Delivering Leading Edge DC’s national rollout and facilities development program. We’re on a mission to power the digital economy of regional Australia. Connect with us for solutions and Partner options.

ProjectsRite (PR) and Centre for Project Leadership (CPL) specialise in project delivery as well as project leadership and project management training (general, certification and specific interest areas), coaching, mentoring, project health checks, project recovery and PMO/portfolio/program/project management engagementsConsiderable globally research in the past decade has highlighted a lack of increase in the success rate of projects corresponding to the advances in the Project Management profession. The research found Project Managers not mastering Leadership skills as a major contributor in the increasingly volatile and demanding corporate environment.PR & CPL provide experienced project resources to deliver programs and projects successfully by setting them up to succeed and then managing them to completion and handover.CPL provides training, coaching and mentoring in leadership skills including influencing, crucial conversations and critical confrontations to supplement the formal project management skills and experience of individuals and teams.CPL focuses on the 'Managing Self' and 'Leading Others' skills that Project Managers (no matter how senior and experienced) need to master to deliver any project in today's competitive corporate environment .

Responsible for implementation of ERP system across all AVJennings companies and state areas.AVJ engaged me to direct the client-side implementation of the ERP system including finance (all financial components) Operations and the underlying enterprise content management to support it.The implementation touches every part of the company from Acquisition through Land Development, Planning & Design, Estimation, Tendering, Procurement, Construction, Sales, Marketing, Customer Service and Warranty.It also covers the critical reporting to both internal and external stakeholders and shareholders.

Vice President (VP) of PMI Sydney Chapter Board who are responsible for organising the chapter member activities and providing services to the members in return for their membership fee.The VP is also the Chief Operations Officer and responsible for supporting the President by organising the operational side of the chapter activities including the directors for the portfolios for Events, Professional Development, Marketing, Membership and Volunteers. Keeping the 'boiler room' going allows the board to concentrate on more strategic directions and activities to extend the catalogue of services offered to the members.

Body-Worn Video project - a game-changer for NSWPFEngagement was originally project rescue/recovery for BWV Phase 1 which was successfully turned around and delivered. Outcomes were new BWV system centralised infrastructure and deployment of BWV equipment to 22 sites to assess impact of full roll out. Significant vendor and stakeholder management required to recover project.Initiated BWV Phase 2 to roll out solution to rest of 450 sites.

Working with CS Technology in business development in the PMO and Project Delivery areas as well as leadership development including assessment, design, build and operate PMOs and development of project delivery capability.

Project rescue activities with the Telstra DHS Program as Project Director of Service Deployment. Role involves analysis of project activities to current point, recommendations for changes to bring project back on-track and then delivery of outcomes.The DHS Program Service Deployment area delivers telecommunications services (5 separate services in total) to the 5 DHS Programs - Medicare, Child Support , Centrelink, Veteran Affairs and Rehab services - which entails nearly 800 sites. The program also transforms DHS from 5 disparate programs (agencies) into a unified technology platform as a managed service.

The Steven Walter's Childrens Cancer Foundation has a vision of 100% survival for all Children. SWCCF is committed to fundraising partnerships offering financial support for vital research so that every child with cancer can be guaranteed a future and an improved quality of life. You can make a difference by helping us with a donation to the SWCCF.As part of my commitment to the SWCCF I raise over $5,000 in donations to the foundation.Unfortunately (due to work commitments) I was unable to join the Around Australia Ride for 2013 (AAR13) but I aim to join the next one in 2015 and again raise funds for this very worthy charity.As a side note, the AAR13 riding group donated over $150,000 to the children's hospital which will change the life of many children and their families affected by cancer.If you would like to contribute at any time, please feel free to donate any amount no matter how small at http://www.everydayhero.com.au/gordon_bartlett

Volunteer activities on the Nominating Committee to select canidates for the election to fill vacancies on the PMI Board of Directors in 2011, 2012 and 2013.

2010-2011 Engaged for project rescue - Telecommunications component of the Collections Transformation program - facilitated scope reduction with agreement of program sponsor and then requested to lead Telephony Workstream of as Project Director to a successful completion - which I did. Managed 3 separate vendors on two parallel projects to successful completion during this period. Integrated successfully with systems development (inplemenation of new software system) and organisational change occuring as part of this program including off shore staff in a virtual environment.2011-2011 - As the Collections Program came to an end, my skills were requested to coordinate the Service Delivery Infrastructure (SDI) Lead for an interbank project - Mambo - to ensure all SDI activities are coordinated fully and delivered successfully. This project was driven by the RBA and BPAY (CSC was engaged as their systesm integrator) and required WBC, CBA, ANZ and NAB to coordinate and agree on new payments initiatives to be implemented to respond to increasing competitive pressure from overseas. I successfully motivated and lead a very diverse infrastructure team to design, create and implement the necessary infrastructure components for the proposed platform and get ahead of all other areas in the project along with achieving a very positive culture within the team. Unfortunately the withdrawal of NAB and ANZ meant the project was no longer viable for WBC and CBA so it was cancelled.2011-2012 - Prior to the cancellation of the Mambo project, I was requested to assist bring the technology team for the ABS/AST team together due to delivery difficulties and poor morale. After consultation with the sponsor and management I agreed to stay with the Mambo project team until completion but was freed up when the project was cancelled.I was able to successfully build and motivate the AST Technology Enablement team and then handover to a permanent WBC staff member to complete delivery.

Volunteer activities on the PMI Professional Awards Membership Advisory Group during 2010

Mentoring the chapter leaders in Region 10 (Australia and NZ) for PMI Global Operations Centre and acting as a liaison between the chapters and GOC.Organising regional meetings and coordinating regional activities to increase the maturity of the chapter activities through collaboration with each other and PMI GOC.

Managed the Optus Business PMO responsible for full PMO services except project delivery. Group seconded to OB Transformation program in 2006/2007 reporting to Head of Transformation to provide Program Office services as well.Outcomes:Consolidated methodologies on PMO website with overview,templates,etc. Raised Risk, Benefit and Financial management of projects/programs to a level superior and integrated it with broader OB AOP and strategy. Resource procurement process was recognised by Optus HR for specialised needs and integrated into the general HR processes.Provided project coordination, scheduling, reporting and other project services which were used as a model by other areas in Optus.Provided a roadmap for the PMO which was 50%-70% executed in early 2008.Standardised project filing & information storage and migrated to a DMS to increase the efficiency/effectiveness of delivery groups. Flexible for different usage and were adopted enthusiastically by the delivery groups.

Lead Chapter and Board of Directors for 3 years through a period of strong growth and development mentoring other directors to provide a succession plan at the end of my tenure to keep the momentum going.

After the outsourcing of IT by Westpac to IBM on 3 December 2000 the delivery of projects became increasingly difficult as the two organisations learned how to work together. Six senior previously Westpac (now with IBM) staff were asked to be responsible for between 80 and 170 projects each and assist both the IBM project managers and technical staff and the Westpac customer representatives to understand how to work the system to get their projects moving again. After 7 months of coaching, mentoring, facilitating and negotiation, the Customer Satisfaction Ratings trend (downward) was reversed and the CSRs raised to the levels required by the contract between the organisations - at which time we were freed up to pursue other roles within IBM.

Delivered IT infrastructure rollout projects and programs 1994-1998 including:-Technology set up for Westpac call centres in NSW, QLD, VIC and TAS (a 'green-field' location)Roll out technology upgrades to every Westpac branch (1044 at the time) for branch communications, servers and PCs (program with multiple streams) and then acting as Westpac advisor to vendor upgrading the system two years later.Implemented technology for a 1200 seat single level corporate building in Concord West including set up of the largest single 'comms' room in any Westpac building outside the main and backup data centres, managing the cabling, PC, printer, server and accessory installation and then the relocation of the 1200 staff into the building from up to 5 other locations in phases.Managed the merging of the Westpac and Bank of Melbourne Call Centres in Melbourne.Managed the rollout of a new system - both hardware and software - to the Business Banking staff across Australia (about 500+ laptops and associated components) including conversion of the locations in each state to allow them to use the new systems.From late 1998 to end 2000 (prior to outsourcing) I managed what would now be termed a PMO for Westpac Technology (called Major Relocations and Projects - managing types of Technology projects) developing a methodology for the group, coaching and mentoring the members, encouraging them to become certified, facilitating initiation of Technology projects and allocation of resources to them, reporting on the progress of the protfolio under management by the group. I managed to establish a structure which supported these objectives and the members of the group and the group had created a very positive culture as well as a reputation for being the SMEs for Technology projects prior to being outsourced to IBM. My reward for this period is the lasting friendship and respect of the members of the group who have gone on to various successes within their career.