Chris Siebert Email & Phone Number

Bozeman, Montana, Us

Bozeman, Montana, Us

Accountability for the Professional Services team and delivery function for the South African business. This includes supporting the sales function in pre-sales efforts while also ensuring that the appropriate level of planning is taken to grow the South African Professional Services business.

Bryanston, Johannesburg, Za

Accountable for establishing the strategic direction and supporting the organisation’s Professional Services offering at Group level. This includes both the go-to-market as well as the operational delivery components of Dimension Data’s Professional Services offerings.Go-to-market• Standardised the offering-level components of Dimension Data’s Professional Services portfolio.• Created and consolidated Dimension Data’s PS value proposition as well as sales-focussed collateral.• Developed Professional Services-specific sales enablement training collateral to both define the individual PS offerings as well as assist sales in defending and closing the PS sale.• Defined and established an opportunity-level review process (between PS and sales) to ensure that we maximise our PS attach (sell) rate.• The abovementioned initiatives, amongst others, have led to an increase in PS (bookings) attach of approx. 1.5% over the last 2 quarters (on the back of an all-time company low for this metric).Operational Delivery• Defined and initiated a programme to assess and improve project and programme management capabilities through a 4-tiered model addressing Certifications, Individual Performance, Internal Dimension Data Requirements and Personal Skills.• Initiated a programme to collect, review and post Professional Services best practice initiatives to a centrally-accessible location that is available across all regions.• Defined the Project Management Community of Practice (CoP) to support and enable the improvement of our client-facing project, programme management and PMO capability.• Standardised the role descriptions, requirements and capability expectations for the project management job family across all regions.

Bryanston, Johannesburg, Za

Accountability for the profitability of professional services across the MEA region. The main focus of this role included the investigation and intervention across the MEA region in order to improve the quality and profitability of the professional services that we offer. This role further included overseeing the MEA PMO of which the main focus was to ensure alignment not only across all MEA regions but also to ensure alignment with the Group PMO. A further responsibility included client interventions relating to PS escalations with the focus on ensuring that the appropriate corrective actions are applied to the problem at hand, ultimately leading to increased client satisfaction. Major clients assisted were Alexander Forbes, MacSteel and Growthpoint.Key initiatives implemented• Ensuring that the right fit of candidate is recruited into the organisation through a defined and structured interview process.• Drove the creation and implementation of a Base Competency course and exam to train Dimension Data PMs on what the organisation’s expectations were for the role and where to find the appropriate job-enabling information.• Developed and implemented an inter-regional costing model to assist with cross-territory resource usage and billing.• Established a relationship with a PM Contracting provider with agreed rates that, over the space of 12 months saved Dimension Data approx. R700k in contracting fees.• Implementation of a client satisfaction system for Professional Services• Development of a PMO-as-a-Service offering• Implementing and driving business-critical financial reporting metrics.

Bryanston, Johannesburg, Za

During this role was selected to be part of the Key Talent and Emerging Leaders programmes as well as the Dimension Data Leadership Forum.Managed a team of 38 resources across 5 direct reports, with overall accountability for the following functions;• MEA PMO – Overall PMO Governance and Support function. Key successes was the raising of the PMO’s function and visibility within the business as well as the overall management and implementation of several support and systems initiatives.• Outsourced PMO – Responsible for implementing outsourced PMOs for 2 of our largest outsourced clients. For both clients the team was the single point of contact for all PS-related quotes and delivery. Key success in this space was the quick implementation turnaround times that have resulted in the O-PMO being the single point of contact across the PS initiatives.• Programme Management – Key success as part of this role was the implementation of a more dynamic pricing model for projects and programmes, as well as implementing a structure where the programme team was the central point of resource overflow requirements for all the business units.• Internal Delivery – Responsible for delivery of all internal projects across various Dimension Data business units (internal and go-to-market).• Managed IMACD Team – Creation of a central team who were used to execute managed IMACDs for selected outsourced clients. Key success was the effective use and cross-skilling of IMACD coordinators to reduce the per-use cost of IMACDs.

Bryanston, Johannesburg, Za

• Project services office manager for Dimension Data across 3 Lines of Business – CIS, DCS and Security.• Responsible for the overall coordination and alignment of project management activities across the 3 Business Units.• Line management of the 3 groups of project managers and administration teams.• Responsible for meeting the PS operational, commercial and client satisfaction targets while driving the improvement of PS margins across the teams as well as introducing efficiencies in the working processes for the project managers.• Proactive engagement with the BU services managers to align with their operational processes and also engaging with the central PMO to provide input to the business’ Primer PS methodology.• Escalation management of project-related issues and subsequent coordination of client-related communications.• Ensuring an accurate and useable presales model was created, used and understood by the business.

Bryanston, Johannesburg, Za

• Accountable for the FY09 PS budget and the associated billing to achieve target. The role required active and in-depth control of project reviews and maintenance of all project related financial information in order to provide a consolidated view of all PS projects within CIS (between 120 and 160 active projects at any one time – maximum backorder of R40mil in services).• Producing and reporting on accurate and reliable forecasts for PS billing.• Line management responsibility for the team of project managers and project administrators. This responsibility involved areas of team management, providing job-specific guidance, career planning discussions and review of performance against KPI metrics.• Control and approval of all pre-sales proposals ensuring that a presentable and accurate proposal was produced by the project management team.

Bryanston, Johannesburg, Za

• Programme manager for various clients including Supergroup, Medscheme and Nedbank implementing products such as Avaya, NICE and Genesys.• Delivery of the ETC project in Ethiopia. Experience gained in delivering a project with remote teams as well as within a radically different culture.• Dedicated programme manager for the Standard Bank GT-X project from inception through to phase 2. This included related aspects of Genesys and Avaya applications. Initial programme valued at R22mil (services only) that ended up at R27mil with change requests. Project ended off with the GP% well within defined KPIs and an excellence award nomination was also received for the work done on the project. Core experience was gained within the area of software development lifecycles and best practices as well as running a team from a programme perspective.• Implementation and control of a rigid pre-sales process that allowed for proper specification and control of pricing for pre-sales engagements. The primary benefit of this initiative was a significant decrease in the take-on of loss making projects by CIS during FY08.• Project manager for Key Clients such as Hollard Insurance, Medscheme, Exclusive Health, Discovery Health and Europ Assistance. This included both project delivery as well as pre-sales scoping and pricing. Team sizes ranged from 1 to 9 resources. Services costs ranged from R5 000 to R1 500 000. Project durations ranged from 2 weeks to 10 months.• Functional Consulting for the Siebel Product• Experience in conducting requirements gathering workshops, creation of Functional Requirements Specifications documentation, Siebel system administration, Siebel system requirements mappings, User Acceptance Testing, and Business Requirements Specifications.• Project management of call centre moves, cabling and installations.

• User requirements gathering and modelling the as-is and to-be processes for the customer in UML and preparing the relevant documentation for the process.• End-user training of various processes.• Facilitating requirements gathering, feedback and training sessions.• Involved in configuration of Wages System, Fixed Assets System, Plant Hire System and Plant Maintenance system for construction industry (Concor, Grinaker and Group 5).• Active participant of UML forum to set company standards and patterns for UML modelling in Rational Rose.• Part of Key Configurator’s forum, involved in setting standards for Rubico configuration.• Selected as a mentor for the last Trial and Error course held.

Za

• Manual and Finite Element Modelling (FEM) stressing of the airframe on the Rooivalk project.• Responsible for the full Finite Element Model of Rooivalk and other FEM-related jobs using Patran v7.

Mcompm, Project Management

Advanced And Postgraduate Diploma, Project And Programme Management

Diploma In Project Management, Project Management

Bachelor Of Science (Bsc), Aeronautical Engineering