Helping the corporate strategy, business improvement, asset management ($1B+ value) and PMO teams to shine.

Core focus at the start: project selection & prioritisation model, portfolio oversight, alignment to the strategic and business planning, project delivery framework.

Key responsibilities:+ Advice the senior executive and committees in decisions related to the project selection and portfolio.+ Operations of the University PMO.+ Further improvements in the project delivery, benefits realisation, business change management processes and the shared PPM System.Highlights:> Rewrote the Project management Policy and Procedure to provide an uplift in maturity.> Overhauled the core tools and templates for project management, scaled for project complexity.> Created a Benefits Management framework to allow for value-driven decisions.> Established a way to prioritise projects in the portfolio, supporting funding envelopes.> Rolled out a PPM System together with our IT to unify the project control and reporting.> Delivered PM training workshops to staff to upskill them.> Introduced a simple Business Change Model, based on ADKAR.> Developed a Benefits Management Model, based on MSP.

Responsible for the ongoing progress of the ICT PMO.+ Portfolio management. Definition, control and reporting, budget, stakeholder guidance.$35M annual new funding.+ Project stage gates. Facilitation of gate reviews, improvement of the gate governance.+ Frameworks. Improvements and application of frameworks and governance. Guidance.+ Data quality. Project data accuracy, guidance of project managers and teams.+ Status reporting. Ensure the collation and publication of status reports and summaries.+ Financial reporting. Ensure accurate collation of budget and forecast data, upload of actual spend and processing of accruals and journals. Review finance reports and adjustments.+ Resource management. Ensure the process and tool function. Empower and guide the team.+ Team management. Tasks and workload, performance and development, recruitment.

Focus areas:+ Business Process Management (BPM, BPMN);+ Portfolio, Program, and Project Office (P3O);+ Agile Project Management;+ Big Data.

Lead in establishing and running global Centre of Excellence (CoE) / enhanced PMO for mining technology systems, responsible for the CoE’s operation, quality and performance.Refined global pre-sales, implementation and consulting processes. Selected & adapted frameworks for successful mining technology implementations to customer sites. Key contributor in developing assessments and guidance for 3rd party project delivery capability.Led the adoption of the practices and frameworks, resulting in increased customer satisfaction, uniformity and efficiency gains. Teams supported consisted of 10 Project Managers, 20 specialists, 10 engineers, and commercial teams globally.+ Refreshed and enhanced the project delivery methodology to meet the needs of complex projects and enterprise level customers. Overhead reduced by 30%, lifted project maturity from 2 to 3.+ Selected and adapted a business change management process & tools, developed guidance, organised training. Simplified the framework from 30 to 10 key artefacts.+ Developed Project Delivery Capability best practices chapter for a playbook in successful sales, implementation and on-going customer relationships for mining technology, providing guidance on establishing and directing mature PM practice.+ Turned around the development of an assessment for project capability in large projects (10,000+ labour days) from “nuts and bolts” to a strategic assessment based on OPM3 and P3M3 maturity models. Led to simplification from 400+ to 120 targeted questions with evidence-based criteria.+ Coached teams globally in the adoption and use of project delivery and business change management frameworks, driving best practices and value creation.+ Pre-sales support and quoting, production of supporting material.+ Knowledge sharing through collation of a newsletter, facilitation of global presentations.+ Production of management reports for regional project status, effort and expenses, and work forecasts.

Implementation of Cat(R) MineStar(TM) System to Tier 1 mining clients.+ Managed of mining technology system migration to an enterprise-level mining customer's brown-field site. Estimated project work at commercial phase, responsible for the full project lifecycle from initiation to handover and closure. Managed a 3rd party vendor as part of the project. The site underwent through a significant business change effort which was assisted by my team through specialist advice and extensive training.The customer gained a significant improvement in their blend consistency by moving the process onto the new system and increased haul truck utilisation by reducing fueling intervals.+ Initiated and progressed two green-field site implementations to project execution phase.As first deliveries of that technology for the client, these three projects were closely monitored by the Asset President for value realisation and my team interacted at the Mine Manager and Superintendent levels.+ Gradually enhanced and further developed the project management framework in liaisonwith a US-based Project Management Office (PMO).

Senior project management position with program management tasks.Responsible for high level management of ICT projects in a 12,000 staff government agency. Last assignment to financial systems improvement projects to provide consolidated budgeting and reporting across $4.5B annual expenditure.PM process and template improvement.Acting Program Manager and Group Manager duties.

In the Program Management Office, concentrating on Benefits Management framework and practice across ICT components in programs.

Infrastructure projects: Windows AD, workstation rollouts, system and service implementations. Process and service design.Earlier positions: 2nd and 3rd level support, systems management.

Software specialist / support. Webmaster.

Local IT support (WKS, SVR, LAN).