A significant programme has been set up to review the NCEA framework. The intent of the largest project in this programme is to review the achievement standards for subjects included in the NCEA framework. It is a 5 year project, and MOE works in partnership with NZQA to co-design the new standards with the education sector. When starting at MOE, this project was about to enter the delivery phase, even though it had not gone through the initiation phase. My first priority was to begin the initiation process. While this was underway the COVID pandemic hit NZ and the project had to be put on hold. The Minister also decided that he would not formally announce the new Level 1 subject list until after the election, and then the election itself was delayed. This has meant continual replanning. Achievements to date: 1. Project initiation 2. Introduced a workstream structure 3. Developed and implemented project governance arrangements4. Replanned the project to take into account the disruption caused by COVID and election5. Re-engineered the product development process 6. Worked in collaboration with NZQA to develop a delivery process which now had to be done in a different way 7. Developed project resourcing and costing plans 8. Co-ordinated the development of a stakeholder engagement and communications plan 9. Developed and implemented the risk management framework for the project 10. Worked closely with the new Programme Director to help him in his role

The current role is Senior Project Manager in the Implementation and Change Workstream (I&C) which consists of change management, communications, stakeholder engagement and learning and development specialists. The workstream’s role is to provide change management support for projects, which includes defining and assessing change impacts, developing change plans, stakeholder and communications plans, and learning and development plans. Responsibilities include: a. Managing the Workstream (people, process, etc.)b. Ensuring projects are supported by and integrated with change activitiesc. Developing improved change management approaches, processes and toolsd. Project managing some change projects (e.g. organisational stand ups)A previous role was in the People and Capability Workstream, which consisted of several organisational development projects. Gaining agreement to and implementing these changes across an organisation of this size and diversity has been the major challenge. My role as project manager was to initiate, plan and control these change projects. Incorporating PROSCI change management approaches into the project plans was a first time, and it worked well. Included in this was the merging of two workstream governance structures into one.

MVCOT is a new organisation, and is undergoing significant transformation. The Youth Justice residences (secure facilities for young people who are on remand, as well as those who are serving sentences) are included in this transformation. Completed the Project Brief and Project Initiation Document to redefine and implement assessment processes, services and programmes in these residences, as well as the operating model. These will enable a more child centric way of working with young people to reduce reoffending rates.

The Office did not have any project management disciplines in place, and had a high failure rate for their projects. My role as Project Manager was to develop and implement a tailored portfolio and project management framework and accompanying processes for the Office. The framework (based on Prince2) was developed and approved, implemented with workshops and training, and processes and tools implemented and made available.

The IT department in the DIA, known as Technology Services and Solutions (TSS), had developed a new operating model. Mike was appointed to create and manage a TSS Change Programme which was intended to implement the basics of this operating model. He worked with senior management to define this programme, which eventually consisted of the following interdependent workstreams: 1. TSS restructure: define a new structure which supported and aligned to the operating model, considering the changes to be brought about by the ITMS transition. 2. ITMS transition: move TSS’ infrastructure functions to Datacom under an ITMS arrangement. This DIA workstream worked in partnership with the Datacom transition team to implement the transition plan.3. Operational processes: develop a new set of operational processes which aligned to and supported the new operating model.4. Vendor management: redefine the vendor engagement model and supporting processes to align to and support the new operating model.5. Strategy and governance: develop models and processes to ensure regular refresh and deployment of strategy, and governance to oversee and control organisational performance as defined by the new operating model. 6. Customer engagement model: develop and communicate the TSS engagement model so that both customers and TSS people know who engages with who in any given situation, and what the protocols are for engaging. 7. Culture and capability: develop a programme for bringing about the culture and capability change required to enable the new operating model. This included leadership development, defining and bringing about desired behaviours, and planning and organising training for capability uplift.Each workstream had a senior manager appointed to lead it. Mike facilitated the development of the workstream plans (scope, deliverables, dependencies, etc.), and provided ongoing monitoring and support to ensure they stayed on track.

EPL Project Project managed Phase 1 of the Education Payroll Limited (EPL) programme of work. This included extending the MOE IT service desk capability to support EPL. With this capability EPL users would be able to contact the service desk to log incidents and requests by phone or a dedicated portal. In addition to setting up this capability MOE needed to define service offerings, costs, and develop new contractual instruments. MOE ICT Department Business Transformation Project Project managed the following in the ICT Group:- changes to operational processes- developing service management processes, service catalogue, and service level management- implementation of trusted advisor model - refresh of planning and governance processes - people capability framework - target operating model development

Plan and manage merger of four organisations into the new MBIE organisation.

Managed various business improvement projects.

Managed Delivery Services Group, sponsored strategic programme, re-engineered contestable funding process.

Ran a project in which TEC's business processes were redesigned and implemented. This included the implementation of a new help desk.

Various change management, project management and process redesign and implementation projects. Clients included TEC, Westpac, MAF, NZ Commerce Commission and an ITO.

This role included resource management, service delivery responsibilities and several service improvement initiatives.

Change projects, and secondments to executive level management positions in Unisys (24 months) and Caltex (18 months).