Through Projetics I offer independent expertise regarding Enterprise PMOs, and Portfolio, Programme and Project management. I have provided services to many industry sectors including Financial, Mining, Transport and Healthcare in Oceania, Africa, North America and Europe.

Assisting the Enterprise PMO to develop good practice.

Formerly known as ASG Group, I provided best practice solutions in Strategy realisation, Portfolio management, and Enterprise PMOs for NRI Australia and New Zealand's Advisory practice.Transformative digital solutions take more than IT expertise. They take a partner you can count on. With an eye for precision and the vision to help you progress. Who can move quickly to find the right ways forward – so that you’re always ahead of tomorrow.We’re that partner for countless businesses. Designing, implementing, and managing digital solutions that are as personalised as they are progressive. That open the doors to greater digital success – across business, government and beyond. We deliver everything from business strategy and consulting through to infrastructure and managed IT services.We’re backed by a global reach that makes us a truly game-changing alternative in the digital services space – with local decision-making and authority. And we’re powered not just by technology, but by passionate people who are fearlessly committed to getting it right for our customers. Transformative digital solutions take the right team, making the right moves at the right time. You’ve found yours with NRI.

Sydney Metro is Australia’s biggest public transport project. In 2024, Sydney will have 31 metro stations and more than 66 kilometres of new metro rail, revolutionising the way Australia’s biggest city travels.By the end of the decade, the network will be expanded to include 46 stations and more than 113 kilometres of world-class metro for Sydney. In this engagement, I provided consultancy services in Portfolio Management and Enterprise Portfolio Management Office design and implementation.

Seven Consulting is a private and Independent Australian IT Project and Program Management Consultancy. They manage and successfully deliver large-scale, complex IT-enabled business transformation projects for Australia's top companies. My engagements included:The ABC - Technology Portfolio Office (TPO) ManagerPerformed a review of the Technology Portfolio Office, made recommendations for improvement, and created a plan for implementation.BNP PARIBAS - PMO ManagerWas brought in to assist with a highly troubled programme, performed a health check and created the basic PMO framework for the project to continue.The ASX - PMO ManagerPrepared the organisation to satisfy the requirements of the regulatory organisations (The Treasury, RBA, ASIC and ACCC) for the CHESS replacement Blockchain solution programme.The CATHOLIC DIOCESE OF MAITLAND-NEWCASTLE - Enterprise Portfolio Management Office (EPMO) ManagerPerformed a review of the systems, processes, and procedures in place for the management of programmes and projects and recommended and defined an EPMO solution. In the second engagement, I commenced building the EPMO including redefining the governance approach for their $300m portfolio of projects.NSW eHEALTH - PMO ManagerPerformed a review of the programme and project management functions and recommended steps to uplift capability and a defined a flexible resourcing model.

PICA is Australia’s largest property services company, with more than 200,000 lots under strata management. Their 50-year history in the Australian market makes PICA one of the most experienced strata management providers in the country. At this time with more than 700 property professionals across 29 branches supporting owners in over 11,000 plus buildings across the country.PICA was undergoing a significant period of change across the business and as such has multiple projects in train. As part of the Senior Leadership Team (SLT) and reporting to the Head of Business Transformation , the EPMO Manager is responsible for the ongoing development and running of the Enterprise Portfolio Management Office (EPMO) through effective and efficient leadership of a team of Project Managers, Business Analysts, Change Managers and as required roles.

Pacific National, now one of Australia’s largest private rail operations, was formed back in 2002 with Toll’s acquisition of the National Rail Corporation and FreightCorp. Since then, the business has expanded exponentially across Australia.In this short contract, I was able to make substantial changes to governance across projects and introduced the concepts of portfolio definition. This paid dividends very quickly, with a smoother more accountable process and an increased clarity of information available at the executive level. I also put in place a roadmap for the organisation to raise the maturity of the PMO and portfolio management further.

Western Power is a Western Australian State Government owned corporation with the purpose of connecting people with electricity in a way that is safe, reliable and affordable. The Enterprise Portfolio Management Office was accountable for overseeing Western Power’s $5.5Bn (over 5 years) portfolio of over 700 programs and projects. This included the development and management of common controls, methods, standards, processes and systems that supported effective delivery of these initiatives; whilst ensuring that the end-to-end portfolio management process operated effectively.

Barrick’s Australia-Pacific region is comprised of 10 operating mines — 6 gold mines in Western Australia; 1 in New South Wales; and the Porgera (95%) gold mine in Papua New Guinea, and the region also included Copper mines at Lumwana, Zambia and Jabal Sayid, Saudi Arabia.Achievements:• Reviewed and approved project proposals for the region; the region had around 840 capital initiatives of total value $1bn.• Introduced a new strategy for project management throughout the region based on a portfolio management approach.• Redefined the role for the corporate “Project Stewardship Group” based in Toronto, with regional representatives.• Increased portfolio and project management understanding and competency throughout the region through the delivery of training, coaching and mentoring of executive, senior management and project staff.• Reviewed and reinforced capital spending policies for the region.• Performed project auditing and monitored compliance.• Maintained relationships with key suppliers.• Liaised with Toronto, presenting larger projects ($50m+) for corporate approval.• Participated in project steering groups and facilitated peer reviews for projects as necessary.• Troubleshot and realigned projects in difficulty

Silver Chain is one of the largest providers of community, residential and health services in Western Australia, assisting over 39,000 people each year. As the P3O Manager, the objectives were to establish the office, add rigour and process to project and programme management and to mentor and coach members of the organisation (at all levels) to improve project management understanding. Managed a portfolio of 48 projects with a combined value of over $100mPrincipal achievements:• Significantly increased the organisation's capacity to deliver projects on time, on budget and to the correct quality standards.• Created mechanisms to make project progress clearly visible to the organisation.• Developed Governance models to ensure that the correct accountabilities were in place.• Increased stakeholder involvement in projects, resulting in better defined and smoother implementation and benefits realisation.• Used the ‘P3M3’ (Portfolio, Programme and Project Management Maturity Model) assessment to measure the progress of organisational maturity, has moved the maturity of the project management activity from level 1 (awareness of process) to level 2 (repeatable process) with 5 of the 9 areas exceeding level 3.• Established PRINCE2 as the de facto project management methodology for corporate projects.• Defined new policies, procedures and governance frameworks for project and programme management based on PRINCE2 and MSP methodologies.• Through combining in-house coaching and mentoring and external training increased the number of PRINCE2 accredited staff in the organisation by 28.• Programme Manager for the ‘quality Program’ using the ‘Managing Successful Programmes’ methodology. This is a strategic initiative to increase the quality of systems, procedures and services. The programme comprised of 26 projects each run using PRINCE2 methodology. There were 14 Project Managers in place to deliver these.

Managed the $13.5m Rail Programme, part of the new Operations Centre programme. The Rail programme comprised of 4 individual project streams, which together allow Rio’s extensive Pilbara rail network to be operated from the new Operations Centre built near to Perth Airport.The project involved the transmission of signalling and process controls, voice, radio and data communications from the Pilbara to a new site being constructed in Perth. The project included the management of staff and consultants and the formation and execution of contracts. Major activities included the design, acquisition and implementation of systems in remote sites, the installation of communications links include landline and satellite as well as the construction of a new data centre and control room in Perth.Result – The Operations Centre went live on schedule with the Rail Program being delivered under budget.

Consulting Manager in Programme and Project Services.Change Corporation was founded in 2002 and grew to become one of Australia’s leading business and technology consulting firms. Change Corporation joined the CSG Limited group of companies in December 2007. As Consulting Manager had responsibility for 5 Senior Consultants in a mentoring/performance management role.

Managed the design and implementation of the EPICentre SharePoint Portal (EPconnect). The project involved the deployment of Woodside, Fujitsu and CSC resources, and encompassed all aspects from the acquisition, installation, and configuration of servers. Development and testing of the software solution, definition and scope of SLAs for ongoing operation and final handover of operational system to client.Result - The client review stated that this was the most well-managed project they had ever been involved with.

Voran is a professional consulting & engineering firm based in West Perth. As Senior Project Manager in Voran's Business and Technology division provided Consultancy and Project Management services to Voran’s clients.Department of Industry and Resources and Department of Premier & Cabinet - Provided consultancy on project management to the Ord River expansion scheme, provided the evaluation scheme for the Expressions of Interest and prepared the Request for Tenders documentation.Silver Chain - Consulted to the organisation in the realignment of contracts and restructuring of the contracts management approach.Department of Housing and Works: Project managed the Innovative Housing Project.Shire of Carnarvon - Senior Project Manager for the Blowholes Tourism Node.

Managed the $15m COREDEAL financial exchange programme.Service focussed strategic planning, evaluating possible solutions and producing project proposals.Identifying project participants, managing external consultants and suppliers.Negotiating the purchase of hardware, software and professional services. Project planning and tracking, measuring progress against the project plan and budgets. Reporting progress to the project sponsors.Establishing and proving procedures to the high standards required for regulatory approval by the FSA in the following areas: Business Continuity Strategy, Systems Security, Operational Procedures, Change Management, Systems Management and Support.

Managed computer operations, systems & networks departments (25 staff)Responsible for:The annual computer services budget. Performed major review of network infrastructure, involving the replacement of all network switches and lines to more economic technology.Managed the project to allow the Amsterdam Stock Exchange to make use of the ISMA network for their international services.ISMA's Disaster Recovery centre and creation of Business Continuity plan.The launch of the ISMA prospectus service. The service was provided from a large 'Document Image Processing' database (over 1 million pages) based on Windows server technology which was linked to a third party information provider.

GenRad is a multi-national electronics company specialising in automatic testing.Responsible for management of all European Vax computers and Network to defined agreements. Managed all Information Systems requirements in the UK and EuropeEstablished procedures for the correct operation of the European machines.Specified, purchased and installed several Vax machines.

Cirrus Computers was an electronic simulation software supplier.After detailed cost analysis of communications expenditure, established a network linking the European machines using private circuits. Further to this, expanded the network to include links into the USA for MIS purposes. Defined and implemented a worldwide security policy when hackers breached security on a European machine.Implemented the Office Automation product 'All-in-1' across all of the European Nodes.