Experience

Protegic

• Australia
• IT Services and IT Consulting
• 1 - 100 Employee

• Principal Consultant

  • Sep 2021 - Present

• Senior Consultant

  • Nov 2013 - Aug 2021

  Protegic provides Total Project Management Services from Strategic advice through to Delivery, ensuring the customer achieves the best possible investment outcome. The Pillars of our Total Project Management are: - Strategic Program and Project Consulting - Program and Project Delivery - Project Assurance, PMO and Governance - Mentoring and Coaching



CitiPower and Powercor

• Australia
• Utilities
• 700 & Above Employee

• PMO Consultant

  • Aug 2018 - Present



AusNet Services

• Australia
• Utilities
• 700 & Above Employee

• Portfolio Master Scheduler

  • Aug 2017 - Jul 2018



TelstraSuper

• Australia
• Financial Services
• 200 - 300 Employee

• Project Manager

  • Nov 2016 - Jul 2017

  Within the Financial Planning business unit, we are currently experiencing significant inefficiencies in the provision of advice, impacting on our ability to deliver “more advice to members”. Project ZAP is looking at opportunities throughout our member’s advice journey to streamline this experience including the delivery of key advice documents to members. The project consists of 5 workstreams who have been tasked to workshop improvement initiatives, identify key benefits that could be realised, and drive these initiatives through to implementation. Our key deliverable is a redesign of our SOA (Statement of Advice) document which we’re hoping if re-engineered effectively will allow for higher turnaround in productivity and release capacity for our “front of house” staff, our Advisers, thus allowing them to service more members. A thorough redistribution of tasks across 3 key roles will be a significant contributor. Influences from both Waterfall and Agile methodologies were incorporated to ensure the most pragmatic outcome was achieved. Key activities: • Governance and Quality Assurance • Providing leadership and direction • Scope definition • Project planning and schedule Management • Resource Management • Financial Budget Tracking • Risk and Issue Management • Leveraging Subject Matter Experts to ensure content effectiveness • Stakeholder management • Facilitating weekly project and SteerCo meetings • Regular project reporting • Build and maintain Vendor Management relationship • Coaching and Mentoring Show less



NAB

• Australia
• Banking
• 700 & Above Employee

• PMO Manager

  • Oct 2015 - Jun 2016

  New Payments Platform Program - Financial Crime Project To manage, lead and coordinate the Project Management Office operation within the Financial Crime Project as part of the New Payments Platform Program. The role includes responsibility for managing the PMO and all processes such as quality/control, communication, stakeholder management, people leadership and knowledge harvesting in the Delivery Management phase. The role provides PMO leadership across the project with significant financial investment, broad resource demands and extended delivery timeframes. It requires the development of deep working relationships with a large number of vendors with multiple/competing offerings, while operating in a complex stakeholder environment across multiple lines of business. The scale and complexity of NPP warrants highly disciplined use of systems and methods to be able to meet the release and program objectives. Key PMO services: - Governance and Quality Assurance - Schedule Management - Resource Management - Financial Management - Risk and Issue Management - Reporting - Project Change control - Dependency Management - Procurement Management - Vendor Management - Integration between Project PMO to Program PMO - Coaching and Performance Management - General support to the Project Director Show less



SA Power Networks

• Australia
• Utilities
• 700 & Above Employee

• Consulting IT PMO Manager

  • Dec 2013 - Mar 2014

  Assignment : Programme and Project Management Delivery Capability Uplift A key member of the Protegic team engaged to establish a PMO, defining the functions required, embedding process and training/mentoring staff in performing their roles. The following deliverables were met within 3 months onsite: - Implemented a change management process in order to apply the appropriate control to the Capital plan, facilitating review meetings and guiding each change request through to resolution - Reviewed the current stage gating process and designed a Project Deliverables Matrix template (including RACI) to assist Project Managers in applying the appropriate governance for their project classification - Designed, conducted and documented a “PMO Consultation” session with each of the Project managers (20+), providing an introduction to the new IT PMO structure, stage gate briefing and IT PMO SharePoint site familiarisation - Created the overall document repository structure on the IT PMO SharePoint site to ensure central repository is adding value and providing a consolidated view for all senior management and all stakeholders - Provided an improved Monthly Reporting process and pack template for IT Delivery - Documented the existing Risk, Dependency and Lessons Learned strategies, providing recommendations for each. - Produced the following “review and recommendations” documents: - Dependency management strategy - Risk management strategy - Lessons learned process - Project health-check strategy - IT PMO performance metrics The role completed with the successful handover of the IT PMO to the newly appointed IT PMO Manager. Show less



AIG

• United States
• Insurance
• 700 & Above Employee

• PMO Manager

  • Mar 2012 - Feb 2013

  Project Monet – Legal Entity restructuring “Largest and most complex Insurance transformation in the history of Europe” “The European restructuring programme is both huge and unprecedented in scope, involving 34 European regulators, as well as regulators outside Europe, and managing a myriad of notification requirements to policyholders (including 2.4 million direct policyholder communications) and registrations with governmental and other bodies throughout these countries. More than 300 people across the global organisation have been involved in the success of Monet”. My role in this £45m project was to set up and manage the complete end to end PMO Governance structure. This massive, multi-workstream organisation was spread across 26 European countries and had an extremely critical implementation date of 1 December 2012. Within the first 3 months I successfully forged relationships with key stakeholders and implemented the required tools and processes to gain the appropriate control. This included designing 19 separate project plans (by country), each containing 7 workstreams of tasks and milestones. The biggest improvement I managed to introduce to this immature PMO, was building a SharePoint site and training all workstreams on using it to manage their deliverables successfully. For further descriptions on my specific skills, please refer to sections below, namely Planning expert, RAID & Change management, Quality Assurance/Governance, Document creation, Control and Reporting, Resource profiling & Financial management and Stakeholder management. Show less



Barclays

• United Kingdom
• Financial Services
• 700 & Above Employee

• PMO Manager

  • May 2011 - Nov 2011

  Lead PMO for Core Bank programme within a key Cash Management Portfolio; particularly Core Bank for US project and leading Core Bank Germany project through to Implementation. • Primary accountability for the establishment and effective execution of E2E project/programme management processes on behalf of the project/programme managers. • Planning expert: o Delivered project plans to quality, defining and implementing appropriate controls to manage the schedule and effort variances o Monitored and resolved schedule variances/conflicts or impacts to critical path o Facilitated all planning workshops • RAID & Change Management: o Ensured project risks, assumptions, issues and dependencies were logged to required quality, effectively monitored and escalated to appropriate forum, facilitating weekly RAID reviews o Managed the overall change control process, ensuring change requests were raised according to change framework, and effectively approved, impact assessed and monitored until implemented, facilitating weekly Change Board calls • Quality Assurance/Governance: o Ensured project artefacts were at the required standard set by the Change Governance Framework, as well as the company standards; and advised improvements based on best practise. o Facilitated all Project Governance Management/Steering meetings o Effectively co-operated with Standards and Assurance team who conducted a project audit, achieving successful results on behalf of Core Bank Germany project, contributing to their Go-Live Readiness report presented to the Cash Portfolio Director • Document Creation, Control & Reporting: o Ensured key project documents were written and signed off for each Gate progression from initiation to implementation, including Project Initiation docs, Plan, Project Closure Doc and Lessons Learnt; all stored on SharePoint • Stakeholder Management: o Developed and maintained trusted relationships with key stakeholders Show less



RBS

• United Kingdom
• Banking
• 700 & Above Employee

• Programme PMO

  • Feb 2010 - Feb 2011

  Management reporting: • Owned all status reporting requirements for the Programme, weekly highlight to Monthly Dashboard • Ensured reporting was complete, sensible and submitted on time, writing overall Programme status • Managed overall programme actions, issues, risks and dependencies MS Project planning • Performed a support/training role for MS project planning within the programme • Assisted Project managers with accurate use of in-house reporting tool (Plan-IT) • Scheduled all workstream Steering Committees, team meetings and governance meetings • Managed Funding document requests, which involved international conferencing calls, milestone setting, resource profiling according to budget sought Resource Management: • Ensured Resourcing tool (Harbour) was up to date with Programme’s requirements • Created an advanced spreadsheet with combined functionality to support resource allocation, budgets, project codes, cost centres, forecasts vs actuals, metrics and graphs • Managed recruitment of new joiners, submitting role requests, scheduling interviews and onboarding requirements, i.e. software requests, etc General: • Formed business relationships with key stakeholders in each function/department • Covered for Programme Manager/Project Managers when out of office • Supported PMs/BA’s/Workstream Leads with adhoc tasks Show less



LCH

• United Kingdom
• Financial Services
• 300 - 400 Employee

• Resource Analyst (PMO)

  • Oct 2007 - Nov 2009

  Resource & Capacity management: • Responsible for providing visibility of Resource levelling by department, by team • Produced monthly Board level reports capturing resource statuses from each area within the company, comparing supply vs demand • Acted as the first point of contact for Resource management processes and support Management Reporting: • Various monthly timesheet analysis reporting for IT Executive Committee o Project effort, project cost, by department, by team o Trends for overtime, sickness • Comparative analysis reports o Predicted vs actual trends to monitor resource effort for project work and BAU • Compiled and delivered informative presentations at our IT Department monthly meetings MS Project planning • Performed a support/training role for MS project planning, including implementation of 2007 version • Conducted analysis of completed projects, to produce high-level estimates for new pipeline projects Process improvements: • Implemented robust resource management tools and processes to ensure consistency across all departments Achievements: • Conducted an evaluation of all current resource processes within LCH, and prepared a document stating my findings, including recommendations in each area • Created advanced Excel-based report templates, combining various analytical styles/charts Show less



Morgan Stanley

• United States
• Financial Services
• 700 & Above Employee

• Project Co-ordinator

  • Oct 2006 - Sep 2007

  I was part of the “Straight Through Processing Project Group”. We managed and supported various IT projects. I coordinated a group of 50 resources from London, Brooklyn and Chennai working on 6 projects. Project Work: • Working with Project Managers to set up plans on MS Project • Updating plans on a daily basis • Running global Interactive plan update conference calls Resourcing: • Responsible for daily resource allocation using a resource pool • Running and maintaining weekly resource schedules Reporting: • Producing weekly status reports • Compiling presentations for monthly dashboard meeting • Producing monthly risk report • Producing weekly & monthly milestone reports Achievements: • Developed new starter process on a SharePoint site to help new joiners become familiar with the company and team • Covered for various members of senior staff while they were on holiday/training Show less



bp

• United Kingdom
• Oil and Gas
• 700 & Above Employee

• PA/PMO

  • May 2005 - Oct 2006

  Working on a $40m a year data warehousing programme which was globally based with main office locations in Chicago, Houston and London. The programme employed up to 130 resources at any one time in various roles from Developers to Project Managers and Solutions Architects. Project Work: • Assisting in the creation of project plans • Central point of contact for all project managers Reporting: • Collating weekly project status data for Project Director • Compiling presentations for global meetings SharePoint Portal: • Administration and maintenance of the SharePoint site including directory structure and user access rights Event Management: • Booking venues for conferences • Hosting team social events Achievements: • Compiled a new starter welcome pack to enable the onboarding of new joiners to the programme to run smoothly • Coordinated 2 office moves for a team of 50 people Show less