I am eager to discuss requirements for Technology Program Manager, Knowledge Manager, or Change Lead opportunities that will leverage my experience in program management, information technology, strategy and communications. If you have any questions, please email me at tina.christesen@outlook.com.

I championed techniques and technologies that improved knowledge sharing and access to information, reduced safety and operational incidents, and improved productivity for BP’s global refining organizations. As the Knowledge Management (KM) Lead, I was the subject matter expert for KM practices and enabling technologies. I advised and governed investment project portfolio budget of $1M to $3M as business liaison to IT&S organizations including managing the ongoing roadmap for technology and knowledge management systems (including OneRefining / SharePoint). I worked collaboratively with a strategy consultant and performed strategic analysis with 50+ representative stakeholders to articulate a comprehensive 3 pillar Knowledge Management (KM) Strategy and program of implementation using a Continuous Improvement / Six Sigma approach. I also developed a systematic knowledge capture and transfer process to address our demographic challenge of losing retiree knowledge.

University of Michigan is one of eight Tier A schools where BP recruits and hires interns and graduates in Engineering, Business, and Science. I sponsored and executed campus events to represent BP’s brand, values, and behaviors to potential job applicants. My advice and collaboration with other BP Campus Leadership Team members established direction for the foundation investment budget of $250-330k including specific $75k in scholarships focused on high potential Diversity STEM candidates. Our engagement calendar included recruiting, professional development programs, and sponsoring the freshman engineering design curriculum. I fostered more strategic relationships with UM including university administrators, faculty, staff and students to distinguish BP as an employer of choice. Consistent feedback recognizes BP as leading university relations beyond monetary contributions to partners in student enrichment. We were able to achieve over 90% offer acceptance, and nearly 100% intern conversion to full or returning intern hires.

The OneRefining Program manages the global enterprise information portals based on SharePoint technology and integration of key data and document systems with 12k-18k+ users. I convened the technical community of practice of 30+ members of refining site representatives, site administrators, application owners and IT&S staff; represented the harmonized global voice of customer to IT&S organizations as the Global business requirement owner defining the OneRefining Roadmap and the portfolio of projects and enhancements. As the global platform owner and sponsor of 16 applications covering 11 refineries, I co-led the delivery a $35M improvement project (SharePoint 2007, refinery data integration software) to all manufacturing sites on schedule, within budget and high degree of satisfaction of our site teams in 2009, increasing user uptake by 12k. I also provided leadership for the $10M SharePoint 2010 Upgrade Project as business owner and subject matter expert contributing to business case development, and securing stakeholder approvals.I partnered with IT&S managers to govern and transform IT capability / solution delivery achieving a 25-75% accelerated time-to-customer delivery by capitalizing on reusable components and services of the SharePoint technology. I designed the platform brand identity, established universal taxonomy and instituted global user experience standards including visual, navigation and portal structure requirements resulting in 300+ consistent sites each for 12 refinery portals. I chaired OneRefining executive governance board and established ‘collaborative governance’ model to balance global consistency and local plant autonomy. BP's OneRefining recognized by SharePoint experts for industry leading utilization of SharePoint beyond collaboration sites to a true development platform.

IRIP was a global change management and process re-engineering program that produced commercial improvements through restructured operational processes, aligned and consistent job accountability, and common technology. As Program Management Office lead, I was the liaison for a team of four global workstreams; executive support to a 12 person senior advisory group; and a steering committee of three VPs. I created a communication and management plan, project brand identity, and communications infrastructure including IRIP website and digital newsletters to deliver program recommendations and requirements within an Operating Model and Handbook.

I developed a communication strategy and support system for the business strategy to improve company performance. I was selected to facilitate business unit and leadership development of a vision and strategy for BP pipelines; and planned and orchestrated annual management and customer relations events. I was chosen as one of the committee members assigned to interface with the federal government; and I directed the development of an education and government communication website.

I developed an eBusiness Program to support and help deliver Pipelines’ business strategy through improving and transforming business processes and identifying business growth initiatives. I developed web applications and tools to transform and streamline current business processes to ensure adherence to business, safety and environmental policy and to bridge geographical challenges of the organization.