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Wellingtone Project Management. “What are you worth, NOW?” Vince Hines BSc MAPM MACostE MIoD PRINCE2 Practitioner Managing Director. Recruitment. Training. Consultancy. Introduction. Given the economic situation… What are the current recruitment conditions

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Wellingtone Project Management

“What are you worth, NOW?”

Vince Hines BSc MAPM MACostE MIoD

PRINCE2 Practitioner

Managing Director

Recruitment

Training

Consultancy


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Introduction

  • Given the economic situation…

  • What are the current recruitment conditions

  • How does this impact Programme Management?

  • When will it recover?

  • What opportunities are there now?

  • What are average salaries?

  • What should I be doing?

  • Strategy and programme management


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Wellingtone Project Management

  • Specialist Project Management recruitment, training and consulting company

  • + 10 years experience

  • Average 50 live perm / contract roles

  • All industry sectors & across UK

  • On average 2 out of every 3 candidates we submit to our clients are invited to interview


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Our Clients

  • EDS

  • GE Money

  • GlaxoSmithKline

  • Johnson & Johnson

  • Westinghouse Rail

  • The Collinson Group

  • London Underground

  • Parsons Group International

  • UCB Homeloans

  • Interserve

  • Salford County Council

  • Dept for International Development

  • The Environment Agency

  • Land Securities

  • Cheshire Constabulary

  • Monsoon Accessorize

  • Ladbrokes

  • Sonus Network

  • Clarks

  • Infratec

  • BAT

  • News International

  • The Boots Company

  • Save The Children

  • Oxford University

  • Columbus Insurance

  • Apple

“Wellingtone helped us quickly recruit a Project Manager that matched our needs exactly. Thank you!” Head of Communications

Save the Children

“A very quick, friendly and professional service” HR Manager

Security Industry Authority


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General Recruitment Conditions

  • Permanent staff recruitment at slowest for 7 years.

  • Permanent placements by recruiters fell at the sharpest rate since November 2001.

  • Temporary billings by recruiters declined at the highest rate since 1998.

  • Declining demand & rising candidate availability has dampended pay pressure.

  • Salary growth the weakest for over 5 years.

Source: REC / KPMG


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Wellingtone Vacancy Data

  • Demand for permanent in 2008 is slightly down compared to 2007.

  • January, April & Sept/Oct are traditionally the spike demand periods

  • August and December are traditionally the quite periods.

  • Not as significant as general recruitment conditions

  • Oct spike is 2/3rds of demand in 2007


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Candidate Data

  • Project and Programme Management candidate registrations with major job board do not reflect a particular positive or negative trend.

  • No huge increase in supply of professional Programme Managers


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Programme Management Recruitment Conditions

  • Clients have put roles on hold, part driven by industry (construction & financial services) and now driven by time of year.

  • Some are moving to contract PMs rather than taking the plunge with permanent staff

  • Employers perhaps more selective & less willing to negotiate on pay.

  • Clients are taking longer to make recruitment decisions – often requiring approval from higher authority during general recruitment freeze.


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Vacancy Behaviour

  • Demand for Programme Managers has not crashed

  • Perception of “hirers market” although supply has not increased

  • Candidates becoming unwilling to enter recruitment market place, preferring to stay in current position


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Can Programme Management be more resistant?

  • During economic slowdown programmes will be postponed

  • Existing programmes will already be budgeted for & less likely to be cancelled

  • Other programmes are being initiated as part of strategic change to deal with new economic conditions – cost reduction, off-shoring, site closure, business restructuring


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Can Programme Management be more resistant?

  • Evidence suggests many organisations undertaking strategic reviews.

  • “Mature” organisations translate strategic change into programmes.

  • Most significant demand we are current seeing is from the need to establish strategic programmes & programme offices.


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Trends in Project Management


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When will recruitment recovery take place?

Historical Analysis of periods of falling permanent placements

Start of FallBottomRecover Complete

Jun 98Dec 98May 99

Jan 01Oct 01April 02

Nov 02May 03Sep 03

Nov 05Mar 06May 06


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When will recruitment recovery take place?

Historical Analysis of periods of falling permanent placements

Start of FallBottomRecover Complete

Jun 986Dec 985May 99

Jan 019Oct 016April 02

Nov 026May 034Sep 03

Nov 054Mar 062May 06

Recovery is quicker than fall, on average two thirds as long


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When will recruitment recovery take place?

Current downward trend started in July 2007 with slight pickup in March 2008.

Stated Sept 08

Assume bottom is December 2008 then June 2009 would see 50% return & November 2009 full return.

Given natural spikes in recruitment demand September 2009 looks like a realistic return date.

Current View

Bank of England projects GDP at lowest in March 2009 with improvements back to current position and beyond by end 2009.

Given natural spike in recruitment demand October 2009 looks like the first possible step of improvement with January 2010 being a realistic return date


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Project Management Salaries

  • How are salaries impacted?

  • Average salaries for 3 standard role types

  • Project Coordinator

  • Project Manager

  • Programme Manager


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Project Coordinator

  • Role & responsibilities

  • Maintaining logs

  • Running project schedule

  • Liaising with team members

  • Working within PSO or direct for PM

  • Skills & Experience

  • PRINCE2 Foundation

  • 1 – 5 years experience

  • Excel, MS Project, Word, Visio, Access


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18k

20k

22k

24k

26k

28k

30k

32k

Project Coordinator Permanent Salaries

EXPERIENCE

1 year

3 years

STANDARD ROLE

24.8k average

LONDON ROLE

28.1k average

SENIOR ROLE

JUNIOR PM


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Project Manager

  • Role & responsibilities

  • Responsible for timely project delivery

  • Not total budget authority

  • Matrix environment / competing priorities

  • Monthly reporting

  • Skills & Experience

  • PRINCE2 Practitioner

  • 3 – 10 years experience

  • Communicator / owner


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Project Manager Permanent Salaries

EXPERIENCE

3 year

10 years

66k

34k

38k

42k

46k

50k

54k

58k

62k

JUNIOR PM

STANDARD PMs

45.05k average

IT PMs

51.43k average

SENIOR PMs


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Programme Manager

  • Role & responsibilities

  • Responsible for multiple projects

  • Budget ownership

  • Line management authority

  • Executive reporting

  • Skills & Experience

  • MSP

  • +10 years experience

  • Senior manager


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Programme Manager Permanent Salaries

EXPERIENCE

10 year

25 years

90k

50k

55k

60k

65k

70k

75k

80k

85k

SENIOR PMS

PROG MGRs

68.2k average

IT PROG MGRs

74.3k average

PROG DIRECTORS


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Contracting

  • Paid £x / day basis

  • Higher risk, higher reward

  • What are you worth?

    • Conversion Rule of Thumb

    • Divide by 100

    • Minus “E” (economic conditions variable)

    • If E = 50 75 100, then £40k = £300 / day

    • pressure on E, depending on sector

x

x


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Project Coordinator Contract Rates

EXPERIENCE

1 year

3 years

150

180

210

240

270

300

330

360

19%

JUNIOR ROLE

£264 average

57%

STANDARD ROLE

10%

SENIOR / LONDON

JUNIOR PM


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Project Manager Contract Rates

EXPERIENCE

3 year

10 years

260

300

350

400

450

500

18%

JUNIOR ROLE

61%

£378 average

STANDARD ROLE

12%

SENIOR / LONDON

JUNIOR PM


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Programme Manager Contract Rates

EXPERIENCE

10 year

25 years

440

500

560

620

680

740

800

860

9%

JUNIOR ROLE

£591 average

67%

STANDARD ROLE

18%

SENIOR / LONDON

JUNIOR PM


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Contracting versus Permanent

  • PermContractEquiv.

  • Project Coordinator£24.8K£264£57k

  • Project Manager£45.0k£378£81.6k

  • Programme Manager£68.2k£591£127.6k

    • Calculate based on 18 days / mth

    • Allow for training & sick days

    • Additional costs


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Contracting versus Permanent

  • Contracting

    • Higher Risk, Less Security

    • No Benefits

    • No Career Development

    • Greater Flexibility

    • Higher Income

    • Broader Experience

  • Permanent

    • Lower Income

    • Less Flexibility

    • Lower Risk, More Security

    • Benefits

    • Career Development

    • Sense of Belonging


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Your career

  • Ensure you have ability to justify your title of Programme Manager

  • Recognise the skills of a Programme Manager – do you have those skills?

  • Gain appropriate qualifications

  • Engage with your industry

  • Look beyond the way of working in your organisation

  • There are opportunities for Programme Managers with strategic business change experience


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7 Key Considerations for Strategic Programme Success

  • Visible and fully committed senior sponsorship.

  • Clear, well defined strategic objectives against which projects can be aligned.

  • Appropriate governance structure, particularly around project approval and change control.

  • Recruitment of suitably experienced project and programme management resources.

  • Consistent use of appropriate “fit for purpose” project management tools and techniques across programme.

  • Management by exception. Ability to identify and focus on areas of concern.

  • Pro-active intervention for failing projects.


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Strategic Programme Dashboard - Example

Project Metrics

Programme Headcount

Cost Forecast

Benefits Forecast

Delivery Schedule

Project

Alpha

Beta

Project x

Project y

Project z

HR project

Finance project

R

G

G

G

G

G

A

G

A

G

G

G

G

G

A

G

G

G

G

G

A

>£5m variance

<£5m variance

< £250k

Overall Cost

Overall Benefit


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Wellingtone Project Management

Please visit www.wellingtone.co.ukfor more information.

Don’t forget to subscribe to our newsletter and vacancy bulletins.

Vince Hines BSc MAPM MACostE MIoD

PRINCE2 Practitioner

Managing Director

Wellingtone Project Management

Recruitment

Training

Consultancy


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