Implementing and deploying Dell enterprise hardware to customers who require Dell services to install and configure

The NSWEC embarked on a series of projects to modernise their capacity to deliver state and local government elections. These projects delivered:PC as a Service – Contract vendor to deliver EUC for NSWEC and for each election event which lasts approx. 2 monthsIT as a Service – Internet & Telephony services to deliver network and telephony on an ongoing basis to NSWEC as well as to the temporary election sites across the stateCloud as a Service – Outsourcing the management and deployment of Cloud infrastructure to a specialist organisationThe projects were designed to simplify and streamline the delivery of election events and specifically the NSW State Election in 2023. The previous model was an incumbent vendor that worked with internal staff and delivered the events through experience primarily. I managed the gathering of the requirements, developing the RFP’s and vetting the responses. The contracts were signed and the telephony solution was implemented throughout NSW within one month. Delivery of the 100+ sites for the election was managed though the operational delivery department within NSWEC.

Snr IT PM concentrating on accommodation projects

Senior Project Manager working back in Infrastructure

This role is the implementation of hybrid ABW into the DoE offices at Eveleigh

This role has seen me take a program perspective to delivery of the mandated ABW into TfNSW. All agencies are required to move to an ABW environment and this roll ties closely with the property department within TfNSW. I manage a number of resources (TfNSW and external) to integrate the technology components with the fitout of properties as they come through the pipeline. Liaise directly with executives on the requirements, principles and operational management of ABW projects Assist project managers in both TSS & GIT to work collaboratively and deliver to the principles. Ensure operational delivery teams are fully conversant on the service required and delivered to manage ABW environments. Provide specialist knowledge to design requirements, building expectations, IT delivery mechanisms and operational readiness Implement solutions requiring vendor consultation and engagement while working directly with TSS to ensure that all solutions worked at first go. Manage high profile, fast turnaround implementations to ensure no delays and all short cuts were utilised. Program manage all ABW projects and project managers under the ABW portfolio

 Work on the deployment of IT to support the ABW deployment into G12 as well as ABW/Relocation and Fitout. Work with the CIS department on the build of the new FASS building. Develop business cases, seed funding requests and principle project documentation Address and resolve design problems during the construction of single floor of ABW. Manage the entire technology process from inception to handover on all floors of the Faculty of Arts and Social Sciences (FASS) new building construction. Partner with architects, engineers, vendors, systems integrators, AV systems integrators and internal stakeholders. Consult with CIS in the ICT requirements for the FASS building including the AV for lecture theatres, student labs, meeting rooms and general areas Manage and handle the deployment of diverse technological solutions to ensure the appropriate adoption of ABW which includes meeting rooms and their associated AV, mobility solutions, and other solutions needed for sourcing, approval, and implementation to meet the building works timeframe. Implement solutions requiring vendor consultation and engagement while working directly with CIS to ensure that all solutions worked at first go. Ensure operational delivery teams were ready to support the environment and staff occupying it

I am currently the PM responsible for the ABW fitout and occupation of the RMS Centurion Building in Parramatta. I am charged with the deployment of IT to support the Argyle St (ABW) as well as ABW/Relocation and Fitout. My role is to:► Address and resolve design problems during the construction of eight floors.► Manage the entire technology process from inception to handover on all floors.► Partner with architects, engineers, vendors, systems integrators and internal stakeholders and Transport Shared Services.► Direct IT deployment tasks into the RMS’s Argyle St building on a floor-by-floor basis.► Handle the deployment of diverse technological solutions to ensure the appropriate adoption of ABW which includes meeting rooms, mobility solutions, and other solutions needed for sourcing, approval, and implementation to meet the building works timeframe.► Implement solutions requiring vendor consultation and engagement while working directly with Transport Shared Services to ensure that all solutions worked at first go.► Work with the program on developing designs and implementation requirements for other RMS sites

As A Senior Project Manager, I:► Worked on the deployment of IT to support CQ2morrow (ABW) as well as ABW/Relocation and Fitout.► Addressed and resolved design problems during the construction of the first two floors. ► Managed the entire technology process from inception to handover on all subsequent floors. ► Partnered with architects, engineers, vendors, systems integrators, construction crew, and internal stakeholders (including “C” Level) and program. ► Directed IT deployment tasks into the AMP’s Circular Quay building on a floor-by-floor basis.► Handled the deployment of diverse technological solutions to ensure the appropriate adoption of ABW which includes meeting rooms, mobility solutions, and other solutions needed for sourcing, approval, and implementation to meet the building works timeframe. ► Implemented solutions requiring vendor consultation and engagement while working directly with building contractors to ensure that all solutions worked at first go. ► Involved in the Lync 2013 update project with the responsibility of handling the upgrade of the whole back-end, client side, and integration to Optus’ Managed Video Conferencing Solution from Lync 2010 to 2013. ► Handled stakeholder management as key as the outsourced environment meant close coordination between all parties to achieve seamless implementation. ► Coordinated with the ABW floor occupation as well as its rollout to the whole organisation with the Change management team.

AT&T were the network management partner to Macquarie Bank. My role was to provide the project management of network components of Macquarie’s IT projects. I supported Macquarie in the global implementation of Airwatch MDM solutions to provide BYOD for the Macquarie user base. At the same time I implemented the network components of a wholly new global RAS solution based on F5 technology which consolidated and retired the disparate RAS solutions which was in place in different time zones. These projects enhanced Macquarie’s move to ABW by allowing additional mobility and centralised RAS solutions. ABW was greatly enhanced with the implementation of BYOD and allowed a user to access corporate resources through smart phones and tablets.

ABC was undertaking projects in the Radio and Television broadcasting areas to further move from analogue transmission to digital. The Capital Works Department provided project management for the broadcast business units and works with shared services and vendors to support ABC's broadcast capability. ► Project: Various Capital Works Projects. Capital Works is the central area for project delivery and allocation of capital funds. The project area covers projects from all Business areas (TV, Radio, iView, broadcasting) within the ABC and are centrally allocated. Within this role I liaised with all areas of the ABC and helped facilitate communication between the required business units. As broadcasting was moving away from the analogue transmission to digital, there was a high degree of “translation” and adaptation necessary to interface between the analogue and the digital mindsets. The projects completed were, upgrade of the digital radio playback systems, implementation of the iView application for Android and installation of a complex broadcast Central Ingest system for management of the television content. ► Project: Windows 7 rollout After two previous project managers attempted to rollout Windows 7 into the ABC (Approx. 6000 seats), I was asked to assume responsibility for the full rollout due to my involvement with the Digigram cards and the compatibility issues. This rollout was being conducted through vendors, internal staff and contractors that had already been put in place under the guise of a refresh. The project was expanded when I assumed responsibility, to incorporate all the workstations within the ABC and yet the timeline had not moved. This required a “rescue” mentality where proper project governance and communications needed to be put in place.

The Mayo Group undertook a relocation, consolidation and a move to Activity Based Working(ABW). I worked with the company to facilitate the IT environment to support and promote a change in the corporate culture. Business process needed to be re-engineered to support the shift in the way the organisation approached work. The IT deployments included building of an SOE and laptops to all staff, a new IP Telephony solution, Unified Communications, Swipe to Print solution using Xerox, a move from VDI to local desktops, meeting room technology and integration of the new technology into the ABW office environment. To ensure the new IT solutions worked, the existing environment required some upgrades and changes made and this required management through the outsourcer and the implementation of upgrades. These upgrades included additional storage, backup to disk, clean up of Active Directory, rebuild of the Citrix environment, network upgrades and wireless networking. All of which were delivered successfully

This role was to be the prime vendor on a PeopleSoft HR/Payroll implementation as well as delivering the infrastructure to supply the Software as a Service (SaaS) solution. The solution provided HR/Payroll facilities for 16,000 seats. The application vendor took the lead role and NEC was to be the primary contractor. NEC provided the hosted infrastructure and was first point of call. The application vendor gathered requirements and was the lead on the project and completed the build etc. The project had some issues to be resolved and need to have the infrastructure build finalised. I successful completed this role with all infrastructure delivered for the application vendor to complete their build.

I was given two projects that were under duress and were essentially stalled. The first project was to complete the final stage of a printer refresh and was at the stage of the delivery of a swipe to print and MFD solution into the environment. After reviewing several prospective solutions, a change from buy, own, run to a managed print service was decreed and I was responsible for creating the RFQ and issuing it to the panel. For the second project, I managed the decommissioning of a mainframe application used for records management and migrating functionality to Objective ECM via an Oracle ESB

As Infrastructure Project Manager, I was contracted to manage the IT components of a move to ABW incorporating new technologies such as: ► Meeting Room Management and integration ► Network Build VoIP telephony solution ► Unified Comms solution Projects were in the inception phase and required whole project lifecycle to deliver. The technology projects Goodman were originally discreet projects but I was hired to consolidate them to integrate with the office refit to ABW. This allowed me to work with the fitout team from the original gutting of the site to implementing "rough in" all the way through to the final commissioning of the integrated meeting room solution. The business benefits of this move to ABW included cost reductions in the way of floor space costs and reduction in power costs to efficiencies through better and easier collaboration as well as removing the silo mentality and encouraging more interaction between staff.

I was a Project Manager on the Workplace Environment Programme. The projects I managed were: ► Unified Meeting room – integrated meeting room management system which allows bookings and the use of various presentation functionality ► Wireless Network – allowing staff to use corporate resources wirelessly to increase mobility and allow visitors to access Internet and room resources ► Printing on Demand – integrated printing solutions to reduce natural resource usage. I performed all documentation gathering, vendor management, engaging IT staff to key areas of the projects, schedule management, verifying & editing project documents, managing procurement, meeting organisation and minuting and managing the budgets. My role grew during my time here where I was then asked to manage projects in their entirety. I also rewrote all project Charters to adhere to PMBOK principles. During these projects, I: ► Edited project documents prior to approval ► Scheduled creation and management ► Organised and minuted meetings ► Managed project documentation ► Managed project procurement ► Assigned meeting room automation project ► Co-managed Unified Communication project ►Provided project support to the other project manager’s and ensured all facets of project principles were adhered to. ► Risk and Issue management ► Vender Management ► Status Reporting ► Managed the relationship with IT staff and project staff and made sure the right IT people were engaged in the roles in the projects.

In this role I began as the Project Coordinator on the BTS Split Project. The project Scope was to upgrade all existing 3G mobile base stations to separate Optus and Vodafone capability as well as upgrading the base station hardware. The project was a multimillion dollar and complex endeavour. The role expanded from generating reports and managing small components to managing various discreet components of the project. These components were varied and included managing infrastructure resources to meet the deliverables as well as management of Vendors to provide their contracted deliverables.Although I undertook project coordination activities as the programme was quite extensive, I was assigned several discreet project components to manage independently. One of the key tasks was creating and maintaining project reporting. The reporting for the project was very detailed and required extracting data from various sources then compiling it into various formats to suit the requirements of the major stakeholders. One area of reporting and management that was crucial was the invoicing. I was required to ensure invoicing milestones were met and to verify & report on invoicing progress. I was also required to ensure the project process was adhering to methodology and managing various project and department process through to completion.As the majority of the project was through Vendor contracts, the project had very high demands on reporting as there were many and varied stakeholders. This was a critical component of the role.

The project Scope was to upgrade the entire Macquarie Campus network infrastructure. When the project manager left I was promoted to Project Manager to manage the project going forward. It covered all aspects of the installation from cabling to the Core to the end user. The project was in a situation where the PM was overloaded and as part of the ITS PMO, they required additional resourcing to assist with the project management, documentation, Business Analysis of Faculties and ensuring the new network would meet or better their current usage and future expectations and managing various discreet components such as management & training of the migration teams (18 staff), the Communications Plan and all communications to the user base and management of the IT representatives.This project allowed me to utilise the knowledge I was gaining and to extend myself from basic coordination tasks to managing discreet sub-projects of the project.

This role suited my desire to utilise my Project Management skills and to further my career in a new area. I found the role very satisfying and rewarding. The role was to manage and coordinate all aspects of the regular releases of Core & Front End systems that the bank uses.

Involved in various Infrastructure projects including:Upgrade of the ATM network to 3DESRetirement of the IBM FEPDeveloping a remote access solutionTransition from Telstra to Optus for the Whole of Business telecommunications Management of new branch stores, closure of branches and negotiationsManagement of third party vendors