing and investment in automotive company under former FTSE chairmen. Show less

  • NLP4PM
    • Human Resources Services
    • Director
      • Jan 2011 - Present

      Providing executive coaching, mentoring and training in behavioural competences for project professionals who want to learn the difference that makes the difference and become even more effective. • 1-on-1 coaching for executives or as a leadership team. • Deliver 1 day NLP4PM introductory workshops, 3 day personal effectiveness courses, 1 day modules on team effectiveness, and 1 day workshop for leadership development. • Carry out interventions on failing projects, or alternatively, help to set them up right in the first place by facilitating kick-off meetings and team charters, team training on PM activities such as group planning and active risk management. • Author ‘NLP for Project Managers: Make things happen with neuro-linguistic programming’ published by the British Computer Society – listed for Management book of the year by the Chartered Management Institute. • Speaker on several Masters and executive MBA courses with leading universities and business schools. • Speaker on BCS Spring School for PMs on effective communications and stakeholder management. • Regular speaker on soft skills as well as topics such as Governance and Assurance across the UK and abroad. • Author of many articles in trade journals and regular conference speaker. Visit the NLP4PM website now for course dates and contents. Show less

  • Institute of Directors (IoD)
    • United Kingdom
    • Non-profit Organizations
    • 200 - 300 Employee
    • Vice Chairman, Buckinghamshire and Milton Keynes
      • Jan 2013 - Apr 2015

      Fellow of the IoD Committee member since 2005. Organise events for over 1200 company directors and partners across Milton Keynes and Buckinghamshire. Speakers include: captains of industry, Ministers and MPs, civic leaders, entrepreneurs and beacons of academia. Represent business interests on regional committees such as economic development forum. Fellow of the IoD Committee member since 2005. Organise events for over 1200 company directors and partners across Milton Keynes and Buckinghamshire. Speakers include: captains of industry, Ministers and MPs, civic leaders, entrepreneurs and beacons of academia. Represent business interests on regional committees such as economic development forum.

  • Association for Project Management
    • United Kingdom
    • Non-profit Organizations
    • 200 - 300 Employee
    • Director
      • Nov 2009 - Nov 2012

      The APM is the UK’s professional body for project management and promotes standards and frameworks for competence. • Board Champion for best practice groups. Author and regular conference speaker. • Sit on steering group for Body of Knowledge. • Founding committee member for best practice groups on Governance, Assurance, and Portfolio Management. Co-author of standard guidance on Governance, Partnership working, and role of the Sponsor. • (Chairman for London Region 2005-2010, Fellow and CPM since 2000) Show less

  • HM Revenue & Customs
    • United Kingdom
    • Government Administration
    • 700 & Above Employee
    • Interim executive and consultant
      • Mar 2008 - Nov 2009

      Through several contract extensions, carried out interim executive and consulting roles, including: • IT delivery and supplier management. • National implementation and roll out of major systems. • Programme governance, programme assurance and gateway reviews. • Advice to Portfolio, Programme, and Project Management office. • Mentoring and support to civil servants. Security Cleared. Through several contract extensions, carried out interim executive and consulting roles, including: • IT delivery and supplier management. • National implementation and roll out of major systems. • Programme governance, programme assurance and gateway reviews. • Advice to Portfolio, Programme, and Project Management office. • Mentoring and support to civil servants. Security Cleared.

  • Atomic Enterprises
    • Director
      • Jan 2007 - Mar 2009

      Worked with Private Equity partner to ‘buy and build’ a new ‘tier 2’ programme integrator to service the renaissance in the nuclear industry. • Put together management team including former FTSE 100 directors. • Developed proposal and pitched to PE & VC firms to secure financial backing (and equity stake). • Secured commercial lawyers (at their risk). • Identified target companies from desktop reviews and fieldwork. • Held preliminary sales discussions with targets and conducted initial due diligence. Successfully judged economic downturn and credit freeze to put acquisitions into abeyance (and escaped with shirt). Show less

  • EY
    • United Kingdom
    • IT Services and IT Consulting
    • 700 & Above Employee
    • Programme Director
      • 2005 - 2006

      Following the end of the ‘No compete’ restriction on consultancy services (after sale to CapGemini), helped to re-build the Programme Management and Assurance function. • Reported to Partner for Programme Risk and Control Services practice. • Worked with team to bid and win proposals, develop processes and slide-ware, and put in place a development programme for staff. • Helped to close bid and led review and Due Diligence on major grant applications to Dti’s £50M technology support programme, allowing channelling of funding to those projects with best business case with best prospects of delivery. • Led intervention on Sarbanes-Oxley governance project for TeleWest to enable merger with NTL. • Reviewed statistical Risk Management model and processes for Department of Health’s PFI hospital programme. • Helped to close bid with former colleagues at Nuclear Decommissioning Authority (NDA) and led programme assurance on £60B lifetime decommissioning programme, enabling ‘approval’ of programme by NAO. Show less

  • Northampton Borough Council
    • United Kingdom
    • Government Administration
    • 100 - 200 Employee
    • Programme Director & Chief Information Officer (Interim)
      • 2004 - 2005

      The Audit Commission ranked NBC as the ‘worst’ council in the UK, which led to government intervention and removal of its CEO, all corporate directors, and most of its heads of service. I was bought in by IDeA to address those aspects of the AC’s report that relied on technology enabled transformation. • Reported in to new Corporate Director and external monitoring board chaired by central government agency (ODPM). • Facilitated first approved IT strategy for 5 years. • Set up governance arrangements, including cross party representation of elected Members, over all projects to align resources and costs to corporate priorities. • As interim CIO, restructured IT department to support business transformation, viz setting up functions for Programme Management and Business Process Management. Incorporated Performance Management. • Set up PMO, processes and reporting through mentoring of internal staff. • As Programme Director, delivered Customer Focused Services programme, including implementation of CRM, internet portal, and Contact Centre. • Mentored remaining reporting staff and own successor. Recovered Best Value Performance Indicator for ‘electronic government’ (BVPI 157) from 36% to 91% in 6 months. Successes reported in national journals three times. Show less

  • WSP in the UK
    • Professional Services
    • 700 & Above Employee
    • Programme Manager
      • 2001 - 2004

      HBS was the former consultancy group of Welsh Water and South Wales Electricity bought out of Hyder by Guy Hands at TerraFirma to act as a bid vehicle for PPPs and BPOs. • As manager for major bids, reported in to National Programme Director and Regional Partnership Directors on operational sites. • Managed bid process for partnership projects through public procurement process (OJEU), and closed £250M PPP with Milton Keynes Council. • Led teams of 30+ multi-disciplinary consultants to carry out Due Diligence and formulate Operating Models, Business Blueprints, Business Plans, Delivery Programme, and Benefits Realisation Plan. • Responsible for planning and business transfer and assimilation of 1000 staff TUPE transferred from public sector to Private Equity backed PPP. • Responsible for technology and process led change programme to support business blueprint, improve service levels and deliver efficiencies. Program included delivery of SAP ERP, CRM, One Stop Shop, Contact Centre, etc. Partnership dramatically improved rating with Audit Commission from 2 star to ‘4 star and improving’ and was awarded PPP of the year in 2005. Show less

  • BNFL
    • Oil and Gas
    • 1 - 100 Employee
    • Programme Manager
      • 1996 - 2000

      BNFL faced a major transition when its main customer, the domestic utility, was deregulated. In response, the board adopted a strategy of globalisation, diversification and ‘world class performance’, at the same time downsizing operating costs significantly.• Reported in to the head of R&D on Sellafield site and client Directors (SROs) for projects.• Managed BNFL’s biggest development projects through a gate review process, including the successor to the multi-billion pound Thorp reprocessing platform. Liaised with partners in Japan and Europe and managed stakeholders in government departments due to sensitive nuclear technologies. (SC to highest level).• Worked with the Chief Engineer to set up standards, processes, and professional development for company-wide project management community and presented to the World Congress on PM in London 2000.• Mentored a core team of ca 100 professional managers (under matrix management).• Carried out review and interventions on major projects, including £250M nuclear waste remediation project in Hanford USA.Was due to transfer as Technical Director for US subsidiary before changes to management structure due to incorporation of Westinghouse. Show less

    • International Technology Transfer Manager
      • 1996 - 1998

      As part of BNFL’s move from ‘secret’ nuclear facility to global player, the main board Technical Director adopted a policy of promotion to support business development.• Supported Marketing during global expansion of BNFL and acquisition of Westinghouse, including presentations and technical meetings in China, Russia, most National Laboratories in the US, and most EU member countries.• Chaired technical committees at the IAEA in Vienna and represented HMG on nuclear matters at the OECD.• Published several patents and delivered many papers to international conferences to lead cultural change from secrecy to exposure.Through presentations and meetings with all stakeholder groups in the US, helped to close BNFL’s first prime contract in the US (>$100M) and establish a major subsidiary, which was then able to act as bid vehicle for successful acquisition of Westinghouse. Show less

    • Head of Process Chemistry
      • 1994 - 1996

      As functional head, responsible for a team of 30 mostly PhD specialists directly and ca 100 through matrix management Accountable for development of technical capability to support national operations on nuclear sites through collaborative R&D programmes.• Technology Strategy• Capacity Building• Operational Support to nuclear plants• R&D and New Product Development• Conferences, lectures and papers• Several patents in own name• Co-author ‘The nuclear fuel cycle: from ore to waste’, Oxford University Press• Gained Fellowship of the Royal Society of Chemistry Show less

    • Head of Plutonium Chemistry
      • 1989 - 1994

      With breakup of the UK’s national electricity generating board and demise of the UK nuclear Fast Reactor programme in the UK, I moved to BNFL to head up a team developing plutonium fuels for use in existing reactors. Development of processes and patents in this field led, via pilot studies, to the £1B Mox fuel plant at Sellafield.• I also supported operational plutonium facilities at Sellafield, Windscale and other sites.• As national expert, I liaised extensively with other national agencies, such as those in the USA, and international bodies such as the IAEA.• I worked extensively with Regulators and led on development of safety cases.• I was a trained member of the Speakers Panel for the nuclear trade body.Security Cleared (beyond DV) Show less

  • UK Atomic Energy Authority
    • Windscale
    • Higher Scientific Officer
      • 1985 - 1989

      I joined the research team at Windscale to help develop the next generation of nuclear reactors that would burn plutonium instead of uranium and give an almost infinite energy supply. • I led a small team working on solid state chemistry to optimise how nuclear fuels would behave in operational and accident scenarios. • Many projects were collaborative with European, Japanese, and American partners, • I travelled extensively across the UK to liaise with other research teams and was secretary to the principal technical committee, giving me visibility across national programmes. • I undertook a third degree in maths and computing to improve my abilities in computer modelling and simulation. Show less

  • University of Liverpool
    • United Kingdom
    • Higher Education
    • 700 & Above Employee
    • Lecturer
      • 1983 - 1985

      I lectured in physical sciences to under-graduates while conducting post-Doctoral research under Professor Cole-Hamilton, a pioneer in semi-conductor materials research that would become the mainstay of today’s electronics industry. • I led a small team, financed by the MoD and a consortium of industrial groups including BT and Plessey, to develop synthesis routes to composite semi-conductors including gallium and indium. • Published papers and presented at research conferences. • Patents from this research group enabled the setting up of EpiChem, the UK’s producer of commercial materials (in a JV with Air Products). Show less

  • The University of Manchester
    • United Kingdom
    • Higher Education
    • 700 & Above Employee
    • Senior Research Associate
      • 1980 - 1983

      I undertook research at the interface between inorganic chemistry and materials science. My work was sponsored by the then leader in materials for high temperature applications. • Helped to pioneer the ‘sol-gel’ process, now prevalent for production of high temperature refractory materials • Papers presented to international conference • Three patents filed and granted • Application as so disruptive that chromium and magnesium aluminium ‘spinnel’ compounds were put into industrial production even before I submitted my dissertation. • Awarded PhD • Awarded Chartered Chemist • Lectured to undergraduates in physical chemistry Show less

Education

  • Lancaster University
    MBA, Technology Management
    1996 - 1998
  • The Open University
    BA, Maths and Computing
  • The University of Manchester
    PhD, Chemistry
  • UMIST
    BSc, Chemistry

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