Andy Mitchell Email & Phone Number

Melbourne, Vic, Au

Melbourne, Victoria, Australia

Leading and responsible for the design, definition and documenting of the Support System for the Thales Supplies of the OneSKY Program. This encompasses the identification, design and development of the entire suite of Support Services required for the maintenance and support of the Thales CMATS System within OneSKY. In order to develop this support system, this also requires my input to and guidance of the conduct and progress of the Logistic Support Analysis (LSA) program being done as part of the overall Acquisition Program.

Melbourne, Australia

Vic Chapter

7-10 October 2012. Attended and presented at the National Conference in Melbourne.

Melbourne, Australia

Canberra, Australia

QinetiQ Australia has three prime business domains, one being Government Technology and Industry (GT&I). This domain provides solution services including, a comprehensive suite of business and strategic advisory services, which includes all component aspects of Program and Project management, business management, cost engineering, software development and support, simulation systems development and support and security policy and assessments.As the Operations Manager for GT&I, my role and responsibility is to manage the Business as Usual operations and activity including:• Developing and providing specific input to the strategic planning activities;• Strategic directing input and evaluation;• Strategic goal setting input;• Development of the financial year budgets, plans and forecasts;• Responsibility for the delivery of domain outcomes to achieve the plans and budget forecasts;• Coordinating organisational activities to map to and satisfy the business strategic goals and directions;• Reporting to the executive level on activities, direction, goals, activities and program P/L budget;• Resourcing including the selection and hiring of staff to meet the business needs and expanding work opportunities;• Ongoing training and development of staff;• Accommodation for activities and projects within the program (security, size, ICT needs);• Business Development in the BAU space;All of these activities are to underpin the delivery of the P&L for the GT&I Domain. As the Operations Manager I am the operational delivery principal to the General Manager in the meeting of P&L targets.

Canberra

On joining QinetiQ I was appointed as the Program Manager for the program of Force Structure Review (FSR) activities being undertaken by QinetiQ.

Canberra

Canberra

The TACINT capability is an operational capability which extends the Defence network and services to the Military for the conduct of war operations, peace keeping missions, aid missions or domestically in support of natural disasters. The TACINT end state will see the delivery of a transformed DEFCOMMSTA with a fully integrated TSOC capability. The DEFCOMMSTA will continue to be the boundary between deployed elements and the strategic services maintaining an ‘end to end’ capability.

Canberra

JP2047 Monitoring and Control (M&C).The M&C System supports all of the Service Towers and consists of common equipment and software components used to manage the daily operations of the DTCN. M&C supports the end to end delivery of the DTCN and must integrate with nominated Defence tools and Systems. When integrated with the Defence tools an operational view across all of Defence’s IT services and the DIE is provided.

Canberra, Australia

CDM is an Australian company with company branches located in Melbourne, Sydney, Brisbane and Canberra. CDM principally focuses on ICT and related technology type projects. As a project manager for CDM I and the other folks could be offered the opportunity to project manage any of a wide variety of project types. It is this variation and challenge opportunity that makes CDM a pleasant and challenging workplace.

Canberra, Australia

BAE are seeking assistance in the development, trialling and implementation of a number of measures to enhance its AMSPA Program activities. The scope of this project includes the management, business analysis, functional identification, functional allocation and identification of solution options to assist BAE in resolving their current issues relating to information management and business communication in support of the Company activities of the AMSPA Program.

Canberra

Project Manager, Russell 2:BAN Remediation. This contract is for the design, implementation, commissioning of replacement ICT infrastructure for Russell Building 2 (R2) in Canberra. In summary it is the replacement of core and edge switching, new IP networks, cut-over of users and documentation. The full spread of CDM skills, expertise and competences were used including, Engineering, architectures, technicians and project management.

Canberra

In December 2011, the ANAO conducted an IT User Satisfaction survey, which identified a number of weaknesses in AuditCentral. ANAO is aiming, through the AuditCentral upgrade project, to deliver efficiencies and increase productivity. The project includes: project management; validating current ANAO business requirements; information mapping, the development of a SOR, and the update of the Business Case to enable this redevelopment activity to proceed to its successful completion.

Canberra

This project by CDM is for the Australian Bureau of Statistics (ABS). It is to support the ABS in the definition and possibly subsequent development of an electronic workload scheduler function to support it's on-going business activities.

Canberra

This project was a small activity managed as a project. It was a study assessment conducted by CDM for Airservices Australia. This study was to assess the ASA networks as to the degree of readiness and ability to support the possible introduction of immersive video conferencing.

Canberra

Canberra, Australia

The Rapid Protoyping Development and Evaluation (RPD&E) Program is a joint Defence-Industry research and development type program. The program has a base operating budget of approximately $12M which is supported in specific cases with additional funding for the conduct of some activities which can lead to an annual budget exceeding $20M. Within RPD&E, I am the Operations Manager and am instituting a number of reforms and improvements all of which individually and collectively lead to improvements in process, performance and output efficiency and effectiveness of the RPD&E program. Whilst focusing on specific improvements within the RPD&E Operations area, I have also been very involved in participating and providing guidance in the overall business improvement activities. It has also afforded the opportunity to participate and in some areas to specifically set and articulate the strategic direction that the organisation should consider for the future.This program of initiatives continues to be defined, implemented and evaluated in an environment to achieve constant improvement of the organisation. Activities under evaluation, monitoring and improvement include:• Strategic directing;• Strategic goal setting;• Co-ordinating organisational activities to map to and satisfy the strategic goals and directions;• Reporting to the executive level on activities, direction, goals, activities and program budget;• Reporting to the Program Board;• Resourcing of the core staff;• Resourcing of project staff;• Ongoing training and development of staff;• Accommodation for activities and projects within the program (security, size, ICT needs);• 'Operational' ownership of the program operating budget >$21M;• Bidding for work and dollars and the development/oversight of business cases.

Rpde

Task 32 was in direct support of RAAF aircrew training. With the advent of the Super Hornet, RAAF had an immanent need to augment the Air Combat Officer training. My involvement was to start the project and initiate and resolve the early recruiting before being re-assigned.The team went on to develop, build and field a prototype in consort with industry. That prototype has since been taken by RAAF and formalised into an integrated on-board aircrew training system.

In June 2007, I was selected via competitive selection to fulfil the role as a Project Manager - QuickLooks with the Rapid Prototyping Development and Evaluation (RPD&E) Program. This is a collaborative activity between Defence and Defence Industry and is aimed at directly seeking and involving Industry in resolving and providing solutions to problems and issues encountered by Defence in the introduction and application of new and revised technology with particular focus to the Network Centric Warfare (NCW) or networking of the ADF.The objective of an RPDE QuickLook activity is to provide Defence with a method of obtaining information in a very short timeframe (12 to 16 weeks) in order to clarify or understand a situation or issue before progress with a decision can be made. QuickLooks are used to provide information and insight to deepen the understanding of a particular Defence problem; to inform a pre-first pass acquisition proposal, or to understand, explore and document the options available to bridge a capability shortfall. The role of a Task Manager within RPD&E is similar to those of a QuickLook Manager. A task will generate a physical artefact as the output typically at the TRL 5 or 6 which is supported by a suite of documents. This proof-of-concept or prototype deliverable and the supporting documentation is what is used by Defence to support future activities and ultimately is the genesis for the introduction of new or refined or improved capability. What RPD&E provide is a very quick and succinct way to develop and prove technology or processes or interoperability type problems.

Rpde

The RPDE Task 24 was in response to a very specific problem and question posed by Defence. In essence it was looking if it is possible to gain a measure of overall system assurance given the ever increasing amount, complexity and pervasiveness of software and electronics in general. it was to specifically target complex military platforms witha view to determine if and how levels of confidence could be gained, measured and monitored in the attribute of Systems Assurance.This Task ran within RPDE to the point where significant understanding and progress was made on options that may prove beneficial to measure and assess levels of Assurance. Task 24 developed significant documentation which described the philosophies, options, methodologies that could be applied to systems at concept, design, production and in-service. In support of this, Task 24 also built a Concept Demonstrator that could be used in evaluation and demonstration of the concepts and as a leap point for further investigation.

Rpde

The RPDE Task 28 was in direct support of the Tiger helicopter operated by the Australian Army. RPDE was tasked to identify if and under what options a VMF capability could be added to the Tiger platform without requiring platform re-certification. Over the life of the Task, the team was able to identify two options that would provide and support a VMF capability to the platform in very quick time. In partnership with selected industry, RPDE built two proptotypes that demonstrated each option. Further, the team then explored and identified options, shortfalls, opportunities and challenges for the implementation of a mature VMF capability to the Tiger platform.

Canberra, Australia

Wellington & Wairarapa, New Zealand

Wellington - New Zealand

In December 2005, I was appointed as the Operations Manager for KBR in New Zealand which was based upon my broad experience both in the Defence environment and commercial arena. As the Operations Manager, I was responsible for all operations, bid activities, project delivery and client relations. A significant aspect of my duties was the identification of leads and opportunities and their subsequent conversion to sales and the continued fostering of clients to repeat sales.This position was a digital position with authority to pursue all avenues of business development, marketing, sales, teaming and delivery. This afforded great opportunity but also great responsibility as I was responsible for the setting of the strategic direction that KBR would implement and follow in its New Zealand endeavours. This required the investigation of the opportunities, assessment of the strengths, determination of the weaknesses and analysis of the threats allowing the development of a robust, defensible and appropriate business case to underpin the intended strategic direction of the business endeavour. In order to achieve this result, l was required to undertake all aspects of:• Client engagement;• Relationship establishment and management;• Teaming engagement;• Networking;• Proposal writing and drafting;• Budget development;• Work-up of business cases;• Staffing these through the Co IAW guidelines and rules re P&L;• Project and program delivery;• Tender development and responding; • Tender evaluation as the procurer; and• Contract negotiation and subsequent monitoring.In conducting all of the activities identified above, the position had the additional complexity of bid activities, labour laws, negotiations and contracts being conducted within a fixed corporate structural system but for delivery in an environment which was international, different laws and governances, currency differences and different time zones impacts.

Canberra

This employment activity within the greater KBR, was the design, development and delivery of technical training courses. In this role, I was part of the Company team developing and delivering training under contract to clients within Defence, Government at large and industry. The fields within my training view include:• Project Management;• Project Scheduling (IPSSR);• Risk Management;• Integrated Logistics Support (ILS);• Systems Engineering fundamentals;• DMO Graduate training• Tender Evaluation• Bid and proposal development• Integrated Project Teams (IPTs);• Software Development fundamentals; and• IEEE 12207 Tailoring and application.In addition to the development and delivery of variations and specific tailoring of these training programs for Australian based clients, I also presented specifically tailored versions of these same training programs to:• New Zealand Defence Force;• New Zealand Industry;• Royal Malaysian Navy; and• Royal Thai Defence Forces.To achieve these outcomes I was responsible for all bid development and staffing through the Company process in order to achieve a contractual outcome which met the needs of the client and accorded to the rules and requirements of the Company. This activity included the following types of activities:• Business development;• Client engagement;• Relationship establishment and management;• Teaming engagement; and• Networking;• proposal writing and drafting;• Budget development;• Work-up of business cases; and• Project and program delivery.

Canberra, Australia

I was designated by the Commonwealth as the MWCSS Project Director. This position and role enabled me to further progress and develop my skills and experience in the application of project and program management fundamentals. As the Project Director, I was the subject of additional scrutiny as he was conducting and performing this role as a contracted person. The activities which as the Project Director I was responsible for included:• Strategic directing; setting the strategic direction, actions of the project and the individual activities to be conducted by each of the project staff in order to satisfy the higher level generic guidance contained within the Project Charter;• Strategic goal setting; this was the setting of the goals, milestones and activities of the project and the individual staff in order to assure that the project would satisfy the requirements and the intent;• Co-ordinating organisational activities to map to and satisfy the strategic goals and directions, which also included the organisational relationships, tasking, monitoring of matrix organisations and functions;• Reporting to the executive level on activities, direction, goals, activities and program budget; and• Program level responsibility for:• Resourcing of the core staff;• Resourcing of project staff; and• Ongoing training and development of staff.In addition to management of the Project at all levels, as the Project Director, I was also responsible for the conduct and success prosecution of activities which included:• Client engagement;• Relationship establishment and management;• Teaming engagement; and• proposal writing and drafting;• Budget development;• Work-up of business cases;• Project and program delivery;• Tender development and responding; and• Contract Negotiation.

Australia

During my employment with Technology Australasia, I was been involved in a variety of tasks and held several key responsibilities within the company. I was engaged in contracted project work for the Royal Australian Navy in the Mine Warfare Command Support System. In this project I commenced as the ILS Officer performing the tasks of management of Contractor Deliverables, Transition from Project to in-service, including the drafting of Statements of Work, drafting Contract requirements and the overall control of the delivery of the system from the Contractor to Navy for ILS aspects. This project involves all ILS activities for hardware, software, training systems, development and certification of training aids, data and documentation. An element of the acceptance from the Contractor is the validation and verification of LCC data inclusive of spare/repair parts assessments, maintenance activities and support requirement assessments. Prior to this I participated in the Electronic Warfare Self Protection System Project, specifically within the doctrine of Requirements Engineering and Management leading to the drafting of technical specifications for the modified Aircraft Simulators and several specialised Support Systems. Preceding this, I made substantial contribution to the ILS aspects of the Lead-in-Fighter (LIF) project. Here I was responsible for the determination, drafting and specifying of support requirements for the LIF. I was also involved in the tailoring of the task requirements associated with MIL-STD-1388-1A/-2B and the subsequent LSAR. Using my technical background, I also drafted the initial aircraft specification for the Fatigue Article Aircraft.As a corporate task,I was responsible for the evaluation, implementation and support of requirements management software tools, Vital Link and Xtie-RT, within the suite of tools utilised by Technology Australasia. I also provided a research service to Principal Consultants of the company.

20 Years in the RAAF in the field of aircraft maintenance and engineering.