Michael Corcoran Email & Phone Number

Wellington, New Zealand

Porirua City, Wellington, New Zealand

Wellington, New Zealand

Wellington, Wellington Region, New Zealand

Project and Product Line management across a Web Lifecycle Management initiative. Implementation of LCM for all websites and webservices, including managing a backlog of minor enhancements for the business plus software and platform support for web hosting platforms.

Wellington, Wellington Region, New Zealand

Wellington, Wellington Region, New Zealand

Strategic project initiation - specialising in Solution Analysis and Selection, Government procurement processes and Business Case writing

Wellington Region, New Zealand

Project Initiation and Delivery, with specific focus on NZ Government Agency - Information Risk and Security Assessments for public cloud hosted solutions.

Wellington & Wairarapa, New Zealand

Currently engaged in "Project Initiation" for new initiatives including; problem analysis, solution scoping, procurement requirements analysis, indicative cost estimate modelling and governance documentation (for Project Investigation Phase as defined by the Better Business Case Model).

Wellington & Wairarapa, New Zealand

As Consultant Business Analyst I am the lead business and technology resource for the AssureNet Project’s delivery of ICT Supplier Chain mapping to DIA.During 2016 I successfully demonstrated the potential of network relationship modelling in the ICT Supplier Assurance space, including development of a prototype modelling data and toolset. This involves utilising network modelling to visualise the relationships of ICT Suppliers, the ICT services they offer, the business applications the technology support, the business services the applications enable and the Government outcomes this relationship chain facilitates – across the entire system of Government.Following executive approval of the project business case, I have been responsible for drafting the initial project management artefact set, as required by the DIA’s Enterprise Project Management Office and project management toolset. This has included the project initiation document, project schedule, project costing model and an array of project management resource options, while we await a project executive decision on the recruitment of a project manager.

Wellington & Wairarapa, New Zealand

The ICT Assurance team is responsible for enabling and assisting the Government Chief Information Officer (GCIO) to provide system-wide ICT Assurance and give the public, Ministers, and other stakeholder’s greater confidence that ICT risks and processes within the State services are identified and managed effectively. As a Consultant Business Analyst ICT Assurance, I contribute to the ICT Assurance team by delivering quality analysis and reporting to support all-of-government (AoG) ICT Assurance, including provision of information to support scenario based risk analysis.More specifically I have been responsible for analysis and identification of opportunities to utilise network modelling to visualise the relationships of ICT Suppliers, the ICT services they offer, the business applications the technology support, the business services the applications enable and the Government outcomes this relationship chain facilitates – across the entire system of Government.I have successfully demonstrated the potential of network relationship modelling in the ICT Supplier Assurance space, including development of a prototype modelling data and toolset. Using the prototype solution as a platform, I have completed the development of a business case and project plan for the delivery of a ICT Supplier Chain Mapping for Department of Internal Affairs. This project, while delivering an operational solution to DIA, will act as a proof of concept for the wider system of government. This business case gained executive approval in the week priot to Christmas 2016

Wellington & Wairarapa, New Zealand

I have been central to the IT Professional Services procurement project since May 2015. It has only been since January of 2016 that this activity became my sole focus.From May 2015, in addition to services provided noted on the subsequent page, I have been providing procurement facilitation services to a programme of activities that saw the extension and/or renewal of an array of IT Professional Service contracts for the Department. These services included:• Application Development Services, across:o Microsoft (.Net)o Mobileo SAP• Architecture, Design and Review Services• Business Intelligence Services• Records Management Services• Application Support Services for named systemsThe services provided at this time included:• Procurement Scope Definition• Business Requirements Gathering• ROI and RFP Development• ROI & RFP Response Evaluation Criteria and MethodologyThroughout January and February 2016 I was working on the on-boarding of two additional Application Development Service Providers. The work has focused on defining the roles and responsibilities of multiple vendors operating in the same space, plus the BAU handover of application deliveries from development to a 3rd party Application Support Provider

Wellington & Wairarapa, New Zealand

In this role I have been providing project consultant resource to the initiation and/or delivery of a number of capital IT projects. My responsibilities have included the full range of problem and business analysis documentation and project management documentation as defined by the Department’s IT Project Lifecycle methodology. The project have included:• Business requirements analysis & definition in support of the IT Strategic Plans professional services procurement programme• Service Cost modelling for the migration of existing application environments from private Infrastructure as a Service into the public cloud.• Implementation of the Department’s first Mobile App presenting Offender date to mobile devices• Business requirements and detailed solution analysis for the technical infrastructure delivery to the Department’s new Public Protection Order (civilian detention) Centre• SAP Mandatory Infrastructure and Software Upgrade Project• Opportunity analysis of Telemedicine (AVL) Services in Prisons• Expansion of the Oracle Exadata Platform• Corrections EDRMS Upgrade Project• Implementation of a Continuous Update Internet Browser • Upgrade of the Departments Web Content Management System• Facilitation of the implementation of new technology services (Enterprise Chrome Books) into the Department.This was a dual role that included IT Procurement Facilitation Services, detailed on the previous page.

Wellington & Wairarapa, New Zealand

In this role I have been providing project consultant resource to the initiation of a number of capital projects IT project. My responsibilities have included drafting the Service Brief, Preliminary Business Case & Project Management Plan, as guided by the State Services Commission’s – Better Business Case methodology. The projects have included:• SAP Mandatory Infrastructure and Software Upgrade Project• Corrections EDRMS Upgrade Project• Implementation of Telemedicine (AVL) Services in Prisons• Implementation of a Continuous Update Internet Browser

Wellington & Wairarapa, New Zealand

As Consltant Business Analyst - ISSP Author, I will be support the Chief Information Officer by authoring the document that will present his Information Systems Strategic Plan.

Wellington & Wairarapa, New Zealand

Workforce time Management (WFTM) Project In May 2011 the Corrections Prison Services (PS) and organisational Development (HR) Groups identified a need to replace the manual paper based time sheeting activities of some 3,500 Corrections Officers, spread across 15 prisons, with an automated and integrated system solution - ClickRoster integrated with SAP/Payroll.By May 2012 the project was encountering problems with finalisation of business requirements and confirmation of solution design, with the application solution having been selected prior to the project formally commencing.At this time I was assigned to the project as a consultant business analyst, with the aim of completing the business requirements and re-drafting a financial business case. Having completed those tasks I was formally assigned to the project with lead business analyst responsibilities. At that time I was responsible for the design and documentation of; business process definition and change, change impact analysis for the business community, functional system/user guides, user security model, technical and operational support models, data migration design and plan plus the go-live approach and plan. Following this I was responsible for the Change Impact analysis work stream where I initiated engagement with the business representatives at each rollout site. This activity involved facilitating workshops to discuss the rollout and business process impacts the new system would have on each site from which I documented the site specific processes and implementation plan for acceptance and sign off.The project is now in staged rollout where I am responsible for mentoring and support of the systems and business operational staff through the transition from project to business as usual activities

The Terrace, Wellington

As a Consultant Business Analyst I was responsible for establishing and maintaining relationships with the business focused Service Development Group and the Finance Technology & Commercial Group (FTC), as well as supporting & mentoring the business analysts within these groups. My role also included direct business analysis services to IT lead projects across the department.Projects include:Corrections Kiosk Tender Process This project was defined as a 3 stage activity: an open Registration of Interest (ROI), a closed Request for Proposal (RFP) and then the roll out of up to 250 Kiosks across all prisons in New Zealand. My role was the facilitator of the Corrections Kiosk tender process. In that role I was responsible for drafting the Procurement Plan, ROI and the RFP, plus the evaluation processes for both, all completed successfully. This project continued as a technical delivery work stream without further involvement from me.Specialised IT Services RFP The Corrections IT Group ran an RFP to establish a preferred supplier in each of an array of specialised IT services: Web Design & Consultancy, Independent Architectural Review, Security Review Services and Record & Document Consultancy Services.My role was the primary facilitator of the Specialised IT Services RFP. In that role I was responsible for drafting the RFP, responding to questions raised by respondents, drafting the evaluation plan and facilitating the evaluation and managing the contract negotiations with the successful respondents. This was a 6 month project and on completion the tender process was subject to a probity audit by the Department’s internal audit group and received a rating of: Very Good. - Prisoner Health Services Incident Reporting Project (HSIR) - Investigation & Analysis of Geospatial Technologies

The NZ Post retail group identified the need for a new retail channel to expand their retail business opportunities. To this end the PostCentre Plus project was initiated and I was recruited to the business analyst role for the pilot programme of work.The pilot programme sought to implement the PostCentre Plus retail model across 4 existing Post-Shops using existing retail technologies. This was given an aggressive schedule and the primary challenge was an initial lack of awareness of the impact a new retail model would have upon the existing technologies. These challenges once considered against the nature of the retail model identified that the proposed retail model would not support the expected cost/revenue model. As such this project did not enter the delivery phase

Team Leader - Business Analysis (acting)In August 2010 I accepted the acting role of Team Leader Business Analysis, on the departure of the incumbent. In this role I was responsible for the resource allocation of the business analysts to the active projects through the resource management group.Project ScopingMy initial role at HIQ Ltd was to address the contents of a project request register and produce a Project Brief for each register item. The intent of the project brief was to provide a high level scope and estimate of the requisite project. This work involved identification and analysis of; project background and drivers, scope analysis, deliverable expectations of both results and schedules plus an initial cost analysis. This would inturn allow a decision on the projects viability to be made in reference to an agreed document.Once underway it soon became evident that this activity was setting an expectation of delivery with the business clients, an expectation that HIQ Ltd were not currently resourced to meet. As such this project scoping activity was suspended in favour of the Service Management Improvement Project (SMIP).SMIP - ITIL Process Re-engineeringThe first deliverable of the SMIP Project was a decision to adopt the ITIL Service Management methodology and undertake a sub-project that would identify and deliver the required Service Support & Service Delivery process disciplines.I was assigned the Snr BA role for this project which involved ITIL process analysis, workshop discussion and definition for; Incident, Problem, Change, Release & Configuration Management. The outcome of this activity was a comprehensive set of business process documentation, a business requirement document for a service support toolset and the selection of CA Unicentre as that service support tool.

IOMS ConversionThe Department of Corrections is undertaking a major project that will see all of its VB6 based IOMS application migrated to a .NET framework. The Business Analysis Team was tasked with reverse engineering the VB6 application into functional use cases, against which the .Net design and development will occur.I was recruited to lead a sub team tasked with use case development of the Prison Services functional use cases. The team comprised 2 business analysts, 2 technical analysts and myself as lead business analyst. Over a period of 5 months my team has delivered 70 use cases all a head of schedule and the last 20 are on track to be delivered by the end of May 2008, 2 months a head of the project plan. As a result IT Group management have decided to release all contract staff by the end of April, to allow permanent business analysis staff to complete and accept responsibility for final project delivery.

FMS1 – Business Process MappingHNZC use a custom legacy transaction processing system to manage acquisition, maintenance and tenancy of their corporate housing assets - RENTEL. It is the primary business transactional system used by over 70% of HNZC staff.I have been tasked with work flow management of a project to document the full range of business processes, for all users of Rentel in HNZC. This includes managing the day to day activity of a further 2 business process analysts on behalf of the Project manager.FMS2 – Financial Information MappingRentel has not managed to keep pace with the speed of change in the HNZC business and as deficiencies have come to light a wide range of work around’s have been developed to achieve business goals, many involving information bypass in favour of direct feeds to the General Ledger system, FINANCE1.With multiple improvement enabling goals in mind, I have been given lead responsibility for documenting the current state of the financial information data flow, from Rentel to Finance1 and it’s various sub-ledgers and general ledger. Rentel Enhancements – PMIS Enabling ProjectThe operational business of HNZC has chosen a project management system, ARTEMIS, to manage their day to day operations. To facilitate the implementation of this PMIS the Rentel application system must be enhanced to provide accurate financial management feedback for project monitoring. A separate activity was tasked with defining functional requirements of the enhanced Rentel system, but this activity did not address any business or system rule analysis or the changes required of the interface to the Financial General Ledger. To address this I have been are tasked with defining the financial business rules and future financial management structure required by Rentel to meet the PMIS implementation deliverables.

Wellington, New Zealand

IS04 – Death Certificate Invoice Enhancements ProjectWith the implementation of the original ‘Deaths Online Project’, a range of service improvement initiatives were defined as encouragements to the uptake of the service by the Funeral Directors. This included enabling more meaningful data through flow from the Funeral Directors web-portal, into the Integrated Revenue Recording System, and on to the Financial Management System from which Invoices and Direct Debit advices were generated and all General Ledger postings reported.For this project I was responsible for completing the initial requirements gathering, documenting the business requirements, ensuring sign-off and drafting the initial project business case for funding to proceed to project execution.IS05 – Integrated Revenue Recording System EnhancementsWith the implementation of the original ‘IRRS Project’, a range of business functionality was felt to have been missed or fallen short of original expectations. This project was initially defined as responsible for completing or correcting the delivery of this functionality.For this project I was responsible for initiating the requirements gathering through stakeholder interviews and cross group workshops. Issues were primarily focused on the department’s ability to track and reconcile revenue generated, transactional integration, cross system interfaces and financial management reporting.On completion of this initial phase the range of issues to be addressed was considerably larger than first expected by the Project Management Office. So a cost / benefit analysis report was commissioned to prioritise and cost justify the continuation of the project. This was completed, along with a draft business requirements document based on a revised cost justified project scope. It was approved as presented and the project moved onto execution phase after my departure.

Wellington, New Zealand

Lower Hutt, Wellington, New Zealand

Petone, Wellington, New Zealand

Wellington New Zealand