Anthony Wood Email & Phone Number

Australia

Project Management Practice Enhancement

Sydney

Sydney, Australia

Responsible for the initiation of the Central Programme Management Office at the University, whilst simultaneously delivering programs of work that support achievement of the University's strategy.The team I led delivered projects including centralisation of student administration (3 year program, eight projects completed June August 2017), research based projects involving the transition of research teams into the University, assisting with research infrastructure build, assisting with operating model development. The Central PMO consists of practices in programme and project management, organisational change management, business process improvement, planning and scheduling, portfolio management and reporting.

Sydney, Australia

Responsible for the Program delivery management practice at the University. In partnership with the Faculties, Schools and Professional Service Units, to deliver a high quality program management practice from acceptance of new projects via the EPMO managed pipeline to program startup, lifecycle management and successful delivery of expected outcomes.

Sydney, Australia

Responsible for the program management practice for the start up of the Group Procurement (Non-Trade) Transformation program.

St. Leonards

Responsible for Programme and Project Management practice for group-wide business transformation programmes.Setting Project Management method, standards, governance design, process, tools. Managing governance processes to establish & maintain a smooth working rhythm.Programme and Project management performance including planning, scheduling, reporting, financial control and benefits realisation and risk management.Quality assurance throughout the programme/project management lifecycle.

495 Victoria Avenue, Chatswood

Design & implementation of Project and Programme Management methodology tools and processes, including planning, scheduling and schedule management, status reporting, financial control, benefits realisation and validation. Project performance reporting, including status, risk management an benefits realisation. Project assurance through stage gate control.

Programme Manager OneSteel. OneSteel/Smorgon Steel post acquisition integration - I was asked to work with OneSteel to assess and advise on the function and operation of the Programme Management Office to establish the working rhythm of the programme. I managed the PMO for the duration of the programme which successfully delivered target synergies ahead of schedule.My role also included advising the CEO and Executive Team on the integration and how to interpret the impacts being experienced, i.e. what is typical and what atypical. Shared Services Programme - in Partnership with the EGM HR, design, set up an management of the programme to redesign the support services function.Partnering the Chief Legal Officer to Project manage the acquisition of Moly Cop businesses in North America $900m+ acquisition.

Sydney

Programme Director responsible for delivering several large post acquisition integration programmes including RACV/NRMA Alliance, CGU integration, SGIO/SGIC integration. Also delivered a range of operational improvements including process re-engineering and cost reduction.Programme Director, Personal Insurance Optimisation Programme:Cost reduction programme aimed at variable expense reductions.Target $70 million, achieved 86%.Programme Director IAG Group re-design Programme design phase:Programme aimed at simplifying/reducing work in the customer and back office processes. Result - design identified 1200 improvement initiatives, and $120 million of benefits.Programme Director RACV Alliance Integration:IAG had entered a joint venture with Royal Automobile Club of Victoria (Victoria’s largest property insurer), via an entity called Insurance Manufacturers of Australia (IMA). This was the programme to build and implement the new back-office operating model.The program delivered the new model in nine months which included, integration of product sets, significant change to IT production platform, facilities rationalisation, staff training, IT infrastructure roll out to RACV retail network, network upgrades, stakeholder management, implementation management and post go-live management. The program was implemented with minimal disruption to either organisation.