SUMMARY:

To work in a challenging role to Initiate, Lead, Manage and Deliver Programs, Projects and Portfolios, where I can contribute my skills and enthusiasm to get the organization achieve goals efficiently while expanding my own knowledge, skill - set and experience.

SKILLS AND KNOWLEDGE MATRIX:

Portfolio, Program & Project management tools: MS Project, Primavera, Niku/CA Clarity, HP PPMC

Methodologies: PM PMBOK, PRINCE2, ASAP

Applications SDLC: AGILE, Waterfall, ScrumExtreme Programming (XP)

Other: ITIL, Six Sigma

Development Tools: Eclipse (JAVA), MS Visual Studio, .NET, J2EE, Java; Toad, SQL +, Putty, P-Comm, Rational, Oracle BPMN

Engineering: Microstation, AutoCAD, GIS

Code Repository Tools: MS Visual Source Safe, MS Visual Studio Team Suite, CVS, MVS. Subversion Middleware, Workflow, BPM

Java utilising: Weblogic, Tibco, Vitria, WebSphere; .Net/ActiveX MS Sharepoint; and Lotus Domino.

Enterprise Content and Web Content: Management Systems, Customer relationship Management (CMS, CRM, EDMS) Documentum, Filenet, Tantia, Sharepoint, Joomla, Netcat, Order Provisioning Order Management, Sales Order System, TRIM, Bentley ProjectWise, Navigator

Telecommunications Billing Systems: Kenan ARBOR, CMBS, SAP, Orange Proprietary

Telecommunications Mediation Platforms: AMDOCS

Midrange Infrastructure: Sun, HP, IBM, Windows 2003 64Bit

Intel Server, Laptop and PC: Dell, HP, IBM, Gateway, Apple, Toshiba, Fujitsu, Asus, Acer, VMWare Virtual Desktop Manager, Alienware, Boxx

Network infrastructure and Security Systems: Cisco, 3Com, Allied Telesyn, Nortel, Juniper, Netgear, Tivoli Access Manager, Check Point, Nokia, Tivoli Identity Manager

SAN Fabric and backup Systems: HP, IBM, McData, Brocade, NetApp, EMC, Teradata and Storagetek.

Deduplication Technologies: Telecommunications Carrier Grade and Enterprise

PABX Systems: Nortel, Ericsson, Aspect, NEC, Commander, Cisco

Operating Systems: HP Unix 11, AIX 5L, Solaris, MS Windows NT- 2008, MS Windows 3.11 - 7, Novell 4 - 7, Linux and Apple OSX

Data warehouse, Business Intelligence and RDBMS: Oracle, IBM, MS SQL Server, Sybase, DB2, Interbase, My SQL, Paradox, Teradata, Business Objects, Infosphere

Mail Systems: Outlook/Exchange, Lotus Notes, MacMail and GroupWise

Virtualisation Platforms: VMware, Citrix XenServer, Terminal Services, Windows on Windows, Reachout, PC Anywhere, Net Octopus, Checkpoint

Network Carriers: 3, Orange, BT, WorldCom, Telstra, Singtel Optus,, AAPT, Connexus, Commindico, Vodaphone

Business Technology Optimisation Tools: HP BTO, Quality Centre, Configuration Management Database

Audio/Video Systems: MOTU, Digidesign, AVID, TC Electronic, Apogee, Adobe Premier, Steinberg, Ableton, SSL

EMPLOYMENT HISTOR:

Project Manager

Confidential, Los Angeles, CA

Responsibilities:

• Stakeholders/Client management
• Delivery of the Project
• Budget
• Project plans

Technologies and Platforms used:

• Office 365 - SharePoint custom development
• .Net/SharePoint custom apps
• Team Foundation server, Visual Studio online
• MS Project
• Clarity
• MS Office
• Methodology: AGILE, SCRUM

Director IT Applications

Confidential

Responsibilities:

• Stakeholders management
• Managing Portfolios of Programs and Projects
• Budgets across the Programs
• Managing team of Project leads and other project resources
• Actively participate in both strategic planning and operational activities to manage IT strategic investments
• Build and promote collaboration and transparency across the company over decisions on alignment of IT resources and business objectives
• Contracts management

Technologies and Platforms used:

• SAP
• .Net
• SAP
• MS Project
• MS Office

Director IT Transformation

Confidential

Responsibilities:

• Stakeholders management
• Managing Portfolios of Programs and Projects
• Budgets across the Programs
• Managing team of Project leads and other project resources
• Actively participate in both strategic planning and operational activities to manage IT strategic investments
• Build and promote collaboration and transparency across the company over decisions on alignment of IT resources and business objectives
• Vendor RFP Process and selection
• Contracts management

Project Management tools used:

• SAP
• MS Project
• MS Office

Director Technology and Collaboration

Confidential

Responsibilities:

• Formulate the blueprint and overall plan
• Transform and implement the established governance model including appropriate policies and procedures for the program.
• Lead cross-functional teams to successfully deliver on design and development for the needed business requirements supporting various Business Functions.
• Lead and manage the portfolio of demand from various business functions.
• Lead and manage continuous improvement & planning deliverables, building a results-oriented and accountable team.
• Maintain comprehensive knowledge of industry standards, methodologies, processes and best practices
• Driving technical, cultural and operational transformation and delivery of mission critical business programs.
• Negotiate and structure contracts favorable to the organization.
• Able to attract, motivate, retain and hire top talent in the team.
• Develop and implement mentoring, training, coaching, performance feedback, regular evaluation of the team members.
• Implementation of HR Program (Oracle PeopleSoft and JD Edwards) of budget size $9.2M
• Thorough work done on Kronos HR/Workforce products (Timesheet & Attendance, Absence management, Resource BI & others ) which was the second potential option. Business process analysis, requirements and Enterprise solution analysis. Using Kronos products knowledge from having done this analysis previously certainly assisted and saved time.
• Working through with a team of Domain and Enterprise Architects along with Business reps for the End to End To-Be state Solution Architecture & Design for various businesses across the organisation.
• Storage and Sizing capacity Management, fully detailed hands-on
• Managing Onshore, Interstate and offshore teams
• Vendor/product selection via Market Research with long list to short listing process (RFI, RFP and RFQ)
• Developing Business cases and Presentations for programs: Governance, Risk & Compliance ($10.9M), Webcasting solution ($3.4M)
• Analysis & Feasibility work along with the Final Business cases development
• Finalising contracts, papework & working processes with Contract Management process project (outsource to external company)
• Vendor management (RFI, RFP and RFQ process, with outcome of awarding contract)
• Interstate travels for close engagement with Business, IT and vendor management
• Presentations & Steering committees with Executives (CIO, Business GMs)
• Stakeholder mangement and communications, including preparing material
• Business case preparations and presentations
• Working closely with Business and IT teams

Portfolio Manager

Confidential

Responsibilities:

• Program involves upgrading the 4 War ships
• Lead on Business Case. Fully responsible for collecting and putting together Business Case from scratch through to approval process.
• Managing large multi-million dollar Portfolios of work
• Heavy use of Tenders/RFP/RFQ process. Creating and putting out new Tenders, following Tender process, managing Tenders, vendor selection criteria process, vendor contract and price negotiations.
• Establishing SLAs with Business and Vendors, and putting them in place
• Earned Value Management (EVM) based
• Involves a lot of infrastructure and mechanics upgrade, along with applications upgrades that sits on top of the infrastructure. Infrastructure includes Networks, Servers, Configurations, Storage, Semiconductors, Middle ware, databases, Security including Firewalls, IVR (interactive voice response) systems, use of BIG-IP products.
• Working on management of the product line for the manufacturing of some of the hardware components, using Product Engineering Service flow.
• Use of BI (Business Intelligence) and DW (Data Warehousing) technologies such as OLAP cubes, data warehouses, data mining, data marts, data Integration (ETL), etc.
• Use of Trim system for configuration/document management
• Development of consultation strategy, engaging various project support structures and managing the project advisory groups
• Team size consisted of 12 Project Managers directly reporting to myself
• 4 years project, and myself being involved in the last 1 year of the project life cycle
• Intensive use of Change Management, Scope management, and other Risk/Issues Management
• Conducting Performance management, including but not limited to: documenting & organizing project plans, requirements gathering, communicate back to development teams of issues, providing support to customer throughout all phases, customer Training, Interfacing and configuration plans, implementing Portfolio analysis and performance systems
• Also responsible for Testing control accounts for the overall Program of work, i.e. a Test Manager for the project. Developing Testing Strategy, Planning, Risk Analysis, Testing Cost Analysis, Managing Issues.
• Skills writing/reviewing all the Test Scripts, implementation and execution of Test scripts, etc.
• Using Accounts fund management systems, for heavy reporting involving General Ledgers, basic Accountings of funds clearing, exposure to SOX and IFRS
• Managing designated workforce resources to successfully complete allocated tasks
• Other simultaneous project on implementation of Alcatel phones on the different sites/buildings.
• Management of project scope, issues, risks, budget, vendor and project team tasks in accordance of the approved business requirements along with strong change management
• Dealing with external vendors in setting SLAs, managing outsourced work and services both onsite and offsite, Vendor selection with creating and getting approved a vendor selection criteria, Strong negotiations, contract legalities
• Reporting consisted of commonwealth approved Cost Performance Reports CPR (produced from system Cobra), Scheduling reports (produced from Primavera and MS Project), and other regular status reports
• Use of scheduling systems like Primavera & also MS Project. Also use of Earned Value Management systems like Cobra.
• Full responsibility for project budgets, 12 project managers along with their working team, and also included the raising of Purchase Orders for equipment and the allocation of funds for each Cost Account associated with the project for assets and resources.

Senior Project Manager

Confidential

Responsibilities:

• Reporting directly to CIO
• Contract could not be continued longer as the Business case budgets didn’t get approved for the current financial year by the Government Treasury.
• Development and successful submission of a $30M Business case. Involved engaging numerous stakeholders, SMEs, vendors, across the organisation to agree requirements, scope, timeline, budget/estimates, benefits, business change.
• The program involved major systems upgrade and integration of 30 core systems e.g. GIS, MAXIMO, JCAPS, Asset management system, Finance & Payments, Windows 7 rollout, Workflow & document management sytems, business specific systems, Infrastructure (Solaris, Wintel) & middleware upgrade.
• Business case development and also Feasibility initiation of $16M Program to deliver new platform to manage organisation Assets, Stock, Inventory, Resource Management, Payments req/receipt/match/dispatch. All integrated to organisation mainframe. This program was put on hold as the new FY funding released from Treasury did not include this budget.
• Completing documentation for RFI/RFT process
• External Vendor engagement using Statement of Works and on-panel service contract vendors
• Major stakeholder management (both Business and IT). Working and breaking the ice in a highly political & beauratic culture.
• Extremely difficult stakeholders with accumulated baggage of negativity with a lot of differences and conflicts to manage within the stakeholders to get to mutual agreements to progress.
• Dealing with various vendors - number of Product vendors, Services vendors

Senior Project Manager

Confidential

Responsibilities:

• Reporting directly to CIO
• All programs of work with strong Business & value/benefits oriented
• Programs of work included ERP, Tibco, Documentum, Ellipse, Sharepoint ECM, BI (Business intelligence), Systems integration, MS office suite upgrade, .NET build interface components, GIS (Geospatial Information System), EDMS systems, Trim
• Implementation of an organisation wide Engineering document management (with added MS office upgrade rollout), with millions of records of Data Migration and decommissioning of various document management systems across the organisation and external Business partners.
• Vendor selection RFP process & documentation, contract negotiations and awarding
• Setting up Program work streams, various project teams including leads/managers, Governance structure, Stakeholders forums, GM/C-Level Steering Committee meetings and reporting structure
• Establishing SLAs with Business and Vendors, and putting them in place
• Direct reports to CIO and Business GMs
• Feasibility phase of HR Program to implement Timesheet and Labour costing platform. Thorough work done on analysis of Kronos Workforce products (Timesheet & Attendance, Labour Analytics and other plug-ins ). The products were analysed against the Business processes & requirements, Gap analysis, Enterprise solution architecture analysis. Gained extensive Kronos products knowledge in the process.
• Working through with a team of Domain and Enterprise Architects along with Business Analyst and SMEs for the End to End To-Be state Solution Architecture & Design, Mapping of Current to Future Business processes, Identifying Efficiencies & Benefits, for various businesses across the organisation.
• MS office upgrade program involved core challenges with firstly identifying the numerous business custom built small user MS Office applications (Access, Excel macros, etc) across the Organisation wide 35 business units, and then applying migration, technical support & testing strategies for the successful smooth transition.
• Storage and Sizing capacity Management, fully detailed hands-on
• Highlight: Set an example for the organisation on the unrealistic aggressive timeframe delivery while being within budget and meeting all objectives and benefits.
• Tender end-end process
• Lead in Change Management and Training, of magnitude organisation wide impact
• Picked up projects from ‘bleeding’ RED state, to putting them into an overly Green state with acknowledgement appreciation from CEO himself.
• Acknowledged for Exceptional excellent Stakeholder relationship with Exec Management
• Acknowledged for Excellent Vendor negotiations and management
• Process re-engineering and re-mapping for various business units organisation wide
• Chairing & preparing fortnightly Steering Committee program meetings at GM & CIO level (Senior Executives)
• Regular presentations to Board for program updates and budgets
• Working with Project management office (PMO)
• Handling user conflicts, understanding & successfully handling the resistance in change acceptance, positively dealing with Politics & bureaucracy
• Always been part of my personality to quickly adapt the organisation culture as a good “fit-in”
• Successfully managing expectations various Business groups, IT groups and Vendors, by building good relationships and trust

Project Manager

Confidential

Responsibilities:

• Business Case Lead/Manager. Was fully accountable and responsible for writing and getting approvals on Business Case
• Managed a CI (continuous improvement) Infrastructure migration project, using vendor management as it was outsourcing to a third internal party. Also included liaising with corporate clients.
• SAP Implementation and rollout of SD/RE/MM/PS/CO modules, with budget of 6.2M.
• Managed a BAU (business as usual) superannuation project.
• Part of all my project responsibilities also included engaging the BAU testers, developing testing strategy, planning risk analysis, reviewing Testing scripts, managing issues. This was a massive task as it involved the bank wide impacted applications and numerous servers, which were impacted by the projects that I was managing.
• Also used SIX Sigma
• Using Remedy for Change management and Incident management
• Reporting and briefing to Senior Business stakeholders on project status
• Management of project scope, issues, risks, budget, vender and project team tasks in accordance of the approved business requirements
• Dealing with external vendors in setting SLAs, managing outsourced work and services both onsite and offsite, Vendor selection with creating and getting approved a vendor selection criteria, Strong negotiations, contract legalities
• Planning of project strategic and lifecycle goals and tasks, assessment and management of risks, addressing of issues and establishing vendor SLAs.
• Held regular meetings with business stakeholders to insure that all project related issues were appropriately addressed and actioned
• Worked with the business to insure that project deliverables were in keeping with business strategy and market influences.
• Full responsibility for project budgets, which included the raising of Purchase Orders for equipment and the allocation of funds for each WBS element associated with the project for assets and resources.

Senior Project Manager

Confidential

Responsibilities:

• Projects included Server upgrades, Desktop upgrades and Roll-outs, Network LAN project, Data Centre Migration, Consolidation & new setup from 3 Major Banking Sites. Involving Networks, Servers, IVR systems, Configurations, Middle ware (both Websphere & Weblogic), etc.
• Projects involved migration, upgrade and new rollout with full SDLC following ASAP methodology. Modules implemented were RE/SD/CO/MM/BW/PS. All were very hands on project with myself involving to get very technical.
• Projects involved Unified Comms systems (Cisco phone upgrades) for around 400-500 individuals, Alcatel phones, IVR systems, PABX, IPTel, VOIP, Nortel, IP. Most of these were Greenfield projects i.e. involved full lifecycle with no existing network in place.
• Lead on Business Case / Business Case Manager. Responsible for initiating, gathering information, Benefits realization plans, approval process.
• Also wearing the Test Manager hat in a lot of my projects
• Managed 12 application projects of budget size ranging from $600k - $7M. Use of systems/technologies like HiPortfolio, DWH systems, pControl, TLM, SQL Server, .Net (C# and VB.Net), Java, J2EE, Oracle, FX systems, BizTalk, SQL Reporting Services, IBM Information server, DTS, CRM End-End implementation, SSIS, Crystal Reports, IVR, Trim, Hummingbird, etc. Wealth Management project (Equity, financial planning, legislations)
• Implementing BI (Business Intelligence) and DW (Data Warehouse) projects, using OLAP, data mining, Data Migration complex projects, data integration (ETL), web portals including intranet, extranet, alerts & operational reporting, etc
• CRM implementation, with integration to existing platform and systems.
• MS Office upgrade program MS 97/2000 to 2003. Training and Change Management for smooth transition. Testing & converstion/remediation strategies for impacted applications.
• Creating and releasing new Tenders, following Tender management process, vendor selection criteria process, vendor contract and price negotiations.
• Managed 4 messaging projects - Notification messaging services for print, sms, email and Fax.
• Managed 3 Virtualization projects. These projects bigger component was Testing as they were very complex in nature. My role was more of a Testing Project manager on these. They involved building and planning Testing strategy, engaging the BAU testing resources, Risks & Issues analysis & management, Testing cost analysis.
• Implemented 4 projects on MS Exchange Messaging solutions with full SDLC from Engineering design to build to deployment. Part of implementation also consisted of user mailbox migration, for as many as 4 divisions.
• Call Centre migration, consolidation and new Call centre setups for as many as 800 users. Involving Cisco, Alcatel, PABX, VOIP, and IP.
• Implemented few BAU projects for Cards division, example VisionPlus (main modules CMS, CTA, and other smaller modules), FX capability and also using Cardpac platform, and also other customized applications in Cards space
• Equity project - Managed the roll-out of an Equity Management application
• Also managed an operations team of 5, as an Operations Manager.
• Dealing with external vendors in setting SLAs, managing outsourced work and services both onsite and offsite, Vendor selection with creating and getting approved a vendor selection criteria, Strong negotiations, contract legalities
• Implemented various projects with Treasury systems, Trading Systems, AML Fraud systems, Mobile billing systems, Risk Management systems.
• Mixed projects of Infrastructure, Application, Data Centre Relocation and Telco
• Conducting Performance management, including but not limited to: documenting & organizing project plans, requirements gathering, communicate back to development teams of issues, providing support to customer throughout all phases, customer Training, Interfacing and configuration plans, iimplementing Portfolio analysis and performance systems. Using systems Rimes, Factset, pQuant and HiPerformance.
• Wrapped up (implemented final cycle) on a Pega (CRM) project
• Managing full SDLC of enhancements projects to critical applications
• Liaising with stakeholders and also external vendors
• Liaising with different divisions within the bank
• Managing and planning resources such as time, human resources, finances including budgeting
• Setting up PMO
• Managing client accounts related to the project
• Overseeing project development both in-house and with third party software vendors
• Management of project scope, issues, risks, budget, vender and project team tasks in accordance of the approved business requirements
• Planning of project strategic and lifecycle goals and tasks, assessment and management of risks, addressing of issues and establishing vendor SLAs.
• Hold regular meetings with business stakeholders to insure that all project related issues are appropriately addressed and actioned
• Using Cost performance reporting structure for 3 projects
• Planning and Scheduling for deployment of Software patches, product deployment and new versions
• Managing projects Risks, Implementations

IT Director

Confidential

Responsibilities:

• Managing 5 infrastructure projects. Completion of 3 projects end-end, and other 2 projects from mid-end. Managing an upgrade of SAP project. Infrastructure including Networks, Servers, Configurations, Middle ware (both Websphere & Weblogic), etc. All these projects were new major IT innovations i.e. no existing infrastructure was in place and involved starting from Scratch through to Approval process through to implementation and delivery.
• SAP rollout implementing SD/MM/PP/CO/RE modules, using ASAP methodology. Also using SAP integrated testing tools and SAP Basis. Responsibilities included:
• Using ASAP methodology
• Developing Business case along with Benefit realization plan for this SAP ERP implementation
• Full End-to-End project lifecycle
• Preparing a detailed Project plan, including milestones, resources, risks identification and mitigation strategies.
• Managing project team which was both based internal on-site and off-site
• Weekly Steering committee meetings, preparing steering committee packs
• Weekly Project status reports, cost accounts reports, Actuals reports
• Managing Risks and Issues registers, and regular meetings to communicate them
• Consisted of a MS exchange messaging project, upgrading the platform, and also a phased migration of all Email users from Outlook 2000 to Outlook 2007, budget of $700k
• Other projects consisted of Oracle upgrade, SQL upgrade, technical upgrades for Oceania islands region, DR processes and internal Security system upgrades
• Lead on Business Case for all of the projects. Fully responsible for collecting information for Business Case through to initial Drafts through to approvals.
• Team size ranged from 10 to 25
• Telco project, consisting of Roll-out of Cisco phones in different sites on Islands - Samoa, Fiji, PnG, and also on different buildings on the BAT site
• Also a lead on the Testing for all my projects, responsible for building Testing strategy, planning, conducting Risk Analysis.
• Reporting and briefing to Senior Business stakeholders on project status
• Management of project scope, issues, risks, budget, vender and project team tasks in accordance of the approved business requirements.
• Implementing an upgrade to existing SAP SD system, with new configuration and platform, using ASAP methodology.
• Conducting Performance management, including but not limited to: documenting & organizing project plans, requirements gathering, communicate back to development teams of issues, providing support to customer throughout all phases, customer Training, Interfacing and configuration plans, implementing Portfolio analysis and performance systems