Michael Manuel Email & Phone Number

Adelaide, Sa, Au

Adelaide, Sa, Au

Adelaide, Australia

Bhp Billiton - Bau Upgrades And Decommissions

Engaged to manage and deliver a set of BAU projects, which included a mix of upgrades and decommissions. An assessment needed to be made on each upgrade project to understand the current state and the direction in which the business wanted to head, options needed to be considered and recommendations proposed. Factors considered: • Server upgrades - new infrastructure and operating systems in compliance with company standards• Server and workstation application upgrades for compatibility to the new platforms• Data migration• Impact analysis• Budget allocationIn collaboration with the business, in house technical teams and vendors a positive outcome was delivered and projects were managed to completion as per the business needs. Where there was a dependency on upstream projects, the project/tasks were handed over in a state that could be completed seamlessly. The decommissioning projects were handled in parallel to the upgrades, each was analysed to understand the business need for the application/data and decisions were made based on the severity and access requirements of the data. Stakeholder meetings were held to understand requirements and as a result options were provided with recommendations for business consideration. During this engagement, I was able to assist in the establishment and improvement of business processes for future projects with the in house teams.

Bhp Billiton - Cclas Application Upgrade

CCLAS is used at Olympic Dam for the capture, analysis and storage of laboratory data, which is used by a variety of downstream stakeholders and systems for the safe and reliable operation of the ore processing plant.In order for CCLAS to comply with the new desktop platform an upgrade was required to the latest version. Engaged as the Test Manager for the project to develop the test strategy, the test cases and coordinate the test activities. The application deployment and testing was performed with minimal impact to daily operation, considering the critical nature of the system. The roll out of the upgrade was successful, with a roll back plan in place in the case of a disaster.The project was completed successfully and on time, with minimal impact to the operation of the plant.

Sa Power Networks - Regional It Network Review

The SA Power Networks regional depots have struggled with a poor user experience when using the IT Network. IT Network links have been upgraded with no improvement to the user experience. An analysis was required to understand the problem and provide recommendations on what the organisation should do to improve.Engaged as a Business Analyst I had to work closely with business stakeholders to gain an understanding of the current system, elicit requirements for future capabilities and provide a strategy of improvements to deliver future capabilities. The strategy was based on industry trends, with a roadmap of improvements that the organisation needs to head toward to deliver future capabilities and improve user experience.

Bhp Billiton - Piping And Instrumentation Diagram (P&Id) App Upgrade

The BHP Billiton drawing office at Olympic Dam was due for an upgrade of their drawing application, SmartPlant P&ID, which was used on a daily office by the drawing team to update and generate Engineering drawings. The application was required to be upgraded to the latest available version and integrate with the new Engineering Document Management System, SmartPlant SPO, contributing to the improvement of data integrity. Engaged as a Business Analyst, worked closely with stakeholders to elicit functional and non-functional requirements for this upgrade. Workshops were held, where business requirements were identified and documented.

Bhp Billiton - Program Portfolio Prioritisation

The BHP Billiton Information Management department had to undergo an activity of prioritising the projects in their FY portfolio. The strategy used was to assess the risk of the project to the business over the cost of the project to the business, while taking any project dependencies into consideration. Workshops were conducted with the project stakeholders, allowing an assessment to be performed. All data was collated and each project was given a priority based on prioritisation criteria. The final prioritised portfolio was presented to the Information Management Governance Board and moving forward the prioritisation tool developed shall assist in future FY planning.

Dsto Maritime Operations Division - Project Panorama Process Implementation

The DSTO R&D sonar product Panorama demonstrated the potential to significantly improve the Anti-Submarine Warfare and Torpedo Defence capability of the ANZAC Class, this assessment was made through comprehensive sea trials. The Naval Capability Committee approved a program for the evolution DSTO’s Panorama R&D sonar product to a commercially viable Project SEA 1408 entity, through the establishment of a System Readiness Level (SRL).My role on the Panorama as a Systems Engineer was to help DSTO develop a process, using the necessary Engineering standards that would take the R&D sonar product to the required SRL 8 level, while retaining the Technology Readiness Level (TRL). The process was developed based on the ISO 12207 lifecycle architecture, with the relevant phases required to complete the project given the time constraints. The process delivered was developed at a high level, providing DSTO with checklists for each phase.We successfully delivered a Software Management Plan, SRL Assessment, System/Subsystem Specification (SSS), Software Integration Plan and the System/Subsystem Design Description (SSDD). The Software Management Plan provided a ISO 12207 based architecture tailored to the project’s needs, the SSS assisted the Engineering team in establishing the high level system requirements, SRL Assessment provided an assessment of the current SRL state of the R&D software, the SSDD assisted the Engineering team with a high level system design and the integration plan was a risk based approach, taking the existing software a completed SRL compliant product.

Telstra - Mobile Policy Management

Mobile Policy Management (MPM) project is one of Telstra Project New initiatives. Its business goal is to give the control back to customers, so customers are no longer required to contact Telstra call centres to implement restrictions on their mobile services. This phase of the MPM project would be offered to Telstra Consumers with future plans to offer to Telstra Business and Telstra Enterprise & Government customers.My role initially started as the test manager for the IT component of the project, delivering the tested system within the required timeline. During this time I was required to develop a test strategy/plan, work with vendors, coordinate acceptance testing and provide signoff upon testing completion. After successful completion of the role in IT, I became part of the core project team as the Program Test Manager. This required me to manage all project test leads, coordinate test activities, provide signoff on testing artefacts, host the required project test reviews and coordinate deployment activities with the project deployment manager.

Telstra - Lte Provisioning

The Telstra LTE (4G) launch was one of the key products in the current telecommunications market, which was to provide customers with data rates that far exceeded their Next G capability. In order to launch a large number of changes across the network were required, both hardware and software systems within the existing infrastructure.My role as a Test Manager with the IT department, was to assist in the coordination and development of a strategy to manage all testing for the service provisioning component. This included developing a project test strategy, project test plan, approval of vendor test reports, the management of end to end testing and deployment of the software into the production environment. The testing was implemented and managed using the existing Telstra processes, tools and templates.

Lockheed Martin - Jorn External Agency Interface (Eai) Upgrade

I was responsible finalising the hardware design using Australian standards, developing the hardware test document, installing and integrating into the existing system, acceptance testing and problem reporting. Some of the tasks that I was involved in included the Installation and modification of a C-Class ready cabinet at 5 sites, installation of all equipment in cabinet, heat/power/airflow analysis, tempest requirements, cabinet and equipment earthing, labelling of equipment and cables, ordering of materials, work orders, modification orders and drawing updates.

Dmo - Jdhr - Jorn Document Hierarchy Rationalisation

My role on the JDHR project was to re-factor the subsystem requirements and design, component level requirements and design and to implement the solution based on the analysis. The goal of this task was to have an effective product that would reduce the integration and test effort to enable better engineering efficiency in the supporting the ongoing JORN enhancement program.

Apa Group - Enterprise Asset Management Program

The Enterprise Asset Management Program represented a significant organisational change for the APA Group in which they sought to move their entire business organisation from numerous disparate systems and diverse operating processes to a common platform for managing their business using Maximo 7. The test team helped enable APA’s vision of a unified business platform by contributing toward successfully delivering positive system, integration, user acceptance and production verification testing. This enabled the business to go live with a quality system, allowing them to develop/implement change management processes and coordinate training across the organisation. On this enterprise wide upgrade, I was the test stream lead for the program responsible for managing and executing testing across the entire project which spanned every state region and domain. My team consisted of technical testers, a team of business testers (different for each state) and worked closely with stakeholders at every level of the program.

Apa Group - Energy Components Application Upgrade

Energy Components (EC) is APA’s gas trading management tool management of gas in the transmission business. Contracts are stored within the system and used to determine allocations of gas across a pipeline for each gas trading day. A key application and APA current version was at the end of the support contract putting the business at risk in an event of a major issue. Initially engaged as a Senior Test Analyst, I shared lead responsibilities in the test team - a team made up of both internal and external resources (vendor and other agencies). My responsibilities included reviewing planning phase deliverables and input into planning the next phase (execution/delivery) of the project. Phases of the project involved in: - System testing (ST): Planning and execution - System integration testing (SIT): Planning and execution - Penetration testing: Planning - Regression testing: Strategy and planning - User acceptance testing (UAT): PlanningIn parallel with the above I was responsible for defect management and governance.

Apa Group - Webmethods Gateway Upgrade

APA’s Full Retail Contestability (FRC) gateways are used to exchange gas market transactions with the AEMO (Gas Regulator) FRC Hub. The gateway, at the end of its support contract, was due for an upgrade to renew the support contract. No upgrade was considered for over 10 years, putting the business at risk of not being supported in an event of a major issue. The project was a technical upgrade, where the application was taken from WebMehtods 6.1 to WebMethods 9.9. On the project I was the test lead responsible for planning, executing and delivering a quality product to the business. The team was made up of external contractors (Vendor and other agencies), internal technical resources and business resources. Phases of the project included: - Planning: Test strategy, Test Plans, Scheduling, Resourcing and Risk Management - System testing (ST): Planning and execution - System integration testing (SIT): Planning and execution - Performance testing (load): Planning and execution - Penetration testing: Performed by an external party, managed by Michael - Regression testing: Planning and execution - User acceptance testing (UAT): Planning and execution - Industry regulator testing: Planning and execution - Production verification testing: Planning and executionIn parallel with the above I was responsible for release management and defect management. Artifacts produced included: - Master Test Plan (MTP) - Detailed Test Plan (DTP) - Interface Test Agreements (ITA) - Test Readiness Reviews (TRR) - Test Summary Reports (TSR) - Test scripts - BAU test repository and handover - Requirements Tractability Matrix (RTM), coverage to test cases APA’s preferred test tool, HP Quality Centre (QC), was used to capture test scripts, execution status and to report on progress. Defect management was also performed in HP QC with defect triage's held on an as need basis, minimum two per week, depending on the quantity and urgency of defects.

Bachelor Of Engineering (B.Eng.), Computer Systems

Education record