In this role I lead the establishment and management of business continuity and risk management policies and framework across Networks to improve the management of operational and business risk and drive compliance programs to improve customer satisfaction and product user experience.

Provide Program/Portfolio consultancy/support and act as a key interface to improve the collaboration between Tesltra business units with product portfolios & Telstra Operations including the overall quality & delivery of product initiatives.

The purpose of my role was to:Lead, develop and support process & performance improvements and manage quality related activities to enable the Network & Technology Group to:• Consistently deliver reliable Products and Infrastructure Solutions on time, on budget, to requirements and with the appropriate quality• ensure that the Solutions are supportable, resilient and operate at the required performance levels• management and continuous improvement of the Group's technology delivery methodology (TDP)Accountabilities and responsibilities associated with this role included but not limited to:1. Implement, maintain and improve key ‘fit for purpose’ delivery, lifecycle and business support processes used by the Group e.g. Requirements Development & Management, Risk Management, Testing, Configuration & Change Management, etc. 2. Assist Project Teams to tailor their project's process, to develop their key documents, and effectively manage their Project Reviews throughout the Project Lifecycle. Attend Project & Peer Reviews as the independent Quality Representative.3. Undertake quality assurance assessments and audits, recommend improvements, communicate findings and track their progress. 4. Provide training and communications for staff on quality related processes, practices, tools and techniques. Lead the development and maintenance of Quality related training courses and material.5. Assist groups to assess and improve their process quality, and establish measurement and reporting frameworks and systems to measure performance, improve outcomes and achieve best practice6. Assess and manage the key business, program and project risks related to the quality of outputs and develop mitigation and contingency plans.7. Maintain effective working relationship with assigned Programs, Projects and Groups, assist them with their quality related process and practices, work with them to ensure effective quality management, and drive high levels of compliance.

My role was to provide new momentum and improved process focus by working hand in hand with the individual groups within Technology Banking Australia, to drive delivery excellence and improve the standards of quality and productivity. To achieve this, the role leveraged the Six Sigma methodology from NAB Technology and other processes and tool-sets as well as building strong relationships with the relevant key stakeholders.

The purpose of my role was two-fold, firstly to provide an improved process focus by working hand in hand with the project teams to drive delivery excellence and improve the standard of quality at Infosys Australia and secondly, to transform and align the Australian operation in terms of process improvement, quality and delivery excellence, to that of the parent company in India. To achieve this, the role leveraged the larger Infosys Technologies’ methodologies, processes and tool-sets, and working very closely with the extended Corporate Quality department in India with various people across various geographic locations and Business units.

1. My Primary Role was to implement and then improve a Quality Management System (QMS) for the Data and Online Group, to ensure the processes and standards produce products and services with acceptable quality to the Customers. This was achieved through:- the direct implementation of the QMS based on CMMI (Capability Maturity Model Integrated) model, ITIL (IT Infrastructure Library) model and ISO9001:2000 standard- through working with other Telstra groups, internal and external providers, - through providing direct consultancy, skills transfer and advice to staff and contractors and- applying Six Sigma processes, tools and techniques.The main result of this activity was the development and implementation of the Technology Delivery Process(TDP).2. My secondary Role was to implement and improve the Group’s Six Sigma activities as part of the Corporate Six Sigma framework and using the tools, change management techniques etc. to the Group’s internal quality initiatives.ACCOUNTABILITIES (Primary business outputs set for job) included:• Development and implementation of the Group’s QMS, • Ensure standard processes were in place for all of the Group’s business• Internal Supplier and External Vendor quality assessments• Provide consultancy and support to implement appropriate measures for the Group• Monitor/control/report against plans, compare to benchmarks and best practice• Run/Monitor Reviews and conduct Audits• Promote the use of Six Sigma tools, technique and change management practices across the Group• Assessment, recommendation and implementation of improvement opportunities (operations/process/work practice) to achieve best practice• Training and development to support quality and related initiatives

My role as senior project manager was to deliver projects that involved new clients, existing clients or internal business initiatives.Initiatives delivered include:• Customer service Helpdesk certification to ISO9000:2000• Provided disaster recovery capability to satisfy existing and new contracts• Perform risk analysis on internal initiatives• Perform IT services benchmarking to the ITIL standard to identify gaps/weaknesses for future process improvements• Used the AS/NZS 7799 security standard as a benchmark to introduce security improvements• Introduction of a project management methodology based on method-1 and RUP (Rational Unified Process)

My role as Lead Facilitator was to organise work-groups across the CABA(Customer Activation & Billing Assurance) development organisation, in order to re-engineer the processes with the following goals in mind.- adopt the use of the Capability Maturity Model (CMM) to drive program of continuous improvement.- Provide visibility into the process of Project Management across all development areas (Flexcab, UPS, customer and product DboR)- Integrate Business requirements information with all phases of the SDLC thereby providing traceability, visibility, oversight, engagement, and better customer relationship management- Establishment of Software Quality Assurance process- Develop a framework for objective measurement of project management activities- Develop an organisational focus which defined and integrated software management and software engineering processes that were standardised across the business

In this position I played a key role in managing the total work portfolio of Colonial Information Services by providing the framework to support a large scale program of work to deliver projects across multiple platforms and locations including the development of internal business processes, building project management capabilities and monitoring the performance outcomes. Ensuring methodologies and standards were adopted by fostering ownership and responsibility for project management issues among Colonial Information Services (CIS) Managers and staff.

In this role I was responsible for ensuring the delivery of a quality product to Australia Post (being one of our main clients) based on criteria that were developed and adopted by both organisations. This role was later expanded to include the establishment of the Quality requirements of the ANZ Y2K program. The overall objective of the role was the integration of all processes and the establishment of a continuous process improvement structure in order for the programme to achieve ISO9002 certification. A significant component of the programme was the management of all potential risks relating to the Y2K issue. To this end a risk management team was established to plan, coordinate, and control activities in order to provide an efficient pre-loss plan that minimized the adverse impact of risk on the organization's resources, earnings, and cash flows.