Adam Roberts - London Underground

REFERENCES
(AS FOUND ON LINKEDIN)

 

Tony Peacock
Project Director URS

 

Jonathan Fernandez
Programme Manager London Overground Limited

 

Remi Awolola
Project Engineer London Underground Limited

 

Charanjit Birk
Senior Project Engineer London Underground Limited

 

Merv Wyeth
Project Management Consultant APM Programme Management SIG

 

Mick O'Donnell
M & E Package Manager Crossrail

 

Rod Prigge
Director LRD Engineering

 

Andrew Elliott
Senior Construction Manager London Underground Limited

 

Mike Flowers
Director Web Management Limited

 

View Adam Roberts (MAPM)'s profile on LinkedIn

Work History > London Underground

LONDON UNDERGROUND LTD

 

PROJECT NAME:

Multiple Projects

START DATE:

October 2012

END DATE:

Current

CLIENT:

London Underground Limited
POSITION:

Project Manager

PROJECT BRIEF:

2012 – Present: Power Portfolio Project Manager, London Underground – (SUP)

-  SUP Power Portfolio: Stage Gate 3 (Concept design) to Stage Gate 6 (Financial close out) Accountable for all Projects embedded in the SUP Power Portfolio - Benefit: To achieve 32 trains per hour.

-  Platform Lengthening (Design and Build):Stage Gate 4 (Detailed Design) to Stage Gate 5 (Physical completion) - Benefit: Reduced customer waiting time.

-  Stopping systems: Stage Gate 4 (Detailed Design) to Stage Gate 5 (Physical completion) - Benefit: Ready for Automatic Train Control – 32 trains per hour.

Leadership & Collaboration: Leading multiple streams of various disciplined personnel, in order to ensure the successful delivery of the individual projects within the Power Portfolio.

Health & Safety: Driving the organisations Health & Safety Values to ensure that Health & Safety is integral to all aspects of every project; ensuring that everyone gets home safely every day.

Facilitation: Facilitating the design and delivery of all Projects within the Power Portfolio.

Stakeholder engagement: Fostering effective relationships with a variety of Stakeholders within a highly complex and politically driven organisational environment.

Governance / Assurance: Accountable for maintaining all projects remain with in the organisational governance structure, whilst maintaining the required level of assurance throughout the project lifecycle.

Analysis / Risk: Accountable for the Management of Risk and Cost throughout the Portfolio in relation to the P6 schedule which allows for an Earned Value analysis to be completed for each individual project.

Change Control: Ensuring that the correct and accepted change control procedures are adhered to whilst monitoring all project changes throughout the project lifecycle.

Monitoring: Time, Cost and Quality while ensuring that Safety is integral to all aspects throughout each individual Project lifecycle and across the Power Portfolio.

Reporting: Periodic reporting on all Projects within the Portfolio via the corporate Project control system.

Value Management: Formulating strategies to enhance performance and reduce waste, performing regular Value Management & Engineering workshops to ensure that the benefit to cost ratio is optimised, whilst retaining and maintaining the necessary functional requirement.

Lessons Learned: Facilitation of Lessons Learned workshops and ensuring that all lessons are documented for review by future, similar projects.

Key Achievements

§  Achieved interim 790V dc regenerative braking 6 months prior to the planned implementation date, resulting in the additional business benefit to that, that had been forecast, by an estimated £1,2 Million.

§  Facilitated multiple Value Engineering studies, similar to the one implemented in the above scenario; one of which resulted in the reduction of waste and subsequently realising a cost saving of circa £270K.

PROJECT VALUE:

Circa £100 Million


WORK HISTORY

ASTAD Project Management - QATAR, Doha

 

London Underground Limited 

 

NHS Homerton Trust

 

M J Quinn

 

Wingate

 

Tube Lines Limited

 

RBEBS Limited Various

 

eVentFil Closed Corporation 

 

Filtra (Pty) LTD