Paul Morgan

ASTAD is Qatar's leading Civil Engineering Project Management Consultancy managing an extensive portfolio of iconic developments with a focus on Culture / Education / Healthcare / Science & Technology. ASTAD is a joint venture between Qatar Petroleum and Qatar Foundation with responsibility for a multi US$ billion project portfolio.

As the Head of PMO and Governance my primary responsibility is to institutionalise best practices in the areas of IT portfolio/program/project management and IT Governance.

Providing consultancy services to SITA the world -leading specialist in air transport communications and information technology. Engagement includes the establishment of a portfolio management function and performance measurement program.

Senior Manager IT Governance - Gulf Air
National airline of the Kingdom of Bahrain.
Contracted to implement the company's IT governance, information security, and asset management strategy.

Situation on arrival:
Weak IT governance with limited controls over IT investment, risk management and compliance.

Situation on departure:
Governance framework deployed based upon COBIT 5 ensuring that IT-related decisions are made in line with the enterprise's strategies and objectives. Compliance with legal and regulatory requirements confirmed. Governance requirements of board members met.

Situation on arrival:
Periodic business disruption caused by ineffective internal IT operational controls and external cyber attacks.

Situation on departure:
Information security management best practices implemented. Impact and occurrence of information security incidents reduced to within the enterprise's risk appetite level

Situation on arrival:
Project management weak with stakeholder expectations for cost, schedule and quality not being met.

Situation on departure:
Programme management office established. Communications to and involvement of business and end users improved. Business benefits consistently realised and the risk of unexpected
delays, cost and value erosion reduced.

Specific Achievements:
• Established CEO -level governance board and framework to ensure IT investment is aligned with corporate strategy and delivers business value. COBIT 5 roadmap implemented across the company's international organisation of 3, 800 staff

• Implemented Inform ation Security Management System (ISMS) . Risk assessment audit undertaken, policies and procedures updated, business continuity plan developed, disaster recovery centre established. ISO27001 information security certification achieved within 7 months of joining the company. PCI DSS certification pending.

• Programme office set up and best practices deployed across the company's IT infrastructure and business development functions in compliance with ITIL, CMMI and PMBOK.

Various consultancy engagements undertaken including an IT strategic review and the creation of a technology roadmap for Chagala Group a prominent real estate developer based in Kazakhstan.

Situation on arrival:
Chagala Group IT function disorganised, underperforming and disconnected from enterprise business strategy.

Situation on departure:
Enterprise architecture defined and IT strategy developed to provide a framework and guidance for on -going IT investment.

Leading UK and European commercial property group. Member of the senior management team focused on adding business value through the application of technology.

Situation on arrival:
Disparate I.T. support with no clear strategic direction.

Situation on departure:
IT goals and objectives aligned with those of the company to ensure all activities are focussed on creating business value.

Situation on arrival:
IT operations within the serviced office subsidiary run as a cost centre with weak governance and poor service levels.

Situation on departure:
Robust operational and financial controls implemented. New IT revenue streams established providing annual turnover of £1.2
million.


Situation on arrival:
A 'break and fix' culture focused on reactive fault resolution.

Situation on departure:
Proactive service delivery with emphasis on knowledge management - the 'I' component of 'I.T.'

Specific Achievements:
• Established IT as a board -level function to give it a clear strategic direction and re -motivate the staff. Implemented a technology services roadmap to revitalise and transform the legacy IT infrastructure. New data centre developed, servers virtualised, cloud computing and SaaS based services introduced. A 35% reduction in operating costs and a significant increa se in service quality and end user satisfaction was achieved.

• Changed IT operations from a cost centre to a client focussed profit generator by marketing innovative IT services. Second year profit of £253k achieved on a turnover of £1.2m.

• Developed an inn ovative web -based knowledge management system. Company culture of information silos and multiple versions of the truth changed into a knowledge factory. System radically improved communications and facilitated timely better -informed business decisions.

• Property portfolio brought into the 21st century by deploying pioneering on -line building management systems to create intelligent and connected properties. These multi -million pound technology refurbishment projects were delivered on time and in budget, and made properties 'sticky' - attracting new tenants and making existing tenants reluctant to leave.

GTECH Corporation is a global gaming and IT services company.

I was responsible for developing and implementing a strategy to improve the company's system and service delivery processes

Situation on arrival:
No defined system delivery process.

Situation on departure:
Industry best practices (CMMI level 4, ITIL) implemented across software development and IT operations.

Situation on arrival:
Poor and inconsistent product quality.

Situation on departure:
Quality and reliability substantially improved. Customer satisfaction indices enhanced by 50%.

Situation on arrival:
No mechanism available to drive efficiency programs effectively.

Situation on departure:
Governance and metrics program established demonstrating quantifiable cost savings and a ROI in excess of 9:1.

Specific Achievements:

• Established and led a technology process group to successfully define and deploy a standard set of best practices (CMMI, Lean, Six Sigma, Agile, PMBOK, and IT IL) across the company's global IT organisation spanning 5 continents and 1500 staff. CMMI L4 certification achieved.

• Software project schedule accuracy and cost forecasting improved by 80%, rework reduced by 40%. Project cost savings of 30% and customer satisfaction indices increased by 50%.

• Championed and managed the implementation of a global outsourcing strategy to reduce the number of software development centres from 65 to 25.

• Revitalized the operations of Spielo, a casino video gaming subsidiary of GTECH. Product development and quality control practices reviewed, adapted, and improved.

• Awarded GTECH's 'Outstanding Leadership' and the CEO's 'Special Achievement' awards. Regular speaker at international industry conferences.

Responsible for software development and system delivery to customers in: Iceland, Ireland, Denmark, Finland, Sweden and the UK. Managed a n organisation of 100+ technical personnel and a budget of US$11m. Delivered major lottery systems in Denmark, Sweden, and UK (Camelot) with project values in excess of US$30m. Implemented working best practices leading to ISO 9000 Tick IT and BS 7799 information security certification.

Implemented a new strategic plan to improve the support of European and International customers for this US based document management, publishing and pre-press corporation.

Direct and indirect service delivery channels established for Europe, Middle East, Indian sub -continent, and South Africa. Service organisation transitioned from a cost centre into a profit centre with annual turnover of £0.9m and ROI of 43% including the establishment of a highly prof itable peripheral supply channel.

Established a new pan -Europe an support organisation for Optronics, a subsidiary of Intergraph Corporation, specialising in precision imaging systems.

Based upon a third -party service network supporting 20 European
countries financial breakeven was achieved in 18 months against a target of 3 years. Just -in-time replacement spare part strategy increased availability from 65% to >99%.

Intergraph a Fortune 500 Corporation was one of the world's largest companies dedicated to developing and manufacturing interactive computer graphic systems.

Joined as a customer service representative and promoted to Senior Manager responsible for financial and operational management of post sales support within the Middle East region. Developed the customer service organization from less than 10 personnel to over 150 operating in 8 countries with annual service revenue exceeding US$12 million.

Employed as a Civil Engineering consultant to the Government of Qatar.