Hi, I'm Barry.

I help social housing providers deliver important strategic projects by providing project managers with social housing experience, along with offering training and coaching.

I have created an easy to use template for starting a project which I have found works great for social housing providers. You can get a free copy of this template and all the other templates that I use by clicking the link below. I will also include the Social Housing Project Framework which will show you the easiest way to get projects done. All the templates are free to use and can be completely customised such as adding your logo. I hope they help you get projects done.

Get the Project Start Up Template that I use to get my projects off to the best possible start for FREE.

Hello, I am Barry Hodge.

I am project manager with over 15 years experience. I have delivered lots of projects for numerous companies across many different industries and my passion is helping social housing providers to get projects done. This in turn enables to them to provide great services and support to so many people right across our community. 

Rather than this be a typical about me page it will instead be about you and your projects.  

If you have answered yes to any of these questions below then I can help you.

  • Do you have a project that is stuck?  
  • Do you wish you could do projects better?  
  • Do your projects never seem to end?  
  • Do you have lots of change happen but don’t know what to do first?  
  • Do you find it difficult to have enough resources on your project?

"If you have answered yes to any of these questions then you are in the right place."


Why Social Housing Projects Are Important

Millions of families across the country benefit from social housing. Unfortunately there are thousands more families on a list waiting for social housing to become available.  

The reality is more social housing needs to be built along with maintaining existing houses. This combined with other vital services that they offer puts a tremendous strain on social housing providers.  

It is therefore critical for social housing providers to be as efficient as possible so they can continue to deliver vital services and more homes.  

The way social housing can be efficient is to continually change and improve services. They can do this is by ensuring projects get completed on time and within budget.  

However it is not quite as easy as that. When an organisation wants to do projects better they simply hire professional project managers and follow a complex project process.  

What happens when social housing providers take this approach? Projects end up getting stuck very quickly. This is due to a wide variety of reasons. One of these is not hiring any project professionals and just sending people on a Prince2 course. Another is copying the project processes of other organisations.  

The result is projects don’t get done so Prince2 is dropped and Agile takes its place. However projects still do not get done.  

So why is this?  

The reason this keeps happening is due to the complex environment that social housing providers operate in. Most organisations have customers, shareholders, employees, suppliers and possibly a regulator.  

For social housing is so much more complex with multiple regulators, government, councils and numerous other bodies who can at a moments notice make changes. This can be anything from removing funding through to changes in policy. Who can remember the recent rent reduction that the government introduced.  

The reality is social housing operates in a very complex environment and adding a complex project process will just slow down and in some cases stop projects getting done.  

With a limited ability to adapt quickly to change the result is more complexity gets built in. One thing that is always great to see is how helpful people who work in social housing are. They will always find a way and will go out of their way to help anyone. This is great but this can do approach can result in more complex ways of working as manual work arounds are put in place.  

So what is the solution?  

Well there is no magic pill that will make any organisation better at delivering projects overnight. It takes time and commitment to deliver projects in any organisation but there are things you can do to make it easier.  

The first thing to do is not implement a complex project process that uses lots of jargon. Keep it simple and have an easy to use project process  

* Keep it simple - Have a project process that is easy to follow * Remove jargon - Use words that everyone will understand * Templates - Have easy to fill in templates that are quick to fill in * Less is more - Do not have long templates or hundreds of them * One Bite at a time - How do you eat an elephant? One bite at a time. Try not to change everything at the same time  

I have created an easy to use template for starting a project which I have found works great for social housing providers. You can get a free copy of this template and all the other templates that I use by clicking the link below. I will also include the Social Housing Project Framework which will show you the easiest way to get projects done. All the templates are free to use and can be completely customised such as adding your logo. I hope they help you to get projects done.

Project management experience 

2015 - 2017

Set Up New Project Management Function

Knightstone decided in 2015 that it needed a project management function to take on the delivery of strategic business projects. This was as a result of a large programme that had been active since 2012 and was struggling to make progress. Therefore implemented a new project framework and produced document templates for each stage of the process. The framework created is bespoke and uses elements of both waterfall and agile scrum. The end result is projects are able to quickly progress through the new framework and the organisation is able to realize the benefits of the project sooner.

2012 - 2015

New Project Management Framework

Having struggled to deliver projects without any professional project managers was the first Project Manager hired by Bromford with the remit to deliver business change projects. Upon joining set out a vision that it takes more than just hiring a project manager to successfully deliver projects. The first project was to introduce a project framework along with a potential project structure which included a number of project roles.  

After recommendations Bromford recruited a number of project managers, business analysts and project support personnel. This recruitment combined with the 12 step approach to project delivery resulted in Bromford seeing a rapid increase in the amount of projects delivered. The 12 step is waterfall approach to project delivery that included a full suite of project document templates ensured all projects followed the same process. The advantage of having all projects follow the same process is it makes it easier to assign limited resources to projects and have a clear understanding of progress.

2011 - 2012

Patient Drug Ordering and Distribution Software

Managed a project in partnership with the pharmaceutical company AstraZeneca that enables the ordering and distribution of high value medication products under the Patient Access Scheme for NHS hospitals and the list price order method used by private hospitals. The project involved the development of both warehouse and financial systems to ensure rapid product distribution and robust financial and stock control. In addition to the development of an ordering solution by a telephone contact centre the project also developed a web application for all NHS and private hospitals throughout the UK to place and manage their orders. In total there were 30 software developers on the project working a total of 950 days. While the project had very tight timescales it was delivered on time.

2006 - 2011

Data Centre Build 

It was identified that the Co-op needed a back up data centre to support the organisation in the event of a major disaster affecting the main data centre. The project was to build the new disaster recovery data centre and this involved the site identification, design, layout, construction, installation and commissioning. The project involved the management of many different skilled individuals from builders and electricians right through to network and IT infrastructure personnel. The project was completed on time and under budget.

2005 - 2006

Reverse Logistics 

Managed a project that successfully sped up the return process of a mobile phone handset from the moment it was returned in a store by the customer right through to it arriving back with the manufacturer. The project required the creation of a piece of software that could calculate based on the type, model, age, manufacturer and the network if the item could be returned and who it would need to be sent to. This software was written in Java and provided a front end to the logistics team who could change the business rules as and when supplier contracts changed. The software then integrated into the warehouse JD Edwards ERP system so the warehouse would also know how to process the handset when it arrived. The project was so successful in improving warehouse efficiency that it reduced the number of warehouse staff from 7 down to 1.

My Biography

Growing up in the UK I was a typical boy interested in all types of vehicles from cars through to planes with a healthy interest in Lego (the best toy ever invented). As I got older this interest led me to joining the Air Cadets. Then after being taken for a trip in two-seater Chipmunk aeroplane one sunny Saturday afternoon I was sold and wanted to join the Royal Air Force. 

After leaving school I got to realise my dream of combining my passion for technical challenges (the Lego thing) along with my interest in vehicles by joining the Royal Air Force as an electronics engineer. From fixing satellite communications through to air traffic control systems I started to learn the importance of planning, scheduling and efficient use of resources. Later in my career I started to learn about project management and how controlling the work led to faster completion of tasks.

This led to me wanting to learn even more about project management so in the summer of 2003 I started my degree in project management and left the Royal Air Force to pursue a career as a Project Manager.  

My career as a project manager has resulted in me successfully delivering projects for a wide range of companies in a number of different sectors. From Pharmaceuticals and Housing through to Retail and Distribution.

Along the way I have learnt many different tricks and techniques to make delivering projects faster and easier. My aim with this site is to show you some of these techniques so you can enjoy the same success that I have had with delivering projects that make a difference.