Managed and delivered various projects including but not limited to:• Developed Governance and Stakeholder Frameworks along with an Enterprise Architecture services roadmap for Rio Tinto - Oyu Tolgoi mine, Mongolia• Developed Business Process Modelling guidelines using BPMN along with video-based Business Process Modelling training for Rio Tinto - Oyu Tolgoi mine, Mongolia• Developed an Application Roadmap for Kestrel Coal• Developed current state processes for most of the business areas within Kestrel Coal• Delivered a Request for Proposal for PRONY Resources which resulted in the successful selection of a Vendor to transition business applications from Vale to the new entity - Prony Resources.

TOGAF® Standard Version 9.2 for various EA Learning ClientsApplied Business Architecture training for various EA Learning clients.

Donna was engaged at Breast Screen Qld to re-baseline the Online Portal project that was in trouble. Under Donna’s management, by restructuring the project and using a Prince2/Agile methodology, the Breast Screen solution was implemented successfully within 5 months. Donna commenced Phase 2 to deliver breast screen letters to General Practitioners electronically. Again using a well-structured Prince2/Agile methodology, Phase 2 was successfully delivered on 4 September 2017, on time and within budget. In September 2017, Donna was requested to assess the IT systems in the Cancer Screening Unit and deliver a Roadmap for the unit which Donna completed just prior to December 2017. A key recommendation from the Roadmap was to conduct a Business Process Review (BPR) of the processes associated with the use of the main Breast Screen system.Donna conducted the business process review engaging eleven (11) Breast Screen services across Queensland and identified a number of business problems with the aging technology and its inability to support the business. She documented the current and future state processes including use cases , conducted a options analysis and delivered an Options Paper which recommended assessing the market for potential solutions to replace the Breast Screen system. She released a Request for Information (RFI) to the market to determine if any viable, cost effective solutions were available. She facilitated the evaluation process and using the information from the RFI she delivered a Business Case which was provided to management for consideration.Using a Prince2/Agile, Donna also managed another project to implement Data Matching Software which was procured through an Invitation to Offer process and was implemented on time and within budget in January 2019.Business engagement and stakeholder management being one of Donna’s key strengths, contributed to the successful outcomes of all the projects.

The ieMR Program is responsible for rolling out the Digital Release to Princess Alexandra and Cairns Hospitals enabling Princess Alexandra Hospital (PAH) to become the first large scale digital hospital in Queensland. As a Principal Project Manager, Donna’s key responsibilities were to:• Engage with key Clinical Directors within the hospital to assist with business readiness activities;• Support the Project Director at PAH to oversee the activities performed by the Project Managers for each delivery stream;• Manage various streams of work using Agile and Scrum methodologies;• Deliver project plans;• Provide support at go live.Donna was also asked to manage and facilitate Joint Integrated Testing and User Acceptance Testing which she delivered on time and within budget enabling the program to meet the go live deadline date.Following the successful implementation of the Digital Release at PAH, Donna was asked by Senior Management to establish the Analysis, Design and Configuration (ADC) team in preparation for subsequent implementations at other Queensland hospitals.The ADC team, under Donna’s management, is now the key area providing services for the Medications Management project due to go live in October 2016.

The LCCH ICT Program was a large portfolio of work established to deliver the required ICT into the new Lady Cilento Children’s Hospital. Donna had two (2) roles:• Transition a portfolio of Enterprise and Clinical applications • Assist the business with their business transformation activities Donna successfully transitioned thirty four (34) applications into the LCCH on time and within budget.In addition to the portfolio of applications, Donna was also responsible for supporting eight (8) business areas. Working closely with the business areas Donna facilitated and managed the business transformation and readiness activities ensuring that the business were well prepared for the transition to the new hospital.Key activities and achievements included, but were not limited to:• Delivery and management of the Project Plan and Schedules for each of the applications and business transformation activities;• Risk and Issue Management;• Development and management of the Work Packages to initiate the work for various teams;• Assisted and mentored the business to prepare for the transition including identifying the gaps between their current state and future state;• Facilitated and prepared the business for the new environment;• Management of the activities for HSIA resources to prepare the applications for the LCCH;• Supported the business at go live managing their issues and ensuring that they could care for their patients with minimal disruption.Following the successful opening of the Lady Cilento Children’s Hospital, Donna was tasked with delivering the 140 applications for the new research building opening in May 2015 and engaging with the business areas moving into the building.

Donna was solely responsible for transitioning some 3000 users using telecommunication services from various providers over to a new Telstra contract. During this time she was also solely responsible for implementing a Billing System provided by InfoView Technologies using the “software as a service” model.• Delivered Project Plan and Schedules using PRINCE2 Methodology• Risk and Issue Management• Managed Budgets• Transitioned some 3000 mobile users to a new Contract. • Delivered the business processes (BPMN) for the new work practices • Delivered the work instructions • Developed the Policy and associated procedures • Developed a Service Catalogue • Managed and implemented a Billing System provided by Infoview Technologies using a “Software as a Service” model

Various Projects