Julia Morton Email & Phone Number

Responsible for the planning and delivery of the new Ground Resource Management Solution, a new planning, rostering, day of operations tool and payroll - award interpretation for our ground staff, covering six EA workgroups

Responsible for the business delivery of Velocity Frequent Flyer's new Loyalty Management System.

Responsible for the end to end management of the Program's business case, vendor contracts and delivery of a multi year program of work.

Brisbane, Australia

In this role, I managed the complete Sabre Foundation Program, holding responsibility for determining, managing and implementing the exact needs of my customers, the vendor, and stakeholders. The scope of the program was to deliver the Schedule and Slot Manager Migration to SaaS, Fleet Manager Implementation, the Intelligence Exchange upgrade and the Codeshare Manager Implementation; a new schedule publication and codeshare system with touch points across 11 global carriers. The Program also included the Movement/Recovery Manager migration and upgrade. This operationally critical, highly complex movement control system is used to monitor, manage and communicate changes to VA’s flying schedule within the day of operations to 14 days out. The successful delivery of this product was the first locally-hosted to a software-as-service migration, globally. In addition to the delivery of the Foundation Program, I was invited to manage a network link cutover five days pre-go-live requiring a full outage of operationally critical and customer facing systems. Additionally, I implemented a safety critical e-forms and API solution requiring me to undertake a range of roles to accommodate a much smaller budget project.Whether a small project or large, I lead teams with energy, enthusiasm, and determination, to ensure a quality outcome driven approach.

Brisbane, Australia

After the departure of the Operations Manager, I continued to successfully manage Virgin Australia’s Operations portfolio within the capacity of my substantiative role. My multimillion dollar portfolio, with excess of forty projects, allowed me to support my six customer areas. I did so by building their requirements in the early phase into solid business cases for funding approval. In addition, I ensured cohesive collaboration between team managers to find alternative funding options to achieve business and strategic outcomes. To identify efficiencies, I developed an end-to-end process framework, enabling greater transparency of process gaps.This included ensuring alignment of projects or capital spend requests with operations strategy and the portfolio’s CapEx budget, as well as validating and analysing project status ahead of executive-level portfolio performance reporting.I played a key leadership role in providing mentoring and support to increase organisational capacity over time, in terms of the quality of project and capital spend applications submitted by personnel. By playing a key role in promoting cross-divisional communication, I facilitated regular sessions with the six Operational Divisions, to manage and prioritise their programs of work across multiple financial years. In addition, I developed benefits profiles and presented CapEx requests to the Chief Operations Officer and General Managers, providing discussion and commentary on behalf of Program Managers.

Promoted to the IT Partner Governance Analyst, I played a lead role in establishing and maintaining strong processes to underpin contract management, and ensuring compliance with minimum standards and group policies. In particular I ensured contract compliance and governance structures for seven strategic Tier 1 and Tier 2 IT contracts, while supporting the senior contract managers. A key element of my role was the management of the vendor correspondence, such as proposals for BOQ’s major strategic partner HP. In addition, I created the Bank’s first contract register, establishing and inputting all relevant information for the strategic vendors. I also worked across the business to improve processes within the team and achieve alignment with strategy. Other achievements included developing a workflow management system that formed part of the contract and implementation of a contract governance balanced score card to track Tier 1 and Tier 2 vendor performance across their SLAs.

Program STAR (Sourcing Transformation and Roadmap) is tasked with outsourcing, developing and implementing a new IT operating model. Employed from the commencement of BOQ’s new strategic IT partnership with Hewlett Packard (HP), I provided the single point of contact between BOQ and HP project teams.This included liaising between the vendor and business, 16 project teams while also supporting the Program Manager. In addition I engaged with and cultivated support from project staff, the vendor, SMEs, and managers and senior managers within IT and across BOQ as a conduit for information, risk and issue management. I also led work packages including development of a policy and procedures manual for all of BOQ Operations.Within the first month of tenure I successfully managed the review, editing and sign-off of the 16 Integrated Transition Plans to successfully meet the first contractual milestone within a tight timeframe. This required liaison with a large group of stakeholders across two organisations, meticulous attention to detail, and robust version control. I was presented with a CAN-DO award for commitment to this achievement.

Brisbane

Contracted to Brisbane City Council (BCC) on the multimillion dollar Queensland Urban Utilities’ (QUU) Separation Program of Work (Program), my role focused on the liaison and relations between the two project teams.As the key communication channel between QUU and BCC, I process managed the delivery of 200 information requests within timeframes and subsequent Statement of Works. Liaising closely within multidisciplinary, multi-function project teams, including on highly sensitive and confidential matters, I ensured consistent administration in each stream and across the Program as a whole.

Brisbane, Australia

I was engaged to develop and implement supporting processes and tools to operationalise Audiometric Testing Requirements and improve noise management practices. A key focus of my role was embedding communication and liaison strategies to promote adoption of implementation tools.In addition I was responsible for developing a scoping brief to define project inclusions, and process mapping including implementing business changes.

Brisbane, Australia

Working within the commercial arm of the Department of Main Roads and Transport, I provided high-level support to the Senior Program Manager and his team. Supporting and maintaining the Program Office I was responsible for mentoring and training project managers in project methodology and RoadTek project tools (SAP). With the goal of improving the quality of reporting summited by Program Managers I provided extensive training in documentation expectations. Working cooperatively and collaboratively in high performing team, I also supported management of projects and tasks to ensure timely completion. In addition I provided executive level reporting on program performance, risk, issues and financials.Notable achievements in this role to date included:• Developing an Earned Value approach entailing monitoring the project plan, actual work, and work-completed value to determine if project is on track• Developing a Benefits Realisation approach to clearly measure the effectiveness of programs/projects by focusing on business metrics, rather than program/project metrics • Training Project Managers in completion of scheduling estimation and Earned Value Reporting in SAP P&PM

Brisbane Cbd

Dual Project Replacement of Asset Maintenance Management System (AMMS) andEnhancement of SAP Project and Program Management The objective of this project was to address current functional and usability blockages, and technology and business support issues within AMMS and SAP. Adhering to Prince2 methodology, my role included developing a business case, completing stakeholder and executive level reporting, and identifying and reviewing measurable benefits. In addition I controlled the project through identification and management of risks, issues, tracking and change registers to ensure achievement of timeframe, budget and change tolerances. I also had the opportunity to take the procurement aspect of the project into my role, further refining my skills in this area.I successfully developed end-project and end-stage reports, including a high-level summary of project performance against business case goals, aims and objectives. In addition I identified outstanding project issues and risks and related responsibility.

Brisbane, Australia

Environmental Awareness eLearning ProjectThis project was aimed at providing an alternative Environmental Awareness Training solution. Key training deliverables were achievement of learning outcomes, cost effectiveness over the long term, and accessibility to individuals and groups of employees both offline and online.Identifying, analysing and categorising issues and requirements associated with the current training, I evaluated costs and benefits of training options. This included consulting with key stakeholders to determine and ranking needs for importance and frequency. I successfully negotiated with the client a solution that met 100% of the identified requirements. This solution also offered substantial cost and time savings over a 4 year period.

Brisbane, Australia

Dual ProjectImproving Planning and Scheduling Using Primavera ObjectivesEstimating Sustainability ProjectThis dual project was intended to improve project planning and scheduling capability, and provide operational support for the Primavera application. In addition the project included developing and delivering planning and scheduling training, and improving estimating capabilities.Assisting the Senior Project Managers with the Primavera Help Desk and associated tasks, I updated and maintained project schedules using Primavera P6. In addition I prepared all contracts and procurement documentation, and coordinated monthly Primavera courses.As a result of the Queensland floods, the timeline for this project was stepped up to an urgent need requiring fast tracking of the embedding process. This necessitated a more hands-on approach to assist the regions in delivering project schedules that complied with Primavera Business Rules.

Master Of Business Administration (Mba), 6.18, Distinction

Intensive Leadership Course, A

Diploma Of Project Management (Pmbok)

Diploma Of Events Management, Finalist, Gold Coast Student Of The Year

Programme, Design Thinking And Creativity For Business, 97%