Jill Pask

Experience

• 

  HM Courts Service

  Jan 1991 - Jan 1997

  Advising the Director of a major change programme including implementation of a PFI system into 250+ sites, TUPE and redundancy programmes. Assured supplier’s plans and in-house change readiness assessments, identified issues and negotiated amendments to ensure business needs were met and to avoid unmanageable levels of change impacting service users. Working with stakeholders including senior judiciary to identify opportunities for IT enabled change to improve the efficiency of court administration on a near ‘green-field’ site. £2m pa budgets with approval of £200K. Achievements included developing bespoke case management systems to replace historic manual ones with training and change management strategies to ensure staff new to computers had appropriate support and benefits were maximised.

  • Project Management Advisor

    Jan 1996 - Jan 1997

  • IS Manager - Royal Courts of Justice

    Jan 1991 - Jan 1996
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  Treasury Solicitor's Department

  Jan 1997 - Jan 2005

  Responsible for the management of all IS Projects and Programmes, for translating business needs into IS solutions and for identifying and managing opportunities for IT enabled business change. Deputy to CIO. Reported to IS Committee chaired by Permanent Secretary. £2m pa budgets with approval of £¼m. Achievements included:• Directing a portfolio of projects that delivered new business capabilities while prioritising limited resources, managing interdependencies and reflecting TSol’s capacity for change • Proposing a secure Intranet for the Government Legal Service that enabled 2,500 staff across government to work collaboratively and share knowledge securely• Leading a change programme introducing new business processes and changing the culture to embed security awareness. Achieved formal BS7799 Accreditation, giving TSol a competitive advantage when bidding for contracts Voir moins

  • Head of IS Projects and Programmes

    Jan 2002 - Jan 2005

  • IS Projects Manager

    Jan 1997 - Jan 2002
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  Office of Government Commerce

  Jan 2005 - Jan 2009

  Responsible for implementing changes to OGC's flagship assurance processes. Gateway Portfolio Leader for designated central government departments arranging and managing reviews for high risk and mission critical programmes.Achievements included:• Successfully managed the introduction of the Delivery Confidence Assessment into Gateway Reviews, the most significant change in the approach since its inception. Authored all OGC's guidance on Delivery Confidence and was the in-house expert on its application.• OGC Gateway Review Team Member on numerous reviews of high risk and mission critical programmes. Medium Risk Review Team Leader.• Gateway Portfolio Leader providing advice and guidance to government departments on programme and project management and the development of Centres of Excellence.• Developed the Starting Gate Concept, an assurance tool for high risk initiatives that aims to identify delivery issues and risks prior to a formal programme announcement, into a product OGC could offer to Departments. Voir moins Providing advice to government departments on programme and project management, strategy development and business change.Achievements included:• Developing an IS Strategy, reporting directly to the Permanent Secretary, that enabled a Department to achieve some quick wins and longer term objectives• Delivering Gateway Reviews to the Home Office, DCMS, HM Treasury, Ministry of Justice and the Law Officers’ Department• Working with Centres of Excellence to embed best practice in programme and project management. Voir moins

  • Programme and Project Management Specialist

    Nov 2007 - Jan 2009

  • Senior Consultant

    Jan 2005 - Oct 2007
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  Ministry of Justice

  Jan 2010 - Jan 2010

  Interim Lead Account Manager

  Interim role covering two posts during the establishment of a new section and pending the appointment of permanent staff. Managed the interface between ICT and its customers, acted as trusted advisor to business areas, working with them to establish and define their ICT needs and overseeing delivery on their behalf.Achievements included:• Working with the business to review all ICT initiatives to ensure that they were essential, affordable and represented value for money. Agreed which should be stopped or re-scoped, resulting in a viable portfolio that reduced planned expenditure by 20%• Ensuring that projects that were unlikely to deliver successfully were re-planned, with appropriate governance, business cases and benefits realisation strategies in place.• Negotiating appropriate working practices between the in-house MoJ IT Dept and an Arms Length Body, with a different and more agile approach, which was being assimilated into it. This resulted in improved working relations and a smoother transition and was adopted as a model for the future. Voir moins

• 

  UK Ministry of Justice

  Jan 2011 - Nov 2013

  Strategy Development Consultant

  The Ministry of Justice is one of the largest central government departments with responsibility for overseeing the multi-organisation criminal and civil justice systems. It had a budget of over £9bn, 70,000+ staff and an annual IT spend of £½bn. Initially asked to provide advice on planning the approach, then invited back for a series of assignments to advise on developing the Strategy and to refresh it on the appointment of a new CIO.Achievements included:• Devised a new structure for the IT Strategy, changing it from a single all-encompassing tome to a much shorter, high level document supported by an extensive Strategy Library of more detailed documents. This provided greater clarity for users and allowed the Strategy to evolve to meet changing demands.• Created a new high level IT Strategy and Vision capturing the new CIO's priorities for the organisation and articulating them in simple, business focused language.• Designed and agreed criteria for assessing strategic alignment of initiatives and reviewed existing portfolio against that. Designed a visually appealing way of showing senior staff the strategically important projects that should be on their radar.• Designed and facilitated a series of workshops to engage a range of staff in contributing to the strategy development and in thinking creatively about likely future scenarios for MoJ IT.• Proposed a framework for the Strategic Implementation Plan aligning it with the Government's IT Strategic Plan, co-authored the first version. Voir moins

• 

  UK Ministry of Justice

  Jan 2014 - Jan 2014

  Senior Project Manager

  Appointed to troubleshoot a range of initiatives and to provide advice and assurance on key programmes.Achievements included:• Successfully turning around a project to provide the organisation with a PMO following a failed procurement. Engaged with stakeholders, addressed their concerns, revisited and agreed amended requirements, managed tendering and evaluation exercise, secured formal consents (inc. Cabinet Office). Completed within aggressive timescales, this resulted in a significantly improved service and facilitated the delivery of a mission critical programme• Acting as critical friend and provided assurance on a mission critical business transformation programme to ensure that a high risk component was delivered successfully. Advising on appropriate governance and establishing reporting mechanisms.• Leading a change programme to bring MoJ's ICT contract management into line with National Audit Office best practice. Worked with stakeholders to develop new capabilities and processes. Supported staff through the transition and quality assured the final approach and deliverables. Delivered to demanding timescales set by the Permanent Secretary this enabled MoJ to demonstrate compliance prior to successful Public Accounts Committee hearings. Voir moins

• 

  Metropolitan Police

  Jan 2016 - Jan 2016

  Change Manager

  Working as part of the Digital Policing Transformation Programme. Responsible for:• Developing the benefits managements framework, exploring the benefits identified in the business case and ensuring that the organisation can pro-actively manage their realisation.• Responsible for delivering a tailored end-to-end change plan for the Programme ensuring a smooth implementation phase through delivery into BAU.