$mainTitle="ICIFM - Ensure Success"; $aboutTitle="About ICIFM"; $aboutBody='International Consultant a href="home.php?f=iain"Iain Fraser Macleana/ founded ICIFM following a distinguished career with PA Consulting Group. At PA he was responsible for a range of successful, high-value projects and the development of a team of complex scheduling systemsspecialists. Over a ten year period his team was responsible for a series of world firsts, including:brbr ul libFirst/b automatic train crew scheduling system to enter live operation. This system reduced 15 man years work to one day and gave the train company a strategic capability that simply did not exist previously. br(a href="home.php?f=train"see case study/a)br /li libFirst/b system to successfully schedule the manufacture of three car models simultaneously on two linked production lines. This gave the second most effcient car plant in the world an additional 30% capacity. br(a href="home.php?f=auto"see case study/a)br /li libFirst/b implementation of an AI scheduling system in a real-time environment. This allowed one of the world\'s largest container ports to significantly increase their capacity and throughput without any additional resources. br(a href="home.php?f=port"see case study/a)/li /ulbr pMuch of what was learned during such projects is now taught as part of the syllabus of leading universities around the world.br br ICIFM was created to bring together many members of Iain\'s old teams and others who have, by their exploits, claimed their places in this elite band. ICIFM is a centre of excellence in the fields of programme management, project management, complex scheduling, system analysis, system design, and large-scale system implementation.br br a href="home.php?f=clients"Client list/a /pbrbr'; $airlineTitle="Airline System Migration Case Study"; $airlineBody='img src="http://www.icifm.com/jpg/airline1.jpg" align="right" hspace="5px" width="100" border="0" One of the world\'s largest international airlines was struggling to maintain its bespoke inventory, reservations and departure control systems which had supported the business for 30 years. brbr Under a 10-year program, a world leader in on-line computer reservation systems, took on responsibility for the passenger administration systems of one of the world\'s largest airlines. The programme contained 150 projects, the last of which should have completed within 18 months. br br Many of the airline\'s systems which were not directly connected with passenger administration were nonetheless inter-related meaning that many bespoke interfaces to the community system had to be designed and developed.br br One of the most complex aspects of the programme was determining the order and the mechanism by which legacy systems were moved across to the new community system while ensuring that the airline’s core services were not impacted. Thousands of personnel had to be re-trained to use the new software, many employees of external companies also required training. br br Three years later the programme was clearly in trouble, its true status was unknown, morale was at rock bottom, and airline directors felt very badly exposed. Iain having already worked on a number of other projects for the airline, was asked to take control of the programme.brbr Iain quickly establised a robust reporting structure, re-defined delivery standards for each project, changed the working culture of the different project teams, and developed a new programme which, crucially, included an additional 60 projects. Nine months later the airline switched off its old system having successfully completed migration; this was described in Computer Weekly as the \'largest system migration undertaken anywhere in the world to date\'.brbr a href="home.php?f=projects"Back to Case Studies page/a'; $autoTitle="Automotive"; $autoBody='img src="http://www.icifm.com/images/cara.jpg" width="168px" hspace="5px" border="0" align="right" The success of this project was always in doubt, it had never been done before. A first class piece of analysis was carried out on the plant, we brain-stormed for Europe, evaluated, tested concepts and came up with a design which revolutionised the car industry...and then we built the system.br p class="blacktitle"Car Production Scheduling/p A well known car manufacturer has realised a 30% increase in potential plant throughput without major additional plant investment. It has effectively made its two production lines achieve what was previously thought only to be possible with three - three completely different models of car are being produced at this factory. This was made possible through the application of leading edge scheduling technology.br br How did we do this? We developed a new scheduling system which generates an \'end-to-end\' sequence for a whole week\'s vehicle production at the plant – and it is the first system of its kind. br br The system uses algorithmic methods developed as part of the project together with advanced scheduling tools provided by ILOG (now part of IBM). We implemented the PC-based scheduling system with a direct interface to the very detailed order data held by the company’s European headquarters. A week\'s orders fir vehicles are loaded into the scheduling system, which is then used to generate the production sequence. It returns the sequencing results to the plant\'s mainframe to be used for operational purposes, including parts to be ordered from local suppliers. brbr The benefits of the new system include:br ul liThree models are built within the plant’s existing facilities/li li The system supports strategic \'what if\' investigation so that, for example, the impact of potential changes to operational rules or constraints within the plant can be fully investigated./li li Schedule adherence improved from 3% pre-system to 85% after the system\'s implementation—this reduced stockholding of parts by 40%./li li The system produces schedules that are far more practical to build than previously. This has resulted in line stoppages being significantly reduced./li li All production scheduling is done without the need for \'storage buffers\' - this cuts down the overall production time of each vehicle and reduces the amount of assets tied up in the plant at any one time./li li Schedule results can be produced in minutes instead of days, so allowing time for discussion of the proposed schedules with production staff.brbr a href="home.php?f=projects"Back to Case Studies page/a'; $clientsTitle="Client List"; $clientsBody='div align="center"A selection from our extensive client list:brbr img src="http://www.icifm.com/images/client%20logos/etihad.jpg" hspace="5px" title="Etihad Airlines - programme management" alt="Etihad Airlines - programme management" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/nissan.jpg" hspace="5px" title="Nissan - world first system development - multiple engagements" alt="Nissan - world first system development - multiple engagements" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/appleby.jpg" hspace="5px" alt="Appleby Global (Bermuda) - programme direction" title="Appleby Global (Bermuda) - programme direction" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/university-of-bristol.png" hspace="5px" alt="University of Bristol - programme management - multiple engagements" title="University of Bristol - programme management - multiple engagements" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/audible.jpg" hspace="5px" lt="audible.com - project review" title="audible.com - project review" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/ba.png" hspace="5px" width="100px" alt="British Airways - programme management - multiple engagements" title="British Airways - programme management - multiple engagements" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/bbc.jpg" hspace="5px" alt="BBC - system development" title="BBC - system development" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/university-of-strathclyde.png" hspace="5px" alt="University of Strathclyde - programme direction" title="University of Strathclyde - programme direction" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/egg.jpg" hspace="5px" alt="Egg - system development" title="Egg - system development" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/first.jpg" hspace="5px" alt="First Travel - world first system development - multiple engagements" title="First Travel - world first system development - multiple engagements" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/harveynash.png" hspace="5px" alt="Harvey Nash - system development" title="Harvey Nash - system development" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/university-of-edinburgh.png" hspace="5px" alt="University of Edinburgh - programme review - multiple engagements" title="University of Edinburgh - programme review - multiple engagements" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/hse.jpg" hspace="5px" alt="H.S.E. - system development - multiple engagements" title="H.S.E. - system development - multiple engagements" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/hwl.jpg" hspace="5px" alt="Hutchison Whampoa - world first system development - multiple engagements" title="Hutchison Whampoa - world first system development - multiple engagements" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/liffe.jpg" hspace="5px" alt="LIFFE - systrem development" title="LIFFE - system development" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/university-of-aberdeen.png" hspace="5px" alt="University of Aberdeen - programme review" title="University of Aberdeen - programme review" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/lme.png" width="140px" height="20px" hspace="5px" alt="London Metal Exchange - system development - multiple engagements" title="London Metal Exchange - system development - multiple engagements" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/nats.jpg" hspace="5px" alt="NATS - programme review - multiple engagements" title="NATS - programme review - multiple engagements" class="cLogoPic" img src="http://www.icifm.com/images/client%20logos/nhs.jpg" hspace="5px" alt="NHS Scotland - system development" title="NHS Scotland - system development" class="cLogoPic" /div'; $clpTitle="CLP (Constraint Logic Programming)"; $clpBody='Since the earliest days of computing there have been mathematical programming languages that have attempted to describe problems in terms of functions, and nested functions. Two languages from this area of programming seemed to have been favoured above the rest: LISP and PROLOG. The principle is similar in both cases, programmes in these languages typically build data models and search through them by recursive calls from within functions—this is very useful for depth first search and is the main principle behind CLP. Click here for more information on Prologbr br There are now a number of search engines based on PROLOG (and there may be some based on LISP but I am not aware of any) including Cosytec’s CHIP (Constraint Handling In Prolog) which was the first, and Ilog’s Solver. The aim in each case is to build a system that describes the business environment in terms of its variables and the constraints that exist on these variables. The system should then produce a solution which applies values to all of the variables so that no constraints are broken.br br span class="blacktitle"Example: The N-Queens Problem/spanbr Imagine a chess board of N rows and N columns. But this is a very strange game, for some reason there are only N queens, each of which can move any number of squares in a straight line horizontally, vertically or diagonally, and each of which is hell bent on taking other queens. The aim is to place all N queens on the NxN chess board so that no queen can take another. For the purposes of this example we shall say that N is 4. The variables in this case are the domains of each queen, while the constraints are the size of the chessboard, and the types of move each queen is capable of.br br img src="http://www.icifm.com/images/bits%20folder/clp1.jpg" width="87px" align="right"Q1 1..4br Q2 1..4br Q3 1..4br Q4 1..4br Before any of the queens have been placed we can consider that each can go to any place on the chessboard, so each is said to have a two-dimensional solution space of 1..4,1..4.br [However we can simplify this by noting that no two queens can be on the same row, so the solution space is reduced to one dimension in each case.]br br img src="http://www.icifm.com/images/bits%20folder/clp2.jpg" width="87px" align="right" Q1 1br Q2 1..4br Q3 1..4br Q4 1..4br br Using a simple grounding algorithm we have now placed the first queen on the first available square. img src="http://www.icifm.com/images/bits%20folder/clp3.jpg" width="87px" align="right"Q1 1br Q2 3,4br Q3 2,4br Q4 2,3br br The next step is to remove values from the domains of the other queens that are no longer possiblebr img src="http://www.icifm.com/images/bits%20folder/clp4.jpg" width="87px" align="right"Q1 1br Q2 3br Q3 2,4br Q4 2,3br br We can now place the second queen using the same grounding algorithm as the firstbr img src="http://www.icifm.com/images/bits%20folder/clp5.jpg" width="87px" align="right"Q1 1br Q2 3br Q3 -br Q4 2br br But when we again remove impossible values from the domains of the remaining queens we find that there are no values left for Q3, so we have reached an inconsistency—we need to backtrackbr br img src="http://www.icifm.com/images/bits%20folder/clp6.jpg" width="87px" align="right"Q1 1br Q2 4br Q3 2br Q4 3br br So we ground Q2 to position 4 and when we again remove values we can see that we still have possible values for Q3 and Q4.br br It should be clear that in grounding Q3 in the above we will run out of possible values for Q4, so again we have to backtrack. As we have tried all possible values for Q2, we have to backtrack further, to try the next value for Q1. Following the above steps will quickly give us the solution below.br br img src="http://www.icifm.com/images/bits%20folder/clp7.jpg" width="87px" align="right"br br CLP was first identified as a contender for solving large scale industrial problems in the early 1980s, when the European Community helped fund a research project to study its potential. In the late 1980s CLP solved the N-Queens problem for N=64 in a matter of minutes, impressive when considering that Big Blue (the most powerful computer at that time) had failed to produce a solution after several days.'; $contactTitle="Contact ICIFM"; $contactBody='In the first instance please email bra href="mailTo:iain@icifm.com?subject=Please tell me more..."info@icifm.com /a'; $governmentTitle="Government Project Audit"; $governmentBody=' img src="http://www.icifm.com/images/london.gif" width="140" hspace="5" border="0" align="right"Commissioned by the UK government, ICIFM headed an audit team in the investigation of a series of high-profile projects that were giving rise for concern.br br span class="blacktitle"Auditing a Government Project/spanbr A UK government organisation reviewed its dependency on legacy systems and immediately realised that replacement of some systems had become urgent. As the organisation had an absolute commitment to safety and security, it was extremely important that loss of service should be avoided, however such a loss of service was becoming increasingly likely as sources of second-hand spares for their older hardware platforms were drying up. As an example of the pressure our client was under, during a single two-hour failure of one of the systems being replaced, losses to downstream organisations resulted in claims against our client of just under 100 million.br br ICIFM reviewed a number of projects to replace legacy systems that were currently under way in this organisation. The client felt it was complying with policy by employing our services to review their approach, but was not, prior to our report, concerned about any of these projects - indeed an attitude prevailed that the review was a \'box-ticking exercise\' and that those commissioning it had no understanding of the difficulties involved in their undertaking. The atmosphere on our arrival could be characterised as \'chilly\' at best. brbrIt became clear from interviews with key figures that many of these projects had fallen badly behind schedule and indeed failure was highly likely as replacement systems were often not ‘fit for purpose’. Our review highlighted weaknesses in the management structure, the monitoring and reporting mechanisms, and the design, development and testing methodologies. We made a series of recommendations which were immediately adopted and which have resulted in a complete absence of system failures, and significant progress towards their system replacement goals. br br Why did it need an external consultancy to finally expose the issues discovered within this organisation? In the investigation we did not find negligence — indeed there were many individuals at all levels within the organisation who had displayed tremendous commitment to their respective projects — the real faults lay within the structure of the organisation. It would have been difficult, even impossible, for an employee of the organisation to have uncovered all of the real issues; it is likely the individual would have been blinkered by their previous experience of the organisation (’we have always done it this way’), many would have refused to be interviewed by someone from another department of the same organisation, and it is extremely unlikely that those interviewed would have felt secure enough to reveal the real issues to such an individual. People needed to feel confident that they could speak with anonymity.br br We were also able to provide relatively accurate costs of failure - the organisation had previously been using ‘finger in the air’ - which indicated that project failure was simply not an option. As a result, we have been retained by the organisation to:/p ul li re-structure individual projects/li li bring a range of projects under one programme/li li define achievable milestones and success criteria/li li establish accurate progress monitoring and reporting procedures/li /ulbrbr a href="home.php?f=projects"Back to Case Studies page/a'; $iainTitle="Iain Maclean"; $iainBody='img src="http://www.icifm.com/images/me_now.jpg" width="138" hspace="5px" vspace="0" align="right" Before joining PA Consulting Group Iain enjoyed a varied career including time as an officer and pilot in the RAF, a regional manager with Dixons Stores Group, and managing director of his own retail business. Along the way Iain graduated from Strathclyde University with an honours degree in Computer Science where he specialised in Artifical Intelligence. After ten years as a managing consultant with PA he left to create ICIFM.br br While with PA, Iain operated at a senior level within the Decision Sciences Practice, an elite team developed to assist C-Level clients achieve better, more informed decisions. The issues here are around visibility and control; struggling chiefs (CEO, COO, CIO) are often either starved of, or flooded with, information, in either case forced to make decisions in hope rather than certainty. Iain worked closely with chiefs to identify key information required to measure a function\'s performance, investigate the paths through which such information could be gathered, develop tools to capture relevant data, and finally develop even more tools to present the data in the most appropriate forms for his client. There are two keys to the success of Iain\'s approach; the first was his background in business and leadership before PA, he understands better than most the pressure chiefs are under, and second was his background in artificial intelligence which allowed him to drive development and select the most appropriate AI technique for any given problem. This powerful combination meant that along the way he was directly responsible for the development of three world firsts: ul lispan class="blacktitle"Crew Scheduling /span- The world’s first automatic crew scheduling system for a national railway — the delivered system reduced 15 man-years scheduling effort to below 30 hours. br(a href="home.php?f=train"see case study/a)/li lispan class="blacktitle" Car Scheduling/span - Iain designed and project managed the development of a system which provided the most efficient car plant in Europe with an extra 30% capacity. br(a href="home.php?f=auto"see case study/a)/li li span class="blacktitle"Container Scheduling/span - Iain designed and project managed the development of a revolutionary real-time scheduling system which doubled the Port’s capacity without any significant increase in costs. br(a href="home.php?f=port"see case study/a)/li /ul Iain believes successful programme management requires not just the technical skills taught at university and honed in industry, not just the experience of a wide range of business activities, not just the ability to manage complex briefs — but also true leadership:br bri " Only a strong leader can ensure that a programme remains focused, that when times get hard (as they invariably do) the team keep together and work for each other. I believe that leadership is often the only difference between success and failure, and I believe that leadership has been the primary reason for my success". br/ispan class="blacktitle"Iain Maclean/spanbr br Iain\'s style of leadership is based on three pillars:br ul li span class="blacktitle"Communication/span: ”the unexpected happens when I fail to explain my thinking”/li li span class="blacktitle"Consistency/span: ”greatest disruption is achieved when members of a team have different expectations“/li li span class="blacktitle"Support/span: ”in my experience nobody gets up in the morning with the aim of screwing up their colleagues’ work” mistakes should be expected and treated as opportunities to grow/li /ul br As well as large scale development, Iain has successfully managed some of the largest programmes undertaken in the IT industry over the last 25 years, most notably the migration by an international airline from their internal ticketing system to a 3rd Party. Iain has successfully managed this migration not once but twice. ol br On the first occasion 600 man years\' effort was coordinated to produce a new system which directly affected the working lives of 24,000 airline employees. Iain was brought in to rescue the failing programme which was by then 4 years overdue; he drove it through to a successful implementation 8 months later. brbr The second airline was Etihad which required an identical transformation. Iain was brought in at the start in 2011, and successfully drove the programme to completion in Feb 2013, heading up a team of over 250 contracters and Etihad employees who operated full-time on the programme for 15 months./ol br Also sprinkled throughout the last few years, are short, intense, highly sensitive, analysis projects, where Iain has been required to report and comment on the status, progress and/or results of a number of the most important IT projects currently underway in Europe.br br'; $indexTitle="ICIFM"; $indexBody='ICIFM has successfully a href="home.php?f=airline"managed/a, a href="home.php?f=government"reviewed/a, a href="home.php?f=government"audited/a, a href="home.php?f=airline"re-structured/a, a href="home.php?f=port"rescued/a some of the most significant programmes and projects undertaken anywhere in the world over the last 25 years. brbr Headlines include : br ul liSuccessful migration of Etihad Airway\'s Passenger Service System (2012-2013)/li liSuccessful migration of BA\'s Passenger Service System (2000-2002)/li liA 100% increase in turnover for a FTSE 250 client without any increase in resources/li liSuccessful rescue of a large-scale IT programme at the core of world transportation/li liThe largest successful IT migration ever undertaken...anywhere/li liDesign and development of the world\'s first automatic train crew scheduling system/li liA 30% increase in capacity for Nissan\'s most efficient car factorybr/li /ulbr div align="center"bICIFM: no-nonsense, delivery-focused, change-championing /b/div'; $portTitle="Port Case Study"; $portBody='img src="http://www.icifm.com/jpg/port.jpg" width="35%" hspace="5px" vspace="5px" border="0" align="right" Ports often have histories that stretch back to the earliest recorded times, many port workers can claim family links going back over tens of generations - as a result introducing any change to daily working practices has to be handled very carefully. brbr This project introduced a step-change in what was technicaly possible with real-time scheduling. Despite the initial concerns of unions and worker, the results helped to secure the port\'s future and the continued employment of 1000s of its employees, it also significantly improved the company\'s profitability.brbr p class="blacktitle"Scheduling Container Movements/p Click here to view a a href="home.php?f=psch1"graphical explanation/a of the process and download an animated demo.br br When first called we had little experience of port operations. The brief was to rescue an IT project where the aim had been to build a resource optimisation system for the port. It didn\'t take long to discover that a tug (the local term for a terminal tractor) was not something that worked on water.br br As we were not port specialists we had much to learn about this business, however a good team spirit was quickly established (especially after the lottery syndicate was created) and soon the aire of failure within the old team had been replaced by a will to win.br br At the outset the site was already the largest container port in the country, but to maintain that position it needed to increase the number of containers handled by the existing resources.br br After an initial assessment of the port\'s operations it was found that the limiting factor was not the performance capability of the quay cranes, but instead, inefficiencies in using the tugs serving those cranes. It was known that there were a number of ways in which the tugs could be made more efficient e.g. reducing the number of \'empty legs\' by locating containers to be picked up close to the places where containers were being deposited, however manually planning these activities within a highly dynamic environment was just too complex to contemplate.brbr The size, complexity and the real-time nature of this scheduling problem made it a deceptively challenging task, and it was this deception that was at the heart of the problems for the programme\'s management prior to our arrival.brbr ICIFM\'s approach was to restructure the team, revisit the project\'s assumptions, radically overhaul the design, and then drive forward progress within a robust, structured framework which provided improved visibility and control. brbr Now, following the implementation of the Tug Scheduling System (TSS) the port is able to schedule its quay cranes and tugs more efficiently, allowing it to handle significantly increased throughput without any extra equipment or resources. The system also helps to monitor and control terminal operations more effectively by providing accurate and up-to-date information to vessel controllers and managers.br br TSS is a world-first in port scheduling; it has allowed the port to achieve significantly increased throughput without investing in additional expensive handling equipment. Moreover, TSS also increases the safety of port employees by ensuring rules are not broken, and has effectively eradicated "lost container" problems.brbr The final system was commissioned 7 months after our arrival. It was designed, developed and implemented using industry best practice, and represented a significant step forward in the area of real-time complex scheduling.br br The port, of course, is more interested in its operational performance. According to the IT Director, "the Tug Scheduling System has significantly improved efficiency by maximising the use of existing resources. This has avoided additional investment in expensive machinery".br br a href="home.php?f=projects"Back to Case Studies page/a'; $projectsTitle="Case Studies"; $projectsBody='A selection from the 90+ programmes and projects within ICIFM\'s portfolio. They are presented in no particular order. Click on the image for a full case study in each case.br br a href="home.php?f=auto" style="text-decoration:none" img src="http://www.icifm.com/jpg/case%20buttons/car1.jpg" class="proPic" align="left" span class="blacktitle"World\'s Leading Motor Manufacturer/span /abr A well-known problem within the car industry; scheduling three models of car down 2 production lines is impossible...that was until ICIFM solved it. br span class="resultText"Result: World\'s second most efficient car factory gained an extra 30% capacity ./span brbr a href="home.php?f=airline" style="text-decoration:none" span class="blacktitle"An International Airline/span img src="http://www.icifm.com/jpg/case%20buttons/plane1.jpg" class="proPic" align="left" /abr One of the world’s largest airlines attempted to outsource their ticketing and reservations system (better known within the aviation industry as a Passenger Service System). The programme spiralled out of control at which point ICIFM was asked to intervene.br span class="resultText"Result: Successful programme rescue; migration completed 9 months later./span brbr a href="home.php?f=port" span class="blacktitle"A Major Port Authority/span img src="http://www.icifm.com/jpg/case%20buttons/port1.jpg" class="proPic" align="left" /abr One of the world\'s largest port operators felt that real-time scheduling of container movements imight/i improve their performance. ICIFM carried out the work. br span class="resultText"Result: Performance doubled, profitability increased by well over 100%./span brbr a href="home.php?f=government" style="text-decoration:none" span class="blacktitle"A UK Government Service/span img src="http://www.icifm.com/jpg/case%20buttons/gov1.jpg" class="proPic" align="left" /abr A safety-critical UK government service experienced two unexpected [legacy] system shutdowns over a short period. ICIFM audited procedures and provided a set of recommendations which were immediately implemented.br span class="resultText"Result: Client finally gained visibility and control of their issues/span brbr a href="home.php?f=train" style="text-decoration:none" span class="blacktitle"A Major Train Company/span img src="http://www.icifm.com/jpg/case%20buttons/train1.jpg" class="proPic" align="left" /abr Crew schedules for a typical UK train company normally took thirty schedulers six months to complete. ICIFM led a pioneering team to develop a scheduling system. br span class="resultText"Result: 15 man-years scheduling reduced to 30 hours; strategic \'what if\' questions finally possible./span brbr'; $psch1Title="Port Resource Scheduling Demo"; $psch1Body='Use the Prev and Next links to move through the various stages of the scheduling process.brbr span class="blacktitle"Stage 1/spanbr The first scene is an aerial view of an international port with 50 tractor resources, 24 quay cranes, and 80 RTGs (rubber-tyred gantries) - the port has just returned to maximum efficiency.br br img src="http://www.icifm.com/images/bits%20folder/port1.jpg" width="100%" border="1"br a href="home.php?f=psch2"next/a/p'; $psch2Title="Port Resource Scheduling Demo"; $psch2Body='Use the Prev and Next links to move through the various stages of the scheduling process.brbr span class="blacktitle"Stage 2/spanbr TSS has detected schedule deviation, detection is within 10 seconds of a resource missing its next checkpoint. TSS then makes a decision about the need to re-schedule, and, if required, produces a new schedule optimised to impact the minimum number of resources. Finally TSS sends out new instructions to affected resources (circled in orange) within 15 seconds of the schedule deviation occurence.br br img src="http://www.icifm.com/images/bits%20folder/port2.jpg" width="100%" border="1"br a href="home.php?f=psch1"prev/a.....a href="home.php?f=psch3"next/a/p'; $psch3Title="Port Resource Scheduling Demo"; $psch3Body='Use the Prev and Next links to move through the various stages of the scheduling process.br br span class="blacktitle"Stage 3 /spanbr As affected resources complete their new instructions, TSS continues to re-schedule and monitor the entire port. Only resources given replacement instructions are aware of a re-schedule. Of course any changes to the schedule ultimately affect all resources, but as resources are only aware of their current and \'next\' activities in each case, they remain unaware of the changes occuring later in the schedule. A major benefit of TSS is that worker morale is significantly improved as they experience less disruption to their working pattern.br br img src="http://www.icifm.com/images/bits%20folder/port3.jpg" width="100%" border="1"br a href="home.php?f=psch2"prev/a... a href="home.php?f=psch4"next/a/p'; $psch4Title="Port Resource Scheduling Demo"; $psch4Body='Use the Prev and Next links to move through the various stages of the scheduling process.br br span class="blacktitle"Stage 4/spanbr The port has been returned to maximum efficiency in the shortest possible time. This demonstration significantly simplifies the TSS process; at any one time it is likely that there may be many schedule deviations, and in the real case there are many more resources controlled than are displayed here. The message to take away from this demonstration is that through real-time (24/7) monitoring and re-scheduling of the port\'s operation we were able to effectively double the port\'s throughput without any increase in the port\'s resources.br br img src="http://www.icifm.com/images/bits%20folder/port4.jpg" width="100%" border="1"br a href="home.php?f=psch3"prev/a'; $servicesTitle="Services"; $servicesBody='img src="http://www.icifm.com/images/consulting.jpg" align="right" width="25%" hspace="5px" ICIFM is a specialist consultancy providing a select range of high-quality, high-value management services. Existing clients return time after time, confident in the knowledge that they will receive complete commitment and focus from highly experienced individuals.br br Please be aware that our engagements tend to be intense, content-rich events requiring regular access to our client throughout for feedback, update, clarification, authorisation, or a host of other reasons. Our clients are never in any doubt about where we are or what we are doing; it is this concentrated stream of communication that underpins our success, and more often than not provides \'early wins\' too.brbr In the first instance please get in touch if you are:br ul lia href="home.php?f=services2" style="text-decoration:none"about to start a major change programme/a/li lia href="home.php?f=services3" style="text-decoration:none"unsure about the status of some aspect of your organisation/a/li lia href="home.php?f=services4" style="text-decoration:none"curious as to why one of your programmes or projects has failed/a/li lia href="home.php?f=services5" style="text-decoration:none"feeling that your business might be at risk/a/li lia href="home.php?f=services7" style="text-decoration:none"ready to discuss next steps/a/librbr /ul'; $services2Title="Services - Management"; $services2Body='img src="http://www.icifm.com/jpg/progman.jpg" width="30%" align="right" hspace="5px"If you are about to start a major IT programme or project based on IT enabled change/spanbr br Setting off in the right direction is usually the quickest, most cost effective way of getting where you want to go. Through years of hard-earned experience ICIFM are able to provide platinum quality programme mamangement. ICIFM take care of planning, documentation, setting up suitable monitoring, reporting, escalation procedures, establishing risk and change management, ensuring adequate levels of appropriate resources, assessing requirements for hardware, software, and a wide range of other associated functions. /ulbrbr a href="home.php?f=services"Back to services page/a'; $services3Title="Services - Review"; $services3Body='img src="http://www.icifm.com/jpg/review.jpg" width="30%" align="right" hspace="5px" If you are in the middle of a major IT project or programmebr br Often there is simply an intuition that things are not going well, levels of sickness have increased, key players no longer look you in the eye, they evade questions, even avoid your presence. Or perhaps it\'s more subtle, or perhaps you are just paranoid. brbrAn independent, rational, expert view of progress in your project or programme can set your mind at rest or (and this is more usual) expose the areas that are failing to make the grade. Our independence is vitally important to the success of such a review. The key deliverable from this service is a report indicating the project’s likelihood of success and recommendations for improvement where appropriate. brbr a href="home.php?f=services"Back to services page/a'; $services4Title="Services - Audit"; $services4Body='img src="http://www.icifm.com/jpg/audit.jpg" width="30%" align="right" hspace="5px" If you have a recently failed IT project or programmebr br Then it is likely that you will want to know the causes of the failure so that the same mistakes are not repeated, and in case there is a possibility of reclaiming some of the investment either through the courts or simply by the threat of legal action. Again the importance of independence cannot be overstated, and of equal importance is the credibility, thoroughness, diplomacy and resoluteness of the auditors. An interesting facet of this service is when the client is stopped from making matters worse; it is not unusual following an audit to show the client that their prevailing course of legal action is highly likely to backfire. brbr a href="home.php?f=services"Back to services page/a'; $services5Title="Services - Risk Management"; $services5Body='img src="http://www.icifm.com/jpg/riskman.jpg" width="30%" align="right" hspace="5px" Is your business at risk?brbr Risks can take many forms, a recent example illustrates the service we offer. br uliA well-known European organisation lost its service for 2 hours due to a legacy system failing and a spare being extremely difficult to find. The cost to the industry it supported ran into tens of millions of euros. On investigation we discovered that no-one within the organisation had realised the importance of the hardware until the system went down - primarily because all of the people who had known of the system had long since retired. The real issue for the organisation was its lack of awareness, in other words its risk management procedure was inadequate. ICIFM established a structured, robust risk management process for the organisation, this included sourcing and establishing a suitable (and suitably empowered) risk management manager to drive the process. This particular organisation now reviews risks on a weekly basis, deciding on mitigating actions and invoking such actions where the risk likelihood has reached threshold. Of course there are still problems but they are being properly managed and there are far fewer shocks./i/ul br Do you know if your company is similarly exposed? ICIFM have considerable experience of the issues, pitfalls and solutions in this area. brbr a href="home.php?f=services"Back to services page/a'; $services7Title="Services - Next Steps"; $services7Body='Please a href="home.php?f=contacts"contact us/a, we will then work with a senior client team (usually involving the CEO or CIO) on a scoping exercise to determine the proposed project\'s:br ul li scope/li li approximate size/li li approximate duration/li li outline project/programme plan/li li milestones/li li line of command/li li deliverables/li li success criteria/li li costs/li /ul brThe scoping exercise can take between one and five days depending on the complexity, extent and importance of the issue(s) being considered. Occasionally we may recommend that no further action be taken, however we do not have a single client who, in retrospect, regarded the exercise as a waste of time. brbr a href="home.php?f=services"Back to services page/a'; $testimonialsTitle="Testimonials"; $testimonialsBody='In reverse chronological order:brbr span class="nameText"Lynn Robinson/span Sep 29, 2014br span class="roleText"Deputy Registrar (Education and Students) at University of Bristol/spanbr ulspan class="recText"Iain undertook a review of a major change programme relating to student administration at Bristol in late 2013 and we subsequently asked him to take over as interim programme manager. Iain brought a thorough understanding of the successful management of change programmes that has been invaluable to us. He transformed the methodology of our programme, supporting me as Programme Sponsor and our Academic Registrar as Programme Director. He helped us clearly define our strategic aims and pulled together and managed a project to fully analyse current processes in preparation for implementation of new processes and systems. Iain\'s support enabled us to garner institutional financial support and gave confidence to our governing programme board. He led the programme team in a way that ensured that the programme got full value from every hour of their work and his endlessly positive approach gave us all the confidence that our programme would succeed. I would wholeheartedly recommend him!/span/ul/ul br span class="nameText"Paula Coonerty/span Sep 22, 2014br span class="roleText"Academic Registrar at University of Bristol/spanbr ulspan class="recText"Iain acted as Programme Manager for a large, complex programme to reimplement our student records system and refocus our student life cycle support, here at the University of Bristol during the academic year 2013-14. He helped transform our programme which had stalled somewhat into a tightly focused, methodologically precise one. He allowed no obstacle to his \'fixing\' of the programme but did it with vim, elan and good humour. Personally, I learned an enormous amount from him- he is encouraging, challenging and fun! I would work again with Iain with no hesitation- it was a great, successful experience./span/ul br span class="nameText"Michael Simpson/span Jan 16, 2014br span class="roleText"Production Control Director at Nissan Motor Manufacturing Ltd./spanbr ulspan class="recText"Give Iain a complex problem and he will understand the customers needs and give you a solution - on time./span/ul br span class="nameText"Sunil Joshua/span Dec 13, 2012br span class="roleText"Manager - Commercial Training @ Etihad Airways/spanbr ulspan class="recText"Iain headed what\'s widely acknowledged as the biggest and most difficult transformation project in the history of my organisation. I had the privilege of working on this project under Iain. His leadership brought 3 things on board that kept the team together and moved us forward: discipline, reporting and structure. As we turn the bend toward finish its obvious how each of these seemingly small bits that were deemed relatively unimportant in the beginning actually contributed to the finish. I have respect for his ability to provide clear and precise direction and call the picture exactly as he see\'s it. Importantly, as a line manager I always appreciated the fact that he would not hesitate a moment to back his team up when needed. His penchant for analytics, his ability to see the big picture & importantly paint the story to the team and retain focus makes him a formidable ally in any role that drives teams to perform against set milestones. He always has a story to tell and there is plenty he has to relate to from first-hand experience which is both comforting as well as inspiring. I\'ve known Iain as a tough yet sensible leader who is self-aware and does what it takes to instil confidence in his team. His enormous experience and practical approach combined with excellent leadership skills honed over the years is sure to bring value to any organization he\'s part of. I regard him to be a wise leader, a sensible manager and overall a decent man. It would be an absolute pleasure to work with Iain anytime./span/ul br span class="nameText"Tim Catling/span Dec 9, 2012br span class="roleText"Programme Manager for Cathay\'s PSS Phase Two/spanbr ulspan class="recText"Iain is a tough senior programme manager who is prepared to smash through walls to get things done. He has genuine gift for bringing order out of chaos he also inspires huge loyalty from his staff. Iain brings a great combination of strong process, insightful reflection, good humour and high personal impact to turnaround tricky situations./span/ul br span class="nameText"Darrin Moore/span Nov 28, 2012br span class="roleText"Senior Director - Global Test Engineering at Sabre Holdings/spanbr ulspan class="recText"The best way to illustrate Iain\'s style of leadership is by examples:br br 1. When I was first interviewed by Iain for the Etihad role, we spent an hour arguing over methodology and process. That was it seems, the interview, as when the hour was up, he said \'well done, it\'s yours to lose from this point\', in which he was referring to my following interview with the Senior Vice President of IT. In essence his style was to stridently challenge my approach and answers, to see how I backed up statements with thought, as well as ensuring I had the conviction of my approach to carry it through.br br 2. During my first weeks in the role, we had engaged a supplier to deliver elements of test strategy. This supplier had a convincing presentation, however my approach was to deliver the same for less, utilising in house and direct contracted resource. Of course this was a large shift in approach of which he was an original sponsor and timelines were tight. Iain gave me the opportunity to present my approach, challenged and probed my arguments, and then supported me to follow it through.br br The above two examples to me summarise Iain\'s style. He is a very strong manager, but more importantly a leader. Iain does not just measure a person, but judges and evaluates their underlying principles and approach, and forges within the team the conviction required to follow these through. Iain is also the type of leader that will back his team. br br A manager finds out what a team needs to deliver, and makes sure they have that; Iain does this, but then a leader shows the way for that delivery. A leader finds ways to inspire through example, lift through insight and subtlety, and deliver with energy and intelligence. Iain is all of these. I would follow him through any programme or delivery, but I know he would instead lead me./span/ul br span class="nameText"Matthew Hesketh/span Nov 18, 2012br span class="roleText"Recruitment Manager at Etihad Airways/spanbr ulspan class="recText"I worked for Iain whilst resourcing the PSS Programme for Etihad, which at the time was the biggest system change in aviation history. It was a project of enormous scale with very aggressive delivery deadlines and a host of unusual challenges. Iain was extremely supportive in the project resourcing and made himself available at every opportunity to allow us to fill 164 jobs with predominantly technical IT staff in a 6 month period. In a pressurized environment Iain\'s total focus, Churchillian style leadership and clear support for his team made working on the project an enjoyable and highly rewarding experience. He inspires an air of confidence and enthusiasm across the group that few have the ability to match. If you are looking for a heavy weight Programme Director who will be effective then I would have no hesitation in recommending him, or indeed working for him again./span/ul br span class="nameText"Jay Kachelhoffer/spanApr 5, 2012br span class="roleText"Procurement Professional & Business Owner/spanbr ulspan class="recText"As the Head of Program for the Amadeus-Sabre Business Transformation Program Iain has responsibility for delivery across several large programs and sub projects which makes up the overall Transformation. This Program has penetrating impact across the organisation and far reaching change implications in terms of IT systems, business processes and best practise. Iain drives delivery in a co-ordained fashion across the team, maintains program objectives and the adherence thereto. He manages the responsibility, the team, the deliverables and the supplier with professionalism and tact. /span/ul br span class="nameText"Joe Addison/span Mar 3, 2011br span class="roleText"National Director, Microsoft Infrastructure Optimization at Compugen/spanbr ulspan class="recText"I had the good fortune to work with Iain on a complex development project in Hamilton, Bermuda. Not without its challenges, Iain\'s attention to detail, business acumen and quick wit turned a challenging engagement into an enjoyable, successful outcome. Focused, incredibly driven and a pleasure to work with, I would strongly recommend Iain for any key oversight role./span/ul br span class="nameText"Lothar Gores/span Jan 13, 2009br span class="roleText"Manager: Operations and Support Lead Deloitte Ltd./spanbr ulspan class="recText"I had the pleasure to work with Iain in his capacity as a Program Manager for Appleby for more than two years. He introduced and implemented a methodical approach implementing projects and thereby provided upper management with the necessary tools and instruments to achieve global enterprise standards, goals and budgets. Not only were we able to meet the global directives by implementing IT solutions at the highest level, but also had the "buy in" by the company.br I can highly recommend Iain in the capacity of Program Manager/Director knowing that his coordinated project approach will lead to success both for the technical team as well as the business stakeholders./span/ul br span class="nameText"Martin Sykes/span Feb 3, 2009br span class="roleText"Principal Consultant at PA Consulting/spanbr ulspan class="recText"Iain is extraordinarily passionate about the people he works with and the projects he works on. He is a strong leader, particularly in challenging situations, supporting his team in the delivery of world-class, leading-edge solutions. br I reported directly to Iain on both the Nissan and Port of Felixstowe jobs which, almost 10 years later, I still reference as the two jobs of which I am most proud in my career./span/ul br span class="nameText"Clare Ward/span Jan 25, 2009br span class="roleText"Head of IT, British Airways (Clare is now with Etihad Airways)/spanbr ulspan class="recText"I worked with Iain on an incredibly complex IT transformation programme which was running to impossible deadlines. Iain\'s value came in not just ensuring we had a well thought through and realistic delivery plan but mainly in managing and bringing together a large and diverse group of highly political stakeholders. Despite all the cultural differences, skillset gap and leadership inadequacies he got everyone to pull together to ensure we brought the programme in on time, it was a challenge that many would have failed. I would employ Iain again without hesitation./span/ul br span class="nameText"Addison Schonland/spanMay 25, 2005br span class="roleText"Founder & Partner AirInsight/spanbr ulspan class="recText"This guy is brilliant. A clear thinker with a tremendous amount of enthusiam plus a wonderful sense of humor. He may be the funniest Scot, ever. Work with him once and you\'ll work with him for ever./span/ul'; $trainTitle="Train Crew Scheduling"; $trainBody='img src="http://www.icifm.com/jpg/rail.jpg" align="right" hspace="5px" width="100" border="0" This project represented a major breakthrough in AI-based scheduling. brbr Up until the arrival of our application, producing schedules for a train company\'s drivers and conductors (3000+ crew) which ensured a published timetable was delivered while the crew got home each night, had been thought to be beyond the capabilities of a computer. brbr In the run up to British Rail (BR) privatisation in the mid 90s, the company was looking at ways in which it could improve strategic management. A major obstacle to strategic thinking in BR was the amount of effort required to say ‘what if’ when considering changes to crew working conditions such as a change of crew depot location. Typically it took a train operating company (TOC) approximately six months to produce a set of crew and traction schedules to service the published timetable which itself only covered the following six months. This was despite the best efforts of on average 30 full-time planners (on average) at each of the thirty five TOCs.br br As an example of the problem; in 1995 train drivers in the North West wanted to reduce the numbers of hours that they worked before being paid overtime. After several weeks of frustration waiting for a response from management they went on strike. But management were not unsympathetic to the drivers’ demands they simply needed to evaluate the cost of the change before deciding their course of action. Although the strike meant the loss of millions of pounds every day, the train company was not in a position to negotiate with the driver’s unions for a further four weeks. By the end of the strike the train company had:/p ul liLost over £100 million in revenue/li li A demoralised workforce/li li A significantly depleted customer base/li /ul pAll of this would have been avoided had the train company been able to use an automatic scheduling system which could provide realistic schedules in hours as opposed to months.br br Following an in-depth analysis of the business processes for railway scheduling (itself a process that had not been undertaken for many years) we determined that a relatively new approach to scheduling - Constraint Logic Programming (CLP)- could possibly provide an answer. We were then asked by BR to undertake research and possible development of this system. Iain Maclean led this project from the UK side, working closely with a team from Cosytec in France.br br Over the following three years, our combined team developed a number of new concepts within CLP which allowed us to successfully develop COBRA, the world’s first automatic train crew scheduling system.br br Using agreed benchmarks the results of the system were remarkable, not only was a complete set of workable driver and conductor schedules for the entire region produced within thirty hours, but the schedules were more efficient and of course completely free from human error. The train company could, for the first time, be confident that all crew schedules satisfied operating procedures, safety procedures and union regulations. If COBRA had been available in 1995, it would have meant that there would have been no need for the drivers to strike and the company would have saved many, many millions of pounds. brbr a href="home.php?f=projects"Back to Case Studies page/a';