Michael A Connolly - Pmp Cppd Email & Phone Number

Melbourne, Vic, Au

Melbourne, Australia

We have a unique way of running projects and providing training and advice, so you get better results with less cost and risk.Each year we deliver over $1.7B of projects, train over 5000 people and help some of Australia’s leading brands improve their PMOs.BUSINESS SUCCESS RELIES ON PROJECT SUCCESS.Powerful CapabilitySince 1996 the PM-Partners group have helped 1000's of organisations and individuals achieve their professional development and certification goals.The PM-Partners group is Australia's most highly certified project management specialist. We educate and certify over 5000 professionals each year and provide courses for:Project ManagementProgramme ManagementPortfolio ManagementPMOBusiness Analysis*Accredited by all leading industry bodies

Melbourne Victoria Australia

Trainer at PM-Partners- Bespoke project management training program for the Industrial and Engineering markets.Program Manager - Health Safety Enviornment and Insurance -Toll Group. - Product Selection and Business case - Workers Compensation, Self Insurance; - Business Case - Health, Safety and RIsk; - Business Case - Environmental;Trainer at KnowledgeHut- PMP Exam Preparation course- Business Case Writing courseProject Quality Review - BlueScope Steel.

Melbourne, Australia

Transformational Programme Manager:Chain of Responsibility - Project Manager;Warehouse Management System - Project Manager;Independent Post Implementation Reviews;Project Management Mentoring;Vendor product reviews;Programme development and managment

Australia

Develop the business systems, Information systems and change managment solution for a radical redesign of the supply chain. Outcome was a major reduction in inventory.

Objective is to standardise product labeling bar codes in BlueScope Steel Australia. Currently developing a supply chain test case invoilving steel being sent to an external customer who creates products that are bought back into BlueScope. The objective is to have us and the supplier/customer on the same GS1 bar coding standard

Following the aquisition of a steel distribution my responsibility was to integrate the sheet and coil distribution business into BlueScope Steel. This included a program of work including Business Model development, People, Culture and Structures, Systems Integration, and Facilities rationalistation.

Key Responsibilities:Lead the development and implementation of the national Rain Water Goods Strategy to maximize the business return and to protect the market from aggressive competition both on-shore and offshore.Disciplined use of process to gather market information, required constant influencing across function and business boundaries;Analysis of information, determination of strategy and the communication of that strategy for approval at many levels;The combination and conversion of the different residential strategies into specific measurable actions, requiring the development of a management process;Delivery of the MAINTENANCE target as well as delivering a Growth target.Major Achievements:The State Alignment Process development and implemented through tenacity and influencing skills; Delivered required change and achieved high level of engagement with processes;Delivery of a growth result in a market under significant threat;

Key Responsibilities:Deliver significant savings through the integration of SMORGON Steel Distribution (Sheet and Coil assets) into the BlueScope Steel business.Business Model Development - design and gain approval of the business model at a strategic level and transactional level;Organisational Design and Capability Development - design and populate the organisation to deliver the strategic and transactional business model. Ensure the on-going development of capabilities to ensure quality of delivery;Facilities Optimization - Analyze state based capacity and develop optimal capacity footprint for current and future needs. Execute the required rationalizations;Systems Implementation - rationalize all ERP type systems into SAP model and deliver capabilities required.Major Achievements:Business model approved and implemented;Organisation delivered and Continuous Improvement framework implemented for capability development;Facilities Optimizations commenced with annual saving delivered in SA. NSW, VIC and WA projects at end Pre-Feasibility stage. Current budgeted savings exceed target;A-SAP project completed design and build phase. Rollout ready to be initiated. On Budget to date.Overall Targets being met or exceeded.

Key Responsibilities:Lead the redefinition of BHP Steel's entire suite of capabilities in line with its business strategy, and the subsequent development of a new business system. Scope project, plan and secure buy-in and resources;Single business model covering varied divisions across a multinational basis. Business requirements and design of a suitable model delivering individual divisional requirements;Management of the tendering process in a politically difficult environment, including vendor recommendation and selection;Delivery of the project within a four-year timeframe, to quality standards;Major Achievements:Project sponsored by senior executive and securing 52 of the best available and most needed human resources;Maintained project, on time, within budget and adhering to all quality standards, throughout a major restructure and public listing;Delivered a single HR, Financial, Supply and Maintenance process and SAP based support system across Australia and New Zealand;Spawned a number of additional initiatives including the world's first caster to Paintlines integrated planning system.Project being used as the basis of North Americana and Asian acquisitions/JV integration.

Key Responsibilities:Design and implement and staff of the Region customer service teams;Managing the delivery of products and services in-full, on-time and error-free as measured via a comprehensive customer satisfaction index;Direct management of major accounts, attending personally to client queries, issues and special needs through regular visits and follow-up;Budgetary control and management of all inventory levels.Major Achievements:Re-configured the supply chain to reduce inventory in Victoria by 30%;Delivered a complete cultural shift amongst employees to facilitate the Company's departure from Local Optimization to Global Optimization;Attracted and retained high caliber professionals, changed the nature of customer service to be an attractive place to

Key Responsibilities:Development of the future vision and configuration of the BHP Steel CSA supply chain;Development of Vendor-Managed Inventory (VMI) as part of an overall marketing strategy;Leadership for Service Excellence (business process, culture, competencies, organisational structure and IT);Development of Stocksaver*, an IT application enabling clearer information visibility to effectively manage the supply chain.Major Achievements:Implemented operational improvements in the supply chain removed significant inventory for a major customer;Installed VMI into the majority of the marketplace on a shoestring budget;Service Excellence - a recent survey conducted by a major consulting group concluded that CSA had embraced the cultural shift, from local optimization to global optimization, more than any other division of BHP Steel.

Key Responsibilities:Budget development and management of significant logistics/transport costs, driving relevant business areas to ensure budgetary adherence;Reduction of damage and load restraint incidences by redefining packaging standards and products and improving warehousing processes.Major Achievements:Delivered significant savings by consolidating many small, inefficient and dangerous warehouses, into one efficient, centralized facility;Significantly improved visibility within the Delivery Performance Measure and swiftly identified inefficiencies and addressed.

ORDER GENERATION TO FULFILLMENT (OGF) & STEEL GROUP INVOICING SYSTEM (GIS; Key Responsibilities:Contracted by BHP Steel from BHP IT to deliver the GIS project which was missing time and budget targets.Major Achievements:Delivered the project on promised time and under budget;As a result, was offered a full time position with BHP Steel as Project Manager OGF - recommended immediate termination of the project, saving the Company several $M

Accredited Agile Dsdm Pm Trainer, Project Managememt

Prince 2 project management

Accredited Prince2 Trainer, Project Management

Diploma In Project Management, Project Managememt

Pmp Professional Project Manager, Project Management

Rigorous Project Management qualification that clearly identifies who understands the detailed in professional project management.

Certified Practicing Project Director, Project Director

Activities and Societies: This has been a wonderful educational experience. Apart from a rigourous assessment process the process has.

Masters Of Operations Management And Logistics, Operations Management - Logistics - Supply Chain

Activities and Societies: Drinking team !!

Change Agent, Change Management

Diploma, Management

Bachelor, Civil Engineering

RECENT TRAINING/DEVELOPMENT * MICHAEL GRINDER Neuro-Linguistic Programming * KEPNER TREGOE Problem Solving & Decision Making

Education record