Harris Scarfe (Departmental store group) NAME was responsible for the successful implementation of front end POS, and back end merchandising systems in the Adelaide and Melbourne stores.
This project involved the integration of a UNIX mid range merchandising system with nearly 150 OS2 based POS devices. SANTOS (Resource Industry, Oil and Gas, Exploration and Supply) As Project Manager NAME was responsible for the successful integration of large networks in both Adelaide and Brisbane buildings.
The prime contract required the delivery of 120 new PCs, the installation of file servers in each of the buildings and the connection of a 150 IBM and Macintosh PCs with connectivity to the centralised IBM, SUN, DEC, and HP mainframes. National Pharmacies NAME was responsible for the successful implementation of Point of Sale (POS), and back end merchandising pilot systems in the Adelaide metropolitan and regional area.
This integrated a UNIX mid range merchandising system with OS2 based POS devices in the thirty stores.
The project involved the introduction of new POS technology from Japan and the USA. Queensland Rail As Engagement Manager, NAME was responsible for reviewing the Travellink Outstanding Enhancements Workload and providing recommendations for the next steps in addressing the Country Passenger Trains Reservation System requirements.
This engagement involved interviewing key stakeholders from Queensland Rail, SRA of NSW and associated vendors.
One of the key recommendations was the specification of system requirements and the creation of a Request for Tender. IT PERFORMANCE IMPROVEMENT BANKSA Seconded to the bank as the Adelaide Data Centre Manager reporting to the Advance Bank Chief Manager, Services Delivery (Sydney) for a period of 5 months.
As well as managing operations, NAME recommended improvements to the infrastructure management controls and practices and introduced the use of IT Service Management using the UK Govt’s CCTA ITIL approach. Advance Bank Conducted a due diligence review of IT maintenance contracts as a precursor to its purchase by another bank.
This review included a reconciliation of IT hardware and software assets. Commonwealth Bank Using KPMG’s World Class IT Assessment Methodology over three months, NAME conducted 15 half-day workshops, 50 executive level interviews and facilitated IT evaluation workshops to enable IT operations process redesign and management improvements.
This assignment resulted in a comprehensive report recommending appropriate process redesign priorities and associated issues for resolution.
The IT division had approximately 1,700 staff. KPMG Managed an IT assessment of KPMG’s internal IT environment including management processes, applications, operations, infrastructure and personnel, involving interviews and workshops with key business stakeholders & IT personnel and resulting in findings, conclusions & recommendations. NZI (Insurance) Conducted a project in-flight assessment of technical viability.
Recommendations provided regarding the relationship with the systems integrator and hardware supplier. NSW Police Service Managed the update of the IM&T Strategic Plan and IT Technical Architecture.
This engagement involved the review of existing documents, interviews with key stakeholders and the facilitation of workshops resulting in the successful delivery of the IM&T Strategic Plan and Architecture. NSW Attorney General’s Department Managed the creation of a Vision Statement and associated enabling strategies for the implementation of Information Sharing within the NSW Justice Sector.
This assignment was subsequently followed by the development of a Business Case for the implementation. QANTAS Reviewed the communications environment and through a process of extensive interviews and workshops developed a set of recommendations for revised support processes, and developed a set of support policies and procedures, and associated roles and responsibilities. David Jones
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