Mark Hope Email & Phone Number

Sydney, Nsw, Au

Sydney, Australia

TAFE NSW has a significant program, Student Management Services (SMS), which started in 2016. This program is a part of the One TAFE transformation where TAFE is unifying from separate RTOs (Registered Training Organisations) into one. SMS has over 200 staff working on it and a budget close to $100 million. I joined the project as Release Program Manager reporting to the Program Director in November 2018. I was responsible for the delivery of release 3.1, which was the largest release of the program. Reporting to me were the program managers for the three main delivery streams (Red Campus, IDM and Integrations), the test managers, the business teams (BA’s and process analysts), and the data migration team.The largest part of the program was to be delivered by Red Rock under a fixed price agreement. As the program was running very late (original delivery was scheduled for 2018 and the program was still in design and build when I joined) the vendor was under considerable financial stress leading to some significant commercial challenges, which manifested in the program in a number of ways. In addition the program had recently been extended to include IDM and Integrations, which were previously being run by ICT. I managed coordination across the program, and focused on the delivery from Red Rock, resolution of key issues such as SME time conflicts, quality of deliverables, and improved schedule definition and planning.

Sydney, Australia

Curriculum Management System implementation: Macquarie University have selected the Factor5 solution for managing the curriculum approval and publication process of the University. I managed the project (approx. 6million budget) through the initial design and implementation stage, which included engaging with senior stakeholders (Registrar, PVC Program and Pathways, DVC (Academic) etc), and managing the business team, project team and vendor. The project is on target and running under budget.Station Upgrade project: The railway line through Macquarie University Station is due to be closed for 6 months from about September 2018. This will have significant impacts on staff and students (up to 30% travel by train), and I took over the program for two months until a permanent PM could start. During that time I re-established the governance, clarified the scope, negotiated with Transport for NSW, and started two major initiatives, flexible working and a travel study. I was able to brief the VC to his satisfaction on the progress of the program.Finance Portfolio Management: The finance department has a significant program of work to undertake in 2018, including a major upgrade to the core finance system, redefinition of the budgeting process, various regulatory compliance works, and a large number of smaller projects. I built the portfolio of projects with the CFO and his direct reports in order to be able to identify potential conflicts (particularly on resource), alignment to strategy, project inter-dependencies etc. This allowed for constructive decision making about priorities and sequencing of those projects.

Sydney, Australia

The Loyalty program (branded The Star Club) was the biggest IT project for Star throughout late 2015 and all 2016, costing $20 million, with CEO and CIO sponsorship.I took over the program when it was in running without a clear delivery date, scope, or means of completion. I was responsible for the whole program with business and IT teams reporting into me. We resubmitted the business case to Board in April, with a delivery date for early November, and delivered on that date successfully. The program was delivered in two main phases, the first involving replication of the core customer and gaming data across three properties and merging of 45,000 duplicated accounts. In the second we implemented the new Loyalty program for 350,000 active customers, involving rebranding of the loyalty program, re-issue of all customer cards, in-sourcing the Gifts capability, replacement 5 systems and upgrading a significant number of others.I was responsible for the formal definition of the scope, the reset of the budget and delivery timeline, changes to staffing and program structure, changes to the governance structure, hiring of the testing team, establishment of the environments management capability, creation of the operating model for the in-source of the Gifts capability, and delivery across two main phases. I reported into the Steering Committee chaired by the CEO weekly, and including the CIO, CFO, Property MD’s and Program Sponsor.

Sydney, Australia

I was responsible for running the Project Steering Group, development of the business case, building and running the team, and delivery during 2015. During 2015 the programme had a budget of $4.5million across three lines of work, and delivered a business case for full funding through to June 2016 of $8.9million. During 2015 we completed a proof of concept of text based monitoring and surveillance and completed the first production delivery of that capability.Since 2008 there have been increasing investigations into the conduct of banks in the FICC (Fixed Income Currency and Commodity) markets, in particular FX and benchmarks. ASIC have been conducting investigations since 2014 into the conduct of the Australian banks with respect to FX and BBSW. The response to the ASIC investigations at CBA is called Calypso, and the forward-looking programme for enhancement of controls is called Themis.

I held several management and consulting roles at CBA over a 10 year period, and filled the following roles in the Bank:• Planning and Consulting for Cloud Computing, Customer Strategy and IT outsourcing• Program Management for Core Banking, IT outsourcing, and On-line channel development.• Applications management for Payments, Markets Operations and Foreign Exchange.I worked with all parts of the Bank at one stage or another, most closely with the following areas:• Infrastructure Technology and Operations• Core Banking Modernisation• Markets Front Office, particularly Foreign Exchange• Markets Back Office• Wholesale PaymentsSome of my significant achievements are:• Development and execution of the methodology for taking the whole IT Infrastructure of the Bank to market.• Development of the strategy for use of Cloud technologies in the Bank.• Development and acceptance of the Customer Strategy for the Bank, covering Data Management and Customer Management.• Execution of Customer Migration through phase 2a of Core Banking Modernisation• Complete transfer of all Markets application management to new offshore outsourcing arrangements.• Delivery of a large portfolio of projects across up to 40 applications in several different application portfolios.• Management of large project and support teams with excellent results formally recognised in annual assessments.

In HP Consulting the Principal Consultant was the most senior consultant directly responsible for client relationships and sales. Most Principals were responsible for a single client, in my case IAG. The Principal works in the Client Business team, project delivery is carried out by the Solutions Business teams. HP Consulting has four main solution businesses - IT Services, Extended Manufacturing, Network Services and E-Services (in effect management consulting).Responsibilities• Business development and order generation• Client relationship management• Account management joint with the HP Account Manager• Strategic development of the HP relationship with the client• Development of relationships with partner organisationsAchievements• Taking the IAG implementation of Ariba (e-Procurement) from inception to successful completion, on-time, to budget.• Successful completion of the Year 2000 desktop upgrade project for NRMA• Successful on-time completion of the rollout of the NRMA desktop to RACV• Defined and ran the project for re-planning information management at IMA from resulting in the plan for achieving completion of management reporting within 10 days of end of month, reduced form 14 days.• HP Asia Pacific High Achiever FY 2000• Extension of HPC into management consulting in NRMA Member Services and IMA (IAG motor and home products manufacturer).

At Oracle I held two main roles, as a Database Sales Representative for Financial Services, and as a Sales Consultant focussing on Tools and Database.Responsibilities• Business development and order generation• Client relationship management• Commercial and technical account management• Client consulting and educationAchievements• Financial Reporting solution developed for Westpac Group Accounts• Data Warehouse re-development won and carried out for BNP• Defined and ran development of the first online Java system for credit checks for CRAA• Oracle Quota Club, 1996 and 1998• Won the database component of the World Class Financials project, worth $1.6 million• Major sales into AMP, NRMA, HIH, Westpac, Integral etc• Won the first Oracle Sales and Marketing sale to AGL.

Bsc Eng, Honours, Civil Engineering, Systems Analysis, Transport Planning

Cba Leadership Education Program