Janice Massalin Email & Phone Number

Johannesburg, Gp, Za

Johannesburg Metropolitan Area

Bryanston, Gauteng, South Africa

South African Ambassador/ Office Manager and Employee Experience Manager:• Local point of contact for employees and reporting immediately any breaches, concerns, absences or issues of any kind to the Chief Technical Officer (CTO) and HR Department of Cambridge Cognition UK• Acting as a proxy representative on site for any employee or contractor to support the remote HR and CTO • Assessing risk of, establishing and maintaining the office and office environment including representing Health & Safety, security issues, sourcing IT and office equipment, refurbishment issues, plants, consumables and liaising with landlord (directors, designers, reception staff, refurbishment project managers) IT service provider and suppliers• Planning and mitigating for success and safety • Carrying out the site induction ensuring new starters feel welcomed and settled Ensuring employees /contractors understand the standards of conduct & compliance within the company policies and local legislation as informed by the HR department & line management • Advising HR and CTO of any local legislation, practices and culture that they need to be aware of • Modelling and creating company culture for South African staff • Encouraging team formation and trust building though social meet ups, Wellness initiatives and Charity initiatives• Monitoring and observing behaviour,attitude,performance and interaction• Resolving issues and feeding back to HR and UK line managers on an agreed cadence

Sandton

Process Engineer for GBS PPI division:• Mapping processes for business areas including Human Resources, Learning & Development and Shared Scheme Administration• Setting up workshops with relevant stakeholders to obtain information for the above processes• Assisting clients to study their current business processes and develop new methods to improve productivity, efficiency, and operational costs including Governance, system, documentation, role, risk, control, business rule and location aspects• Use of Aris as a mapping tool

for the Account Reconciliation & Ownership Project to implement Consigno (an account reconciliation attestation workflow system):•Change and Communication Plan•Communication Articles for Consigno users and stakeholders as well as for the larger Business Unit community•Change Readiness Assessment•Managed creation, approval and distribution of Info Sheet (training summary quick reference for users)•Managed and co-ordinated end user info for communication and infrastructure compatibility purposes•Costing and logistics for post Go-Live celebration•Managed post Go-Live maintenance of system end users and teams, training and communication•Assisted in driving and gathering information for Support Process•Driving, motivation, design and management of Project Team intervention•Managed e-learning process and stats•Driving of leadership support of training

Morningside

Change Manager for the Aveng Group Human Capital Management Project (implementation of SAP HR):• Worked together with CM Lead to ensure that the stream delivery was on time, on budget and to the agreed strategy and quality standards• CM stream tracking and reporting• Stakeholder engagement and communication at a user level• Quantified the change impact, anticipated and managed risks within CM stream• Implemented change accelerators and processes• Worked directly with the CM Lead to ensure that Project Management and Change Management were delivered to stated project goals• Worked with the other project streams (process and technical specialists) to develop and drive an appropriate CM approach• Executed and delivered the CM plan• Provided support to CM Lead through data accumulation and processing• Executed the CM processes and deliverables together with the CM Lead and business

for the Eskom End User Computing Programme for implementation of the Windows 7 and Windows 8 Operating System, ensuring that:•The project continued to render upfront communication to ensure successful implementation•Group IT leadership, in particular, keeping their fingers on the pulse of change; continuing to recognise the need to champion the project into the organisation, based on employee feedback•Employees were helped through the change, reducing resistance•Understanding was facilitated among key stakeholders of the need for change and their commitment to it obtained•The scope of the programme was rebranded and re-launched •The people side of change created by the project was managed through a structured change management approach and methodology•A change management strategy relevant to the groups impacted by the change was applied•Potential people related risks were identified and mitigation was developed•Readiness assessment results were performed, analysed and shared in a manner which had practical value•Change Management Plan, Communication Plan, Sponsor Roadmap, Coaching Plan, Training Plan was implemented•Gaps in terms of effectiveness was identified and corrective actions was applied•Methods of reinforcement were developed and implemented•Change management activities were integrated into the overall project plan by collaborating with other streams•Change Management worked with the training stream to formulate relevant plans to support learning•Communication was delivered using a number of innovative interventions •Interactive user campaigns such as setting Launch Event were promoted•Programmes that would utilise the project to elevate Group IT status in the organisation were implemented •Three key streams to enable smoother transition for the end-user; namely Training, Communication and Support Manning the floor post migration, were integrated

for Project Domino and Project Steinbuild, an initiative which aimed to provide personal and product loans to customers of HiFi Corporation, Incredible Connection and third party retail business partners:•Worked together with Project Management to ensure that the project was delivered on time, on budget and to the agreed strategy and quality standards•Overall Change Management (CM) project tracking and reporting•Governance of the CM stream•Stakeholder engagement and communication at a leadership level•Reviewed the CM processes and deliverables with the business to define the fit/ gap, impacts, inter-depenencies, pre-requisites and work effort required to execute CM deliverables•Quantified the change impact, anticipated and managed risks•Designed and implemented change accelerators and processes•Worked directly with the Project Manager to ensure that Project Management and Change Management were delivered to stated project goals•Provided CM expertise and input on specific components of the project•Perfomed quality assurance of the CM stream•Worked with the other project streams (process and technical specialists) to develop and drive an appropriate CM approach•Provided support through data accumulation and processing•Executed the CM processes and deliverables•Executed and delivered the CM plan

– Mid July 2012; for Project Mobile, an initiative which aimed to make KPMG staff more mobile and flexible by replacing deskphones with mobile devices:•Aligned Change Management and Communication activities with Project Plan and situations•Communicated and liaised with Marketing department to deliver final communication elements•Managed and actioned user feedback to formulate overall solutions•One on one discussions with pilot staff members to attempt to understand, measure, predict solutions and prevent issues for the remainder of staff•Composed communication elements and requirements which included supporting management staff•Created and managed awareness, enthusiasm, adoption•Helped to minimize negative impact or perceptions•Coordination of Change Management information•Created User Guide basis for IT team review•Collated project debrief content for marketing and Case Study purposes

for Safari Project providing support to the Safari Project Team Leads, reporting to the Global Lifecycle Manager.Activities include:•Setup and managed support functions covering planning, tracking, reporting, quality management and internal communication•Coordinated Change and Information Management•Set up and coordinated meeting requirements•Ensured alignment between regional activities and acts as single point of contact•Assisted with administration activities as and when required by the Team•Change Management interviews and surveys with end user and Service Delivery community as well as reporting

/ Project Management Office Consultant in the Core Banking division of the Project Management Office at Standard Bank. Thereafter moved into the role of Change Management Consultant for the Establishment of PMO project. My last assignment (for 3 months, starting 01/07/2011) was as the Change Manager for the IT PMO Project. Activities included:•Defining, mapping and documenting requirements and processes for which the PMO is a custodian (Financial Reporting, Documentation Management, Lessons Learnt)•Assistance, guidance, support of and input to training strategy and deliverables•Change Management and communication requirements for PMO to project stakeholders•Created the change management strategy relevant to changes and stakeholders impacted•Implemented plans to deal with people-related risks and possible resistance•Input to Team Effectiveness Workshop•Planned Socialisation Workshops for Stakeholders•Developed plans – including Change Management Plans, Communication Plans, Stakeholder Management Matrix and Change Impact Analysis•Was an active and visible coach to other members of the Project and Change Management Team•Worked with project team to integrate Change Management activities into the overall project plan•Worked with other communication, training, OD and Change Management specialists in the formulation of particular plans, elements and activities to support project implementation•Reviewed and Quality Controlled Tata Consulting Change Manager’s deliverables

for the implementation of projects in the Safety and Sustainable Development Division. Activities included:•Conducted surveys with stakeholders and users regarding entrenchment of the IRM.net software, as well as for other projects•Evaluated survey results and presented findings and recommendations in a logical and easy-to-understand manner•Input and support to strategic planning and structure of Change Management activities including new initiative to entrench values through Performance Management•Identified and facilitated team requirements such as info sharing sessions•Stakeholder management•Recommendations for training strategy and content•Employed a well defined change management approach and methodology to address the people side of change as a result of the project and related change efforts•Improved the change management strategy according to the detailed circumstantial understanding of the change as well as the relevant groups impacted by the change •Highlighted and managed possible people related risks and expected areas of resistance, to create relevant strategies which would alleviate and attend to these concerns•Created a group of executable and goal orientated change management plans – including communication plan•Developed Communication plan elements, for example Newsletter•Was an active and visible coach to other members of the Project and Change Management Team •Detected probable resistance and performance disparities, and worked to develop and implement corrective interventions •Assisted other project team members to incorporate change management elements into the complete project plan•Collaborated with communication and other Change Management consultants to create specific plans and interventions which would enhance project implementation

for implementation of Project Office at Standard Bank Africa. Activities include:•Ran ADKAR Workshops to measure preparedness of impacted users for Project Office•Evaluated results of ADKAR Workshops and reported findings and recommendations in a logical and easy-to-understand manner•Assisted with development and delivery of Newsletters•Applied a systematic change management approach and methodology to focus on the people aspect of change created by the project and change initiatives•Contributed to a change management approach centered on an understanding of the unique circumstances and details of the change and specific groups affected by the change •Identified probable people-related risks and foreseen points of resistance, and designed specific interventions to minimise or focus on the issue •Provided input to effective and focused change management plans – including communication plan•Was an active and visible coach to certain other members of the Project Team •Reported on potential resistance and performance gaps, and directed on corrective actions•Created and enabled reinforcement mechanisms and celebrations of success•Input to reinforcement mechanisms and celebrations of success•Worked with project team to include change management activities into the overall project plan•Worked with communication, training, and other Change Management specialists to develop specific plans and activities to support project implementation

for Oracle EAM Project. Activities included:•Project Team interventions•Stakeholder management and interviews•Implemented a structured change management approach and methodology for the people related change resulting from the project related changes•Developed a change management strategy based on the situational awareness of the client and project related changes, specifically the groups being impacted by the change•Identified, formulated strategies and ensured that all people related issues, risks and resistance were adequately addressed and advised on relevant plans to mitigate or address these•Developed and contributed to a series of actionable and targeted change management plans – including communication plan•Contributed to training plan•Development and driving of communication forums including newsletters, Roadshows, and workshops•Supported the execution of plans by employee-facing managers and business leaders•Was an active and visible coach to executive leaders and other project team members•Identified resistance and potential performance issues, and recommended corrective action•Worked with project team to incorporate change management elements into the complete project plan•Worked with communication / marketing, training, HR and OD specialists to formulate specific plans and activities which would support project implementation

Input to training stream•Communication plan and driving communication forums including newsletters, Roadshows, and workshops•Configuration Team interventions and Project Team interventions•Provided assistance in formulating the change strategies and any other change management related issues•Ensured that all the change management issues and risks are adequately addressed

for implementation of RAMIS (a product cataloguing system) prior to that I was part of the project team reimplementing ERP Oracle. Both of these projects include the following activities:•Co-ordination of facilitation of Roadshows for users on all levels•Designed and developed Roadmaps for engagement of and info sharing to users•Project Newsletters•One-on-one sessions with Project Team members •Project Team interventions•ADKAR workshops•Input to training stream•General planning and preparation for the business areas transition to the new solution•Management of risks throughout Project from a Change management perspective

for programme of changes relating to the commercial processes and recently all the sub branch projects under the Workflow Programme. Activities included:•Communication / Information Sessions for business users on all levels•Change Impact Sessions for business users on all levels (including Workflow Management)•Role Clarification Sessions for all level of business users•Engaged business users and management for testing and Train the Train purposes•Planned End User Training with the Training department•General planning and preparation for the Business areas Go-live on the Workflow system•Management of risks throughout Project from a Change Management perspective•Role mapping for configuration of system users•Team Wellness for Project Team, focusing on communication issues and team values