Experience

Seven Consulting

• Australia
• IT Services and IT Consulting
• 100 - 200 Employee

• Program Manager

  • Feb 2018 - Present

  As Program Manager at the ABC, Peter was responsible for delivery of: - A new Radio on-air telephony, SMS & Social media solution for the ABC’s radio networks across the country. This project was mid-delivery, but put on hold as a result of the Covid travel restrictions. - The Integrated Media System (IMS) program, the single largest technology program delivered by the broadcaster. This involved delivering infrastructure, applications, data migration, processes and training across 40 sites and 3000+ users. The team managed consisted of 3 systems vendors, internal technology and content staff as well as over a dozen contractors.

• Project & PMO Manager

  • Sep 2009 - Feb 2018

  - As PMO Manager at the ABC, Peter managed the Integrated Media System (IMS) program, as the program was commencing. This involved developing processes, tools and controls to manage the various workstreams, and program overall, as it implemented into the pilot site and first 2 states / 15 sites. - As Senior Project Manager at Stockland, Peter managed 3 workstreams of a large off-shore Transition project including establishing Infrastructure for new offices and the transition of Helpdesk and Applications teams to these new locations. This involved leading a range of teams in multiple locations and time zones. - As Project Manager at Stockland, Peter led the upgrade to Stockland’s Content Management System (CMS). The scope of this project included establishing new infrastructure, an application upgrade and a sizable data migration element. This also involved managing 4 separate vendors as well as the core project team. - As Project Manager at Stockland, Peter successfully established a Continuous Development / Continuous Integration platform for Stockland’s CMS. This project involved embedding a significant element of process change, as well as delivery of the tools and environments required to allow Stockland to manage multiple website projects and vendors simultaneously. - As Project Manager at Stockland, Peter led the delivery of Marketing Automation for Stockland’s retail websites. - As PMO Manager at Stockland, Peter led the IT Delivery Project Portfolio. Responsible for reporting across all projects, reviewing and establishing processes and standards for project management. - As PMO Manager for Stockland’s Finance Transformation Program, Peter managed 6 workstreams and 18 separate projects. Key responsibilities included Steering Committee Reporting, Financial, Risk/Issue and Schedule Management.



Three UK

• United Kingdom
• Telecommunications
• 700 & Above Employee

• PMO (Contract)

  • Apr 2009 - Sep 2009

  Key Duties and Responsibilities included:• Scope Management. Defining the Configuration Item database (Objects of Service), creating and processing Change requests.• Maintaining and updating the program schedule on a weekly basis. • Management of the program budget. This involved obtaining resource plans for each workstream, obtaining costs and estimates for any hardware, software or resource expenses and combining all these into an overall Program budget. The budget and expenditure projections were updated weekly throughout the program. • Risk, Issue & Assumption Management. Managing an overall program register, obtaining updates and where necessary, driving resolutions.• Contract Schedules. Tracking the creation and agreement of the contract schedules as well as the review and updating of a number of schedules.• Logistics. Preparation for the arrival of 170 staff from overseas including seating, equipment, system access and physical access to sites.• Program Documentation. Creating an Induction Pack, Organisation Structure, Contact Directory and a Document Repository.Key Achievements included:• Consolidating and updating the Configuration Item Database (OoS). The Configuration Item databases were outdated and inaccurate. Databases from the various business areas were consolidated into a single document, duplicates removed and new items added. This document went through a number of iterations before an agreed list was ready. This database formed the scope of the transition. Than details such as support hours, an SME and level of criticality for each object were sought out and added to the document.



Three UK

• United Kingdom
• Telecommunications
• 700 & Above Employee

• PMO (Contract)

  • Apr 2008 - Sep 2008

  SingleView Upgrade & Migration ProgramProgram sucessful, ahead of schedule and under budget.Key Duties and Responsibilities included:• Responsible for assessing the Program Office methodologies and procedures already in place, for improving existing methodologies and implementing new procedures. This also involved creating documentation templates for reports, financials and presentations.• Risk, Issue & Assumption Management.• Configuration Change Management. • Reporting and record keeping.• Project Support. Providing each of the Project Managers with support on Reporting, Finances, Risk/Issue Management, Administration and Methodologies.• Management of the programs budget and finances. This involved auditing expenditure prior to my involvement, obtaining resource plans for each workstream, obtaining costs and estimates for any hardware, software or resource expenses and combining all these into an overall Program budget. The budget and expenditure projections were updated weekly throughout the program. • Vendor Management. Review and adjustment of Work Packages/Statements of Work, collecting and reviewing timesheets and invoices. Creating Purchase Orders.• Maintaining and updating the program schedule weekly.• Administration of Physical & System access for the entire program team.Key Achievements included:• Organised the move of the entire project team from various offices to one new location. This involved coordinating the movement of people and equipment, changing access, phone and network connections while ensuring that the minimum number of work hours were lost.• Tracking asset and resource costs weekly for the entire program and presenting up-to-date financials to the H3GA IT Planning Manager each week. This required working closely with all the vendors and project managers to get accurate and timely costs and estimates.



Telstra

• Australia
• Telecommunications
• 700 & Above Employee

• Project Coordinator (Contract)

  • Dec 2007 - Feb 2008

  Telstra Enterprise and Government PM Capability Review ($100K)Project sucessful, on schedule and under budget.Duties and Responsibilities included:• Created the framework and templates for the PM Capability Review.• Planned and coordinated the review of over 180 resources, from Program Directors to Project Coordinators.• Reviewed and scored a broad range of Project documentation for over 35 Telstra Project Managers and Project Coordinators.• Collated the results for the entire PM Capability Review• Reporting and record keeping. Taking minutes of each meeting and producing the daily project status report.Key Achievements included:• Presented a Score Summary document including analysis of trends and patterns in the results and produced a draft report based on these.



Unisys

• United States
• IT Services and IT Consulting
• 700 & Above Employee

• Program Coordinator (Contract)

  • Oct 2006 - Aug 2007

  Cathay Pacific IT Migration ($13m)Program sucessful, ahead of schedule and under budget.Duties and Responsibilities included:• Configuration Change Management. Coordinating the submission, review and approvals of technical change requests.• Incident Management. Monitoring and coordinating the response to all incidents on the Cathay account.• Procurement. Gathering requirements, obtaining quotes, coordinating approvals and raising Purchase Orders.• Creation, and maintenance, of the resource plan and reporting to the Program Manager weekly.• Documentation. Created new, and updated existing, templates for incident management, service requests and change requests.• Updated & maintained the project information & document repository.• Reporting and record keeping. Providing templates for weekly reporting from each workstream, taking minutes of each meeting and producing the weekly overall program status report.Key Achievements included:• The setup and management of a new daily configuration change control meeting. This involved evaluating changes scheduled for the following 24 hours, which systems would be affected, gathering the necessary SME’s to review all changes, get a consensus on whether the changes were compatible with each other. The result of this was a daily report I made to the Service Delivery Manager. This meeting pre-empted a number of potentially serious issues.• Ran the transition of change control on the Cathay account from Unisys Sydney to Unisys Bangalore. This involved creating training materials, writing documentation explaining the toolsets involved, the processes and reasoning, and training the resources allocated to the task.• Consolidated all the various Hardware and Software support and licensing agreements for the Cathay account into a simple register, with a renewal schedule.