David Waters Email & Phone Number

Brisbane, Qld, Au

Brisbane, Queensland, Australia

Agile software development of grants management system including partnering with software vendor.Leadership, budgeting, scheduling, project management, vendor management, contract management.

Brisbane, Queensland, Australia

Senior Business Analyst on MyResearch project working with a diverse, multi skilled team. Designing business processes in pre and post award of research grants, consulting, contract research and internally funded research.Writing user stories, process design and software solution architecture. Designing data integration solutions.

Brisbane, Australia

Working on business process and technology improvements in the research and speciality consultancy domains at UQ.My time is split between the MyResearch implementation project and working for the Pro Vice Chancellor (Research) on a variety of business improvement initiatives from policy to operating strategy, developing operating procedures and changes to business processes required for Research and Finance business improvements. As always I work closely with data.

Brisbane, Australia

The University of Queensland receives over $400M of research and consulting income each year. The academic that receives the research grants is responsible for ensuring that the grant money is spent appropriately to achieve the research outcomes. I was engaged by UQ’s CFO to perform a discovery and scoping activity for a Researcher financial dashboard that was ultimately named MyBalance. To ensure that the UQ community was engaged with, I interviewed over 180 stakeholders across the University including 72 researchers.At the conclusion of the discovery phase the project board agreed to implement a readily available, easy to use financial dashboard. It is populated from automated systems as much as possible, and accounts for known future expenditure commitments.I had a dual role of project manager and business analyst. Following on from the discovery phase I was responsible for internal vendor liaison, working with stakeholders to make changes to UQ’s budget workbook to capture new data items, working with three working groups to consider all aspects of the technical and business process designs and designing the testing, piloting and roll out plans.During this project I have worked closely with the Pro-Vice-Chancellor (Research) and the Associate Director of Financial Planning and Analysis as key stakeholders.The engagement with the broader UQ stakeholders has been ongoing with presentations about MyBalance being made to various groups across the University.All researchers and most finance staff are expected to use MyBalance to obtain up to date information about available research funds, with the user base being over three thousand individuals across the enterprise.

Brisbane, Queensland, Australia

I am placed at UQ by Bright Consulting a specialist professional management company with offices in Canberra, Brisbane and Melbourne offering project and program management, consultancy services and full solutions for ICT projects.

Dvc(E)’S Office

My initial role was PM, BA, vendor management and data analytics throughout the requirements and procurement process. My colleague transitioned to PM during the roll out phase with an emphasis on the business change management while I was able to concentrate on the technical and data aspects of the project.

Sydney, Australia

For the first eighteen months I was the project manager and architect and managed the development of a number of data warehouse star schemas including a live student data mart based on the PeopleSoft data, staff model and data about research at UNSW. During this time I led a team of ten very capable people doing nineteen iterative phases of development. This laid the foundation for a substantial data warehouse covering many of the core data elements at the University. By the conclusion of this eighteen month period the warehouse was operationalised.Since this time I have been engaged in various consultant roles for various groups within the organisation including:• Data warehouse roadmap and strategy;• Academic domain IT strategy, three year plan for IT within the academic business domain (Deputy Vice Chancellor (Academics));• Review of the legacy enrolment planning system (Executive Director of Finance);• Students at risk predictive model (Australian School of Business);• Modelling Moodle learning and teaching data in the data warehouse (Director of Learning and Teaching);• Learning and teaching dashboard for the Deputy Vice Chancellor for Academics (Vice President);• Researcher’s dashboard for the Deputy Vice Chancellor for Research (Vice President);• Replacing UNSW’s enrolment planning system (BRIDG/UNSW IT);• Student outcomes model for Student Life and Learning;• Enhanced Academic Reporting on Programs, Streams and Student Cohorts (Student Services and Systems);• Upgrading and replacing the Student Experience surveys platform, business process and questionnaires; and• Upgrade and update the data models in the Julia Data Warehouse to become the Information Hub, in parallel my colleagues migrated our SAS servers to Amazon cloud.

Nathan Campus Brisbane

Business Intelligence Architect / technical team leader with duties included developing the dimensional models, Business analysis, Designing and building ETL jobs, Designing and building reports, Administration of and loading data to SAS’s Strategic Performance Management (SPM), Web administration (SAS Portal, Apache, Tomcat etc); and administration of the SAS BI Suite.

Nathan Campus Brisbane

Griffith University uses the ITIL set of concepts and policies for managing its IT infrastructure, development and computer operations. One key process that was lacking was a consolidated application change management process.As project manager I was responsible for client workshops, business analysis, developing use cases, report definition, managing programmers, ensuring project artefacts were developed to an appropriate level and liaising with various personnel within Griffith University.The project did not accomplish all that was initially in scope mostly due to financial constraints but we produced a much tighter and better documented development process. As a direct result of the project the PeopleSoft development process was made more flexible by offering more development environments and regular refreshing with good quality testing data. The migration and change control process we developed was subsequently applied to the Business Intelligence initiative and I presented a paper to the SAS QUEST user group in March 2009 titled “Migration and Source Control of SAS Business Intelligence objects in an ITIL environment”.

Kedron Park Brisbane

AITS (Audit Issues Tracking System) was a significant J2EE software development. The development was done using BEA’s portal product along with open source J2EE tools such as Eclipse, Apache Struts etc. AITS enables DES’s Internal Audit unit to manage and track audit issues throughout DES’s management structure to ensure timely and professional management of Issues and Risks identified by Internal Audit. The project had two to five software developers throughout the project and up to seven testers during the testing phases.As project manager I had two principle roles. I was responsible for the usual management of budgets and resources abut I also acted as the Business Analyst/Systems Analyst. I was responsible for client workshops, business analysis, requirements definition, developing use cases, designing the software, managing programmers, ensuring project artefacts were developed to an appropriate level and liaising with various personnel within Emergency Services.This project was successful; the audit group were very happy with system, the department’s audit issues management became much more effective and efficient and the project cost was very close to the calculations done following the user requirements completion.

Red Hill Tafe Brisbane

Accenture is a Fortune Global 500 global management consulting, technology services and outsourcing company with more than 186,000 staff. Accenture has previously successfully implemented PeopleSoft in a number of Universities in Australia and was chosen by TAFE Queensland as the implementation partner for the PeopleSoft Campus Solutions package. TAFE Queensland is Queensland’s largest training provide with around 230,000 students each year. TAFE’s CAP student enrolment system was developed in the late 1980s and was a designed to have a separate instance of the system in each of the Colleges. To enable students to enrol in multiple Colleges an overnight batch process synchronising the databases of the various Colleges. By 2003 the system was outdated and expensive to maintain and TAFE Queensland decided to replace it with the PeopleSoft Campus Solutions. PeopleSoft supports the administration of students throughout the entire student lifecycle in a unified centralised system. The project was made up of approximately 80 people.One of the requirements of the project is that 5 years of legacy business data be available to the new PeopleSoft system. The overall goals of the conversion were to minimise business disruption, process inefficiencies, and support issues after the Conversion. The conversion team was made up of fourteen people, a team leader with three senior conversion analysts lead the data conversion effort.As one of the three senior conversion analysts I had overall responsibility for the conversion of Classes and Academic Advisement (graduations) and shared responsibility for the Student Enrolments conversion. As part of the execution sub-team, I was responsible for executing the conversion steps.I joined the team a few months into the Design and Build phase and saw the project through to completion

Surfers Paradise Gold Coast

The Gold Coast City Council Australia's second largest local government (by population) with more than 2500 employees. The Queensland Government required that Councils introduce robust systems and processes that comply with the Integrated Planning Act (IPA) 1997 and the Integrated Planning and Other Legislation Amendment Act (IPOLA) 2002. These Acts require all Local Government Entities in Queensland to charge sufficiently for the cost of providing infrastructure (Roads, Parks, Water, Sewage etc) to new developments and for building applications that may increase the use of the infrastructure network. Council’s requirement to meet the requirement of the Integrated Planning Act (IPA) 1997 and the Integrated Planning and Other Legislation Amendment Act (IPOLA) 2002 resulted in the Infrastructure Charges Evolution (ICE) project. This project made changes to a number of systems owned by Council. I was the Business Systems Analyst/Team Leader and was responsible for the development of all software designs, managing the software development life cycle through to completion and supervising up to four developers.

Brisbane, Australia

In 1996 the Queensland Justice Department had 86 Magistrate Courts but only twelve were on the legacy mainframe case system. Most courts still operated on typewriters, hence the name of the project. These twelve courts contained hundreds of thousands of court records that needed to be converted into the new system, and this included financial information. At its core the system was a case management system for legal cases in the Queensland Magistrate Courts. The conversion cell was responsible the conversion of the legacy mainframe data to an Oracle System. The conversion cell was required to have a detailed knowledge of the entire functionality of the new QWIC (Queensland Wide Integrated Courts) application and had a large amount of responsibility for system integration. The Justice Department placed a high level of importance on the conversion process.My initial role was to acts as a technical expert and business analyst in the conversion cell and was involved in the full conversion SDLC including design, build, test and execution.During down times in the conversion design/build/test/deploy cycle I was used by Technical Architecture team and to do some Oracle Spatial work and other Oracle tasks including performance testing. The Geographical Information Service (GIS) was used in QWIC to validate names and addresses and uses the MapInfo data set and the Oracle Spatial product.Other work I did on this project involved an interface into the State Penalties Enforcment Registry (SPER) and a financial conversion project.

Wacol Brisbane And Treasury Casino Brisbane

Jupiters Limited was founded to set up Conrad Jupiters as the first legal casino in Queensland on the Gold Coast. Following on from this, the company set up the Conrad Treasury casino and obtained the rights to run a version of Keno in clubs and pubs across the state of Queensland. Jupiters elected to develop the game of Keno in house. The system was produced from 1996 to 1999 and is still in use.In 1996 Jupiters Limited received the rights to operate the game of Keno in clubs and pubs throughout Queensland. Keno is a game where a draw of 20 balls occurs every three minutes. Punters bet on the ball draw. This twenty million dollar project enabled clubs, hotels and the TAB to play the game of KENO over a wide area network. The draws are done live at the two Jupiters casinos and the results are displayed on terminals throughout the state.Jupiters Technology provided software and computer hardware engineering for the Jupiters KENO project. A team was assembled in December 1995 to write a real-time transaction processing system in C on a SVR4 UNIX Machine.On this project I was responsible for developing some of the core functionality including the bet process. As an Analyst Programmer I was responsible for the full software development life cycle for the units I worked on, design, build, test etc.In January 1997 the KIS (Keno Information System) was commenced. This project was to load game data into an ORACLE database to allow for historic reporting of gaming activities. As the lead analyst programmer I was responsible for the design, build and delivery of the KIS product and managing this sub project to completion.

Brisbane, Australia

In 1994 Comalco Smelting was a division of Rio Tinto operating three Aluminium Smelters in Australasia, Gladstone Queensland, Bell Bay Tasmania and Tiwai Point New ZealandAs a trainee programmer I was involved in the full lifecycle for the conversion of development data from one tool to another, I produced all the deliverables required for the entire SLDC and successfully converted all of the case tool data to the new case tool.

Doctor Of Philosophy - Phd, Management Information Systems, General

Looking at Business Intelligence and Analytics initiatives in Australian Higher Education

Masters, Information Systems (Honours), Honours Class 1

Thesis Title: "An Exploration of Agile Techniques, Success Factors and Success Rates in a Business Intelligence Environment"

Bachelor, Information Technology