I provide professional consultancy, assurance, and maturity uplifts in Project, Program and Portfolio Management and Delivery (P3M) for IntersysAU clients and on an ad-hoc and occasional basis to several Australian consultancies. These activities include delivering P3M3 and Gateway Assurance reviews to Federal and State Government Departments and to international enterprise organisations.On behalf of GlassandCo, a Brisbane based Business Consultancy, I was seconded to a Sydney based, international enterprise level business developing and successfully implementing a complete IT PMO practice including delivery of Vision, Strategy and Roadmap for success. This included giving the client company access to multidisciplinary PMO skills, best of breed PM Toolkits and Project Portfolio Management (PPM) processes and tools. I co-chaired multiple meetings with senior management and senior stakeholders and frequently presented to the Board of Management while providing consultancy and mentoring to the Group CIO. I delivered an array of P3M Functional Standard documentation including multiple program and project management templates, PMO and P3M Guides and management products and a dedicated SOP Manual. I also facilitated training workshops introducing new processes and procedures.Previously I was engaged developing multiple back office processes to improve performance and cost efficiency for two established and rapidly growing businesses. Before that I defined, developed and established supporting consultancy practices and procedures for a developing consultancy, newly entering the Australian Federal Defence market. At the same time, as co-lead, I delivered an in-depth program deep dive health check and rescue package on behalf of an international Defence Contractor based in Melbourne.

As Senior Assurance Consultant for PM Solutions Australia Pty Ltd I provide expert Program, Project, Portfolio and P3M3 consultancy and Training and Coaching services. This includes performing Gateway Assurance reviews from Gate 1-5 and Gate 0 for programs, both as a Team Lead and Senior Consultant to State Government agencies and associated organisations in QLD, NSW, WA and Canberra (Federal). This has included Queensland Health, Department of Housing and Public Works and the Queensland Department of Education. Also New South Wales at Essential Energy and Department of Education. I have also been the lead P3M3® Assessor for a P3M3® Facilitated Diagnostic Assessment and Report on behalf of a Canberra based Federal Government agency PMO.I advised on and was closely involved in the defining and development of a practical ICT Portfolio Management Framework and Maturity Roadmap for the Queensland Ambulance Service. This included the development and delivery of a tailored ICT Initiative Proposal Process and Benefits Management Standard with Realisation Process. I was the primary author in preparing a Business Case to substantiate the establishment of an ICT Portfolio Management Office for the Queensland Ambulance Service. At initiation I was the Lead P3M3 Assessor for a P3M3® Facilitated Diagnostic Assessment and Report. During the process I provided professional consultancy and support to the Queensland Ambulance Service Assistant Commissioner and Board of Management.

I managed the development and delivery of a bespoke Cloud Brokerage Service with a dedicated multi-disciplinary team of professional specialists transforming the way that Queensland Health engages with and leverages Cloud Services including PaaS, SaaS, IaaS and ICT-as-a-ServiceI provided Program and Project Management functions with planning, expert consultancy and support including Business Case development. I delivered project assurance, risk and issue management, change control management, performance measurement and reporting activities and supported organisational change and the acceptance of Cloud Computing across Queensland Health as the norm. I managed the delivery of a raft of project products meanwhile directing the development and delivery of tailored Cloud Platforms (AWS, Azure, CITEC), a Cloud Brokerage Service, Cloud Services Cost and Charging Model, Centre of Excellence Design, Ops Model and Migration Strategy and Plan. I also managed the transformation from project to production of Cloud services.I was responsible for Supplier and Stakeholder Relationships both external and internal, team management and development, project budget management, strategic and tactical planning. I also provided HR functions including Professional Career Development, through mentoring, training and coaching services.

As a Senior Consultant for PMLogic, I provided expert Programme, Project, Portfolio and P3M3 consultancy and Training and Coaching services I worked closely with a PMLogic Client, Global Business Management Consultants (Singapore), in Bangkok Thailand as the Co-Presenter of a three day “Fundamentals of Project Management – PRINCE2 Foundation Course” to the AIA Group with delegates drawn from across Asia. This was a very successful course with 100% of the delegates passing the PRINCE2 Foundation Exam with an average 73% pass mark.

As a Senior Consultant, on an occasional and ad hoc basis, I provided expert Programme, Project, Portfolio and P3M3 consultancy services on behalf of QVC Solutions Pty Ltd.For multiple Queensland Government agencies and associated organisations I carried out numerous gated assurance reviews from gate 2-5 and gate 0 for programmes both as a Senior Consultant and team lead. These included:• eHealth• Queensland Health• PSBA and Queensland Police• DSITI• Mental Health Review Tribunal• Stanwell CorporationI advised on and was involved in the redefining and development of a practical project risk profiling system and led the development of a practical standalone self-assessment assurance tool for Queensland Health which can be used during facilitated assurance reviews. I also supported P3M3 based maturity uplifts and governance reviews to various enterprise organisations both in Australia and New Zealand. I have worked closely with Auckland DHB to uplift and reset their existing Project and Programme governance to a higher maturity level and better P3M3 compliance through the development of best practice guides and expert advice. In this I was the principal author of these five project framework guides and the four for programmes, all P3M3 compliant. These guides consist of:• Project Assurance, Profiling, Gating, Governance, Business Case Development• Programme Assurance, Profiling, Gating, and Governance

Quads Activewear is a company designing, developing and manufacturing a range of Activewear for the maturing sports person and those larger individuals returning to physical activities and engaging in fitness programs. My role at Quads Activewear was Program Manager/General Manager (pro tem) responsible for transforming a Web based retail operation into an international wholesale business. To this end I developed a program for change to expand the business to accommodate product manufacture in China and the wholesale of product at an international level.Initially I developed and delivered the required transformational flow including Identifying the Program, Defining the Program and Delivering the Capability with a complete governance model. To deliver the capability, I identified, designed and developed the projects for delivery, formulated the Order Fulfilment Process, negotiated and engaged new supporting services including Branding and Technical design consultants, Quality Control services and Manufacturing. I also recruited an experienced International Sales Manager. With the decision to source manufacturing from China I work with external consultants to develop a dedicated manufacturing base in China with a supply chain direct to Australia. With Quads Activewear now readying for launch my main responsibilities was overseeing the supply chain including management of third party suppliers, contract management and supplier liaison. I also developed the company’s strategic plan by studying technological and financial opportunities; presenting assumptions; recommending objectives to our stakeholders. Additionally, I built the company image by collaborating with customers, suppliers and employees whilst maintaining a quality service by establishing and enforcing organisation standards. I also contributed to the team effort by accomplishing related results as needed and I worked with our sales team to develop the market.

I have been responsible for the preparation of the Business Case and supporting management products in support of the RACQ’s efforts to establish an over-arching document generation solution for both the Insurance and Membership Business Units. This project is a key dependency for other core business product deliverables particularly for delivering enhanced customer retention and to support future product developments. This Business Case provided the necessary information for senior management to make an informed decision as to whether to invest in the proposed solution and continue to implementation. I frequently chaired multiple meetings with senior management and senior stakeholders and frequently presented to the Board of ManagementDuring this time I was responsible for the development and delivery of a variety of project products and for assisting in the development of a new approach to project delivery on behalf of the Insurance Business Services (IBS) team.

As Principal Project Manager I providedProgram and Project Management functions and planning, expert consultancy and support on behalf of the Program Office to the Procurement Transformation Program. This included delivering project assurance, risk and issue management, change control management, performance measurement and reporting activities across a multitude of transformation projects and a variety of sub-programs.I was responsible for providing cross agency program support and co-ordination to the development and submission of six of the major program products, the “Mega Category Plans”, delivered by the Mega Category Managers to the Director-General Council. These plans outlined strategies to optimise value for money outcomes for Queensland across 16-18 Billion Dollars “One Government” spend. I provided a central point of contact, scheduling and co-ordination and managed cross agency co-operation and knowledge sharing through workshops and similar for both the Mega Category Managers and their teams thereby ensuring the timely delivery of these Strategic Plans.I also designed, developed and delivered various documentation and processes on behalf of the PMO to the program overall. The first of these was a dedicated Risk Identification and Treatment workshop which I delivered in concert with a Stakeholder Analysis and Management Workshop across the majority of projects within the program. This included our own project teams and those from Department of Health, Transport and Main Roads. I frequently provided program and project specialist support and strategic consultancy to the Building, Construction and Maintenance Mega Category within DHPW. For several projects I provided project oversight and organisational structure design, preliminary scheduling, output identification, delivery planning and risk identification and mitigation.

As Senior Project Manager I was in charge of Program Development and Project Delivery of Optus Business Services, both domestic and international, to Queensland’s premier financial institution. I achieved this by putting a governance and delivery management process in place and then managing through that process. In doing this I managed the successful delivery of a variety of carriage services to end user sites and call centres throughout Australia and to sites in India, Singapore and China. Additionally I managed, mentored and trained a dedicated Project Support Officer to support this delivery programme and chaired multiple meetings with senior management and senior stakeholders from both companies. I was also responsible for managing a variety of technical issues to completion through local and international virtual technical teams. I also delivered a complete “Transition Into Management Plan” included in a far reaching and very important Optus Request For Proposal Response.

As an independent Program and Project Development Consultant I worked with companies and organisations collaborating and liaising with management, stakeholders and business units to identify and develop high level strategic programs and projects required for transformations and business change. I reviewed and recommended key infrastructure and application development programs and projects to provide a roadmap for change and migration to new technology with defined key pre-requisite tasks and actions. One client, Data Management Designs Ltd, had developed an eDRMS client and server software for small businesses. To address the challenges of installing this software to servers and desktops at client sites over which they had no control the software needed to be transformed into a standalone network appliance. I was commissioned to work with their in-house specialists and various external subject matter experts to design a program to accomplish this goal and to realise the required benefits. Based on this work I developed and delivered a fully documented program which was implemented and was met with much success.

As a Senior Project Manager with TMR my role was to provide project management skills to ensure the timely delivery of high quality, complex information services projects to the organisation of over 10,000 users plus multiple clients within a predefined financial budget and with limited resources.I also contributed to the development of the Project and Program Management capabilities within TMR through the mentoring of less experienced project managers and by providing technical input to the development of project, program and organisational change methodologies at an organisational level.Initially I was responsible for successfully developing, managing and implementing from start to finish the transformation of the existing TMR datacentre and production hosting environment from the physical to the virtual utilising VMware virtualisation. Essentially I developed, managed and delivered this complex project from Proof of Concept to Production Service and beyond and was also responsible for managing the transitional activities to achieve full benefit realisation arising from this virtualisation program.Following on from these successes my role evolved and I was responsible for creating, directing, implementing and managing the initial phases of a program of work focused on Spatial/GIS and Corporate Data storage. As Acting Program Manager I also successfully developed a large program of work preparing the way for TMR to migrate from Novell’s eDirectory as its primary Identity and Access Management Solution to Microsoft Enterprise Active Directory. I also identified and defined the Microsoft Migration and Transformation Program, a program tasked with migrating TMR from its existing technology stack to a fully supported and more homogeneous Microsoft centric technical environment.

Developing and delivering enterprise level technical solutions Designing consolidated high-level conceptual solutions architecture for major planned ICT-enabled initiativesResearching, analysing, interpreting and reporting on a range of possible solutions to complex business and technical issues relevant to the deliverablesCollaborating and liaising with senior members from client side management, business analysts, enterprise and infrastructure architects, external stakeholders and solution suppliers, and other solution architects and technical expertsDeveloping Baseline reports on clients' ICT infrastructure and applications technologies to support tactical and strategic architectural and ICT analysis and planningIdentifying and scheduling of activities and risks and issues that may impact on the successful implementation of program initiativesDeveloping project schedule, status reporting, and risk and issues management activities