Responsibilities : IT Delivery Manager at MLC Limited Insurance Company. Transform the MLC IT Claims Team to become Agile by coaching, guiding, creating team unity and cadence e.g. implementing PI Planning, maintain the product backlog, Sprint Planning, Sprint execution, Daily Scrum, Sprint Review, Sprint Retrospective) for new initiatives. For incidences use a Kanban board with a work-in-process (WIP) limit.Use Teams and Miro boards to collaborate with teams to create an agreed Team Charter, Definition of Done and a method of estimating (e.g. Story Points). Use Jira & Confluence to track EPICs/User Stories, Release management, IT changes, and produce Jira reports – burndown and burn up and a range velocity to calculate future releases.

Responsibilities include delivery of new web sites or enhancements through upgrade, migrations, new ventures on the Victorian Government's publishing Single Digital Presence (SDP) platform for all Victorian Government Web Sites including the backend platform upgrades, integrations and new connections to Datavic and web site through Agile frameworks. Implement new features on www.coronavirus.vic.gov.au with Department of Health (Victoria) using UX, UI, Drupal and VUE.JS development and testing activities through to delivery. Other responsibilities include coaching, leading and guiding staff on Agile/SCRUM practices to ensure best practice is being properly executed.

Responsibilities include successfully delivery of concurrent (IT Transformations, Cloud Migration, Decommissioning, Customer Onboarding / Integration to/from Toll Group) projects across all technologies within Toll Group. Stakeholder and vendor management to ensure project outcomes achieved, on time and within budget. Software Development using SCRUM (User Stories, Backlog refinement, Planning, Daily Stand-ups, Review and Retrospectives) and delivery of project artefacts including project issues, risks and dependencies, RACI matrix, benefits management and realisation, project schedule and budget.

Responsibilities include, manage, and coordinate multiple technology projects simultaneously and provide accurate and reliable reporting to key stakeholders. Managed all RFI/RFP activities. All project artefacts developed and signed off in tight timeframes. Development and communication of project status reports for the Project Steering Committee including supporting documentation. Identification of change, risks, assumptions, issues, dependencies and were proactively managed. Software Development was managed by using SCRUM and Kanban with a team from 2 to 15 for the Fleet Transformation project across Australia which enabled the Fleet to move to an automated system for scheduling truck maintenance, spare parts and resource rostering.

Responsibilities include End to end delivery of the new Microsoft Office 2013 upgrade across the departments within DOJ. All project artefacts including requirements, scope, schedule change, training, forecast, budgets, communications, transition/ handover to BAU. Key Achievements Project Delivery | Developed requirements at department level, developed master deployment plan then modified for each department to meet specific compliance and business requirements.Stakeholder Management | Worked closely to understand business and specific requirements. This was regarded highly and built trust, respect and support for the rollout. Responsibilities include End to end delivery of the new Windows 7 upgrade across the Department of Premier Cabinet. All project artefacts including requirements, scope, schedule change, training, forecast, budgets, communications, transition/ handover to BAU. Key Achievements Project Delivery | Developed requirements at department level, developed master deployment plan then modified for each department to meet specific compliance and business requirements.Stakeholder Management | Worked closely to understand business and specific requirements. This was regarded highly and built trust, respect and support for the rollout. Communications, training and transition |Regular communication and trusting reputation built by the project team along the way provided foundation for successfully adoption and easy transition to BAU.Key Achievements Stakeholder Management | Superior stakeholder engagement across DPC, ensuring communication was tailored to the audience. Hands on technical support to end users for escalated issues was provided to ensure no impact to critical daily operations.Project Delivery | Accurate development and deployment of all project documentation to meet strict security and aligned standards and compliance with the business agreed governance, policies and processes.

Responsibilities include the Project delivery of the signed off SOW to the Customer by utilizing Empired or other external resources. This includes project scope, issues, risks, cost breakdowns, benefit realization, RACI matrix, project change documents etc.Key AchievementsProgram Management | Program Manager for a portfolio of up to 12 concurrent projects with a value of $15M in project delivery. Delivered all projects within budget, timeframe and scope.Project Delivery | Successfully delivered the JHG $5M project for a leading-edge cloud and storage solution and achieved a 33% improvement in the project timeline using some Agile techniques within the PRINCE2 project. Project Improvement | Establish and deliver centralised schedule, resource and financial management for all programs and projects, and aligned standards and compliance with the business and client's agreed governance, policies and processesProject Remediation | Reviewed and remediated a troubled project by re-negotiating and re-prioritising the resource pool and shortening the project timescale to successfully upgrade 800 machines.

Successfully delivered 8 Agile software projects for 8 different Departments with a total budget of $6M with 8 x software developers over 12 months using SCRUM and Kanban.

Responsibilities include deliver the business value of the migration to IBM Lotus Notes, Sametime and Quickr and all of the legacy applications. Responsibilities include plan, lead and execute the upgrade from Sametime and Quickr and other legacy applications onto IBM Lotus Notes for Monash University. Key AchievementsProject delivery | successfully delivered of IBM Lotus Notes, Sametime and Quickr and adjustments of legacy applications with 14 months. Built template deployment plan for any team to be pre-tested and upgraded within x notice. This model allowed for a fast, efficient rollout, maximising staff and downtime for the customer. Directed and managed the migration of 16,000 email accounts with 25% email accounts converted at the end of 2009.Stakeholder Management| Excellent early and formal customer engagement allowing sufficient time for Staff to migrate. Managed difficult customers through formal process with Heads of Department.Cost Management | Succinct planning / WBS and constant reviews allowed cost savings to be established – estimated saving is $600k. Drove Project to deliver 5% under budget due to negotiation with up to 6 vendors.Scope Management | Concrete scope definitions enabled better control of scope and greatly assisted in determining the what was IN/OUT of Scope.Risk Management | Formalised the risk management process allowing additional resources, activities, and costs to be elevated to the Steering Committee which further enabled the group to provide better decision making.

Responsibilities include to project manage the POS Terminal development to Customers within the budget and timeframes, RFP’s, RFI’s responses, assist with the certifications of the VeriFone terminal and software with Independent security evaluations for public use, via Australian Payment Clearing Associations /NZ Banking.Key Achievements Project Manage the POS Software Delivery to Bendigo Bank within the budget and timeframe to Strategic Payments Services. Stakeholder Manage (from vendor perspective) to ensure solution meets customer, compliance and business requirements. Customers: ANZ Bank, EFTPOS, Bendigo Bank, Australia Post, Westpac, Commonwealth Bank, Coles, Woolworths, etc.

• Manage the 3DES project for the Public Key Encryption, Pin Pad Verification Software and the Financial Simulator across all Brands totalling approximately 26,000 PIN PAD devices within Coles Myer using the internal 4QD PMBOK framework.• Co-ordination of various groups across Coles Myer, focusing on delivery of agreed estimations, staff and task allocation through MS Project and internal risk and issue registers.• Manage the contractual negotiations between Coles Myer and Vendor (3DES)