Reporting to Vice President Major and Regional Projects, I was responsible for oversight of Owner’s and EPC subcontractor schedules;• Planning and scheduling of electrical transmission and distribution projects from Needs Analysis through, Concept, Engineer, Procure, Construct, Commission to project close-out• Integration of Owner’s, Major EPC subcontractor and sub-subcontractor’s schedules• Status collection, monitoring, analysis and reporting of schedules for multiple stakeholders, including the regulator, with a stake in asset delivery• Schedule risk and opportunity analysis and reporting• Ad-hoc schedule analysis and reporting

Reporting to the Area Asset Manager and the Vice President of Asset Delivery, I was responsible for oversight of a team performing the following;• Planning and scheduling of all new packages of work for the Asset Delivery and Land Access teams• Integration with the schedules for the engineering, lease construction, gathering construction and drilling functions• Status collection and weekly reporting for the Upstream Asset Delivery schedule• Schedule risk and opportunity analysis and reporting• Ad-hoc schedule analysis and reporting

Short-term consult reporting to the General Manager for Capital Productivity and General Manager for Capital Allocation, I was responsible for developing, tailoring, educating, implementing and embedding improvements to Program and Project Management frameworks. This work largely involved engagement with Queensland Rail Divisional Managers to sponsor further engagement with functional managers for the purposes of gap analysis and improving program and project management processes. Work involved but was not limited to the following;• Developing and embedding a Portfolio, Program and Project (P3) Management Model• Developing Program / Project Management Philosophy documents• Developing Program / Project Management artefacts and templates, eg Project Management Plans, Risk Management Plans, Stakeholder Management Plans, etc• Developing the Project Risk Management ‘Touch Map’ (tool).• Facilitating many risk identification and risk management workshops• Facilitating many risk pricing and bid workshops. Assisting bid teams.• Assisting in the development of the Capital Allocation / Capital Request templates and embedding / training packages for such• Assisting delivery of the above training packages• Integration of the Program / Project Management function with the Capital Value Management (CVM) and Portfolio Management functions

Reporting to the Programme Board of GHD (Supplier) and Santos / Petronas (Client), I was responsible for the establishment, monitoring and reporting of the GLNG Pipeline FEED Project. Responsibilities included;• Creation of the Work Breakdown Structure (WBS), Responsibility Assignment Matrix (RAM) and Earned Value Techniques (EVT) artefacts for approval by the customer prior to schedule build;• Planning all Work Packages with budget ($ and Hrs) estimate with Cost Account scope owners• Build of the Pipeline FEED schedule in PrimaVera P6;• Creation and integration of the Cobra cost file with P6 via mirrored WBS coding;• Weekly internal monitoring and reporting of the project• Monthly preparation of all external project artefacts including Earned Value (EV) performance metrics (SPI, CPI, variances) Earned Value (EV) progress payment invoices, project actual cost files, P6 schedule copies.• Training all Cost Account Managers on Work Package estimating, cost controls, EV performance management and variance analysis and reporting

Reporting to the Programme Board, I was responsible for the establishment, monitoring and reporting of approximately 20-25 global subprojects in the Information and Services Technology Project Management Organisation. I was assigned to the ABS Programme for Business Solution (BS), Solution Delivery (SD), Process System & Integrity (PSI) and Transition Support (TS) projects. My primary responsibilities included the following:• Establishment of new projects, build and development of new schedules, and monitoring of schedule integrity;• Critical path analysis & identification of potential issues and impacts to the global Rio Tinto business;• Working as part of the manag't team to model and develop effective methods of corrective action for schedule variance & recommendation of solutions for improvement;• Development of key metrics to show the status of project delivery, meeting with various Project Boards to analyse and approve or otherwise, new projects and seek budget approvals;• Development and training of Project Management control processes & reporting including the development of projects Work Breakdown Structures (WBS), risk management techniques, issue management, lessons learned, earned value techniques (EVTs eg SPI, CPI, CV and SV) and progress reporting.• Assist Team Leaders in the development of sound estimates for various scope items prior to seeking budget approvals;• Monitoring of project performance, integration, systems, and resources for the projects.• The development and assistance in the development of various programme artefacts such as the Risk Management Plan, risk logs, issues logs, action items logs, standard weekly subproject status report;• The scheduling and chairing of risk identification workshops, lessons learned workshops and coaching Team Leaders in Project Management methodology (eg creating lessons learned log items to be managed as assets for use prior to commencement of new scope items/subprojects, interpreting EV data).

Functions have included the following;• Earned Value Management System (EVMS) implementations• Project recovery planning• Program replanning• Scheduler and cost analyst mentoring and assessment• Capability management support for various operations, • Peak load support to projects, eg quarterly Estimate At Complete (EAC) support.• Employed within the Boeing Aerospace Support Centre, Amberley Project Planning & Control team. Member of the Project Management Organisation of the Wedgetail Airborne Early Warning & Control (AEW&C) surveillance aircraft modification program, F-111 C07 software development program, F-111 Fuel Tank Refurbishment Program and the F-111 Fuel Cable Replacement Project.• Functions have included, but are not limited to the following;• Routine preparation of fiscal month deliverables (Cost Performance Report and Integrated Master Schedule, various project metrics)• Quarterly Estimate At Complete (EAC) forecasting, estimating, pricing, review and delivery• Work authorisation for project work packages• Baseline schedule rolling wave planning and ad-hoc baseline maintenance• Status reporting - Cost Performance Index (CPI), Schedule Performance Index (SPI), Cost Variance (CV), Schedule Variance (SV)• Variance analysis• Resource profiling and 'what-if' scenario analysis• Risk and opportunity analysis• Program Earned Value analysis for program progress payment invoicing to customer• Program schedule critical path analysis