MG2015

Confidential CV Minette Griffiths
CURRICULUM VITAE
Minette Griffiths
PERSONAL DETAILS
Surname : Griffiths
First Name : Minette
Date of Birth : 4 November 1968
Age : 46
Contact Details : 071 816 4190
Health : Excellent
Driver License : Yes, Own Transport
Marital Status : Single (Divorced)
Smoker/Non Smoker : Smoker
EDUCATION
Success Correspondence College : 1987 Senior Certificate – Matric
TERTIARY EDUCATION, CERTIFICATIONS,TRAINING & COURSES
Mancosa : MBA in progress to be completed November 2012 (started in
2004, due to work pressures put on hold)
Steven Covey : Leadership Conference – 2004 / 05
7 Habits of Highly Successful People – 2005
XPert : XPert Methodology - 2004
Processes and Techniques - 2004
X-Sim – 2004
Advance Project Management for Project Managers – 2004 / 05
Fulcrum : MS Projects 2003 for Project Managers – 2004
MS Projects Access WEB for Project Managers – 2005 EPM
IPM : CAPM (Certified Associate Project Manager) 2007 completed (I
have not written my certification exam)
PRINCE 2 : Prince2 Foundation & Practitioner (Not completed)
METHODOLOGIES AND WORKING KNOWLEDGE OF OTHER METHODOLOGIES
Methodologies I have worked with Methodologies I have working knowledge of
PMBOK SureStep MIL-STD-498 SCRUM
PRINCE 2 SDLC AGILE
REFERENCES
Referee Name Designation and Company Contact Details
Suzette Marais Senior Programme Manager NPA To be provided
Stephen Green MD at i5 To be provided
Mark Laming Hollard (Project Sponsor) IT To be provided
Mrs. Fiona Harris Hollard Executive Project Sponsor, Director Central Finance To be provided
Ms. Gavin Lourens Director – Sandbox To be provided
Adv. Brandon Lawrence NPA SOCA Unit To be provided
Nikki Prinsloo Project Development Manager – SevenS a Division of IDCS To be provided
Denise Channer Toumai IT Project Development Manager – JD Group To be provided
1

I took a 19 month spiritual sabbatical.
I have the ability with business to define requirements in order to meet strategic objectives. I can define
scope and manage a project from the conceptual phase right through to the delivery phase by working with
my team and managing my team accordingly. I am very committed to detail. I have knowledge within various
business sectors from banking, insurance, facilities, development projects, government and FMCG. I am
proficient with the entire Microsoft suite. I have excellent communication skills. I can manage stakeholders
(internally and externally) thus ensuring that lines of communication are open at all times as I believe in
transparency. I am pro-active and lead by example. I have, in the past, managed my resources and any
additional resource requirements the project may require from time to time. I manage my budget by
forecasting my project prior to commencement and keeping within my budgetary constraints.
2

Please note: CV starts with most recent position.
1.
Ares Africa 1 August 2012 to May 2013
Position Held Project Support Office Manager
Referee Elize Gouws
Reason for leaving Sabbatical
RESPONSIBILITIES & ACCOUNTABILITIES
Overseeing full functionality of the Project Office at Goldfields
Managing Trans4Mine Portfolio and other Business Project identified by Steerco
Delegating projects to Project Governors
Weekly reporting and presenting of reports to Steerco
Day to Day staff issues
Resource allocation
Dealing with internal and external stakeholders on a daily basis
Auditing and approval of Timesheets
Ensuring document management system was kept up to date and published on a daily basis
Quality assurance of all project plans and consolidation of all project plans into the PSO Portfolio
2.
JD Group (Retail) 24 August 2011 to June 2012
Position Held Training Project Manager
Referee Will be provided
Reasons for leaving Fixed Contract has ended
Managing and implementing and delivering of Training for new Financial Systems for JD Group.
Total amount of people to be trained is in the region of 8000
Training all Regional FSAM and FSGM staff and stores.
Ensuring training material meets company standards. loaded onto simulations that is linked with the assessment tool (January 20
Ensuring training material is loaded onto Eppiplex for simulation training.
Identifying of 14 Regional Training venues and co-ordinating Properties and Facilities to set-up venues. These facilities had to ha
network points, routers, PC's and cabling installed together with furniture. Some venues required an entire rebuild with drywallin
painting, carpeting, power cables to be installed and power points.
Monitoring of training assessments on Moodle and reporting to Executives.
Weekly Status Reporting.
Tracking, Scheduling and Monitoring of Training and Budget
Stakeholder engagement
Reporting daily on how many people has completed assessment and updating in Project Plan
Ongoing communications between myself and the FSGM's and FSAM's due to the changes in the project on a bi-weekly basis.
Utilising the FSAM's as my master trainers to facilitate the training requirements in the various Divisional Regions. Providing da
support to the FSAM's in all aspects pertaining to the training.
Scheduling of entire training approach that will be done over a 18 month period across all chains in the JD Group, this includes th
Communication engagements and the Change Management interventions together with IT support and Deployment updates.
3.
SAB Miller 25 January 2011 25 July 2011
Position Held Project Manager Finance Transformation
Referee Priya Garach
Reasons for wanting to leave Fixed Contract
I was approached by KPMG whom is onsite working with SAB Miller on the Transformation Project. KPMG and I worked together
the Finance Transformation Project at Hollard and Etana, due to the good working relationship between KPMG and myself KPMG
recommended me to SAB Miller.
Managing the planning and scheduling detail of the project and handing it over to the outsourcing partner to deliver upon.
Meet with Stakeholders and Team members to facilitate planning and scheduling.
Relationship management between identified outsourcing partner and SAB Miller Finance
Project consist of People and System implementation and training together with relocation and job role changes
3

4.
Sandbox Projects 1st
August 2010 to 20 December 2010
Position Held Senior Project Manager
Referee Claire van der Merwe (Consulting Director)
Reasons for wanting to leave Retrenched
Managing the delivery of the Project in partnership with Stakeholders and Team members
Relationship management between Sandbox team and client
The client predicted the timeframes and the budget and as a PM I had no input
Full PM function, attempted to use PBOK methodology throughout the project life cycle, but client used a TOC (Terms of Constr
methodology together with Concerto.
Daily progress project meetings
Weekly timesheet and approval of teams timesheets
5.
i5 October 2008 to July 2010 (during July/August 2010 consulted for i5)
Position Held Snr Project Manager
Referee Stephen Green – Managing Director
Mark Laming – Stakeholder on project for Hollard
Reason for Wanting to Leave Head Hunted by SBP
This project I basically ran solo without support from i5 Directors, I recruited and build my own team to deliver,
Managing the delivery of the Project in partnership with Stakeholders and Team members
Relationship management between i5 and client
Identification of projects within other Projects to generate increased revenue Business Units
Ensure elimination of duplication of effort by producing realistic schedule that is transparent
Involving team and customer in scheduling to ensure buy-in and successful delivery of project
Tracking of schedule to meet not only deadlines but remain within budget without compromising quality
Strict change control measures to ensure that neither cost, quality or time effects will resolve in a low quality delivery
of product
Managing of external contracts for contractors and/or suppliers, ensuring that such contracts is closed-out in time to
eliminate costs to company or client
Ensure successful implementation of GP v10.0 with minimum customisation, whilst managing budget, time frames,
resources and ensuring quality
Full PM function and PMBOK methodology throughout the project life cycle
Facilitation of scoping session, workshops and weekly progress project meetings
Direct reporting to Steercom and EXCO
Weekly reporting on budget and project performance, timesheet and invoicing, budget forecast review and update
Ongoing liaison with client to ensure prompt payment of invoices
Negotiate and Manage key stakeholder wants, needs and expectations in-line with realistic project deliverables and
package capability
Comply and ensure that all employees comply with legislation, policies and procedures
Project Planning (Expert User):
 Setup, maintain, control and update (MS Project)
 Working on all tasks views (Gantt, Pert, etc.)
 Resource allocation, levelling and control (various projects and sub-projects)
 Workgroup (Team assignment of tasks and updates)
 Sorting and Filtering of projects and tasks
 Tracking project via baseline / critical path
 Budget and Costing
 Linking of projects to sub-projects
 Notwithstanding my Project Management skills I more often than not build strong relationships in the working
Environment with my customers.
The overall project from the onset was anticipated to be one implementation, after consultation with the client it was decided to
spread the risk and have a phased implementation consisting of three Work Packages. All three go-live dates was met with minima
down time or issues and risk to the client. We will be the first team in SA to also implement FRx Forecaster with the client
understanding the risk and will allow for skills transfer not only to my team but to my client as well.
4

In line with the GP implementation for this specific client we also implementing GP for one of their companies that they hold 49%
shares, on the assumption that it will be on the same infrastructure and COA. However, one deviation would be Purchase Orders
module that was not part of the original scope.
Due to GP being a Microsoft Product we utilised the SureStep Methodology for this implantation with the normal PMBOK project
management principles.
The staff/team was recruited and identified by myself to fit the client and visa versa. We had two staff leaving which was a GP
Consult who oversold himself and could not deliver and I had him removed from the project within 5 days, the Business Analyst w
willing resignation. We implemented for Hollard and smaller implementation for Etana.
6.
NPA 5th
March 2008 to 17 October 2008
Position Held Snr Project Manager
Referee Brandon Lawrence (Snr Advocate)
Suzette Marais (Executive Manager NPA PMO)
Pierre Smith (Snr Advocate)
Bulelwa Makeke (Communications Head)
Reason for Wanting to Leave Contract position.
Although we implemented GP there was a significant amount of SDLC included in this project.
Stakeholder relationship management between PMO and other NPA Business Units
Identification of projects within other Business Units
Ensure elimination of duplication of effort and cost across all projects
Managing of own Projects, OCM, MyNPA MyValues, Change Management, Annual Report and Integration, SOCA TCCs’
All aspects of Project Management
Facilitation of scoping sessions, workshops and weekly progress meetings
Weekly and Monthly Reporting.
Presentations to EXCO from time-to-time as and when required.
1. Assisted Programme Manager in setting up Project Management Office establishment and rollout.
2. Assisted Programme manager functions managing 33 projects at NPA to a value of R26M per annum.
3. Project Planning (Expert User):
 Setup, maintain, control and update (MS Project)
 Working on all tasks views (Gantt, Pert, etc.)
 Resource allocation, levelling and control (various projects and sub-projects)
 Workgroup (Team assignment of tasks and updates)
 Sorting and Filtering of projects and tasks
 Tracking project via baseline / critical path
 Budget and Costing
 Linking of projects to sub-projects
 Integrated Justice System (IJS) participation.
 Project Report writing / compilation.
 Use of PMBOK-based project management methodologies.
 Coordination of projects and various sub-projects.
 Budget maintenance, estimation and control.
 Resource Management.
 Service Level Agreements.
Project Services:
1. Project Management
2. IT Project Management
3. Business Change Management
4. Business Process Change Management
5. Procurement Bid Management
6. Package Selection and Implementation Projects
7.
eBucks : 1st
February 2007 to 29 February 2008.
Position Employed In : Snr Project Manager (was a 3 month contract and was made permanent)
Referee : TBA
Reason for leaving : Resigned
5

Achievements: Our project was nominated as one of the 10 best projects for the year, we may not have won but
the accolades speaks for itself.
This project was purely based on SDLC
Fully responsible for the compilation and execution of relevant project plans that pertain any project identified within
eBucks environment, hand holding and constant guidance and on the job training
Monitoring of all projects to ensure the achievement of all project objectives according to project plans as well as the
achievement of all project deadlines and timelines within project budgets.
Compilation Task Log of actions as per the various different project plans, as well as following up daily on outstanding
actions with all relevant parties together with distribution of Task Logs and Issue logs
Responsible for holding JAD sessions with the stakeholders and project team members to ensure that the correct
information is extracted a
Compilation of process briefs with flowcharts into standard format, obtaining the required sign off and compiling
suitable policies and procedures related to the process briefs.
Full Project Management activities, with all accountability and responsibility pertaining to the relevant project
deliverables, quality, cost and escalations.
Compilation Task Log of actions as per the various different project plans, as well as following up daily on outstanding
actions with all relevant parties together with distribution of Task Logs and Issue logs And
The main objective of the contract and the subsequent permanent employment was to set-up a fully operational Project
Office on one methodology across all business units with a fully staffed Project Team.
8.
Pm² Consulting (Project
Management)
: 1st
July 2006 to 30 January 2007.
Position Employed In : Project Manager (Consulting to GSSC the client)
Referee : Suzette Marais (Senior Programme Manager)
Reason for wanting to leave : Un-secure contract with client (will be discussed in detail)
The main objective of the Project being implemented at the client GSSC is as follow:
Implementation and sustainability of a PMU
Implementation and sustainability of the PMU Methodology (Toolkit)
Implementation, awareness and sustainability of MS Projects
Development of future Project Managers
Ensuring all project plans are base lined with SPI and CPI to reflect on dashboard
STAKEHOLDER RELATIONSHIPS
1. Meeting with stakeholders as and when required by PMU to schedule projects in the various business units.
2. Report back to stakeholders on Project Charters and Project Registration Forms.
3. Ensuring PMU compile minutes and distribute correct minutes to stakeholders within 24 hours of meeting.
4. Weekly report back to PMU GM and Project Link MD
5. Aligning GPG and GSSC Business Units with Methodology.
6. Building relationships of mutual benefit to PMU with GPG and GSSC Stakeholders, Managing Stakeholder
relationships and expectations, specifically project related.
7. Ensuring stakeholders understand PMU business and requirements.
8. Facilitating scoping sessions with Project Team Leaders to ensure all project data collected prior to sign off and
base line of Project Plan.
PROJECT PLANS, PROJECT REGISTRATION FORMS AND PROJECT CHARTERS
1. Compilation of Project information into PC, PRFs’ and Project Plans within various business units of GSSC and GPG.
2. Allocating of Resources, Scheduling of Tasks
3. Tracking of project and deliverables
4. Managing the risk and the delegating accordingly
REPORTING
1. Weekly report to Senior Programme Manager providing updates on Project
2. Weekly Progress meetings and reporting to Business Units
3. Escalation of issues
4. Weekly Activity/Action log to Program Manager
TRAINING & FACILITATION
1. PMU Methodology Toolkit and MS Projects
2. Facilitating of Training
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3. Facilitating of project scheduling
4. Facilitating of progress meetings
9.
South African Revenue Services
SARS
: 3rd
January 2005 to June 2006
Position Employed In : Change Management Specialist on Projects (Team Leader)
Referee : Tery Everett – Acting Senior Manager
Reason for leaving : Contract ended
STAKEHOLDER RELATIONSHIPS
1. Meeting with stakeholders weekly, determining their requirements from SARS and communicating back to the
Business.
2. Weekly report back to stakeholders and SARS business.
3. Weekly Actions and Activities to Stakeholders and monitoring of these activities and actions.
4. Aligning SARS as a professional organisation.
5. Building relationships of mutual benefit to SARS and Stakeholders, Managing Stakeholder relationships and
expectations, specifically project related.
6. Ensuring stakeholders understand SARS business and requirements.
7. Ensuring that the same message within SARS goes out to all stakeholders
8. Alignment of Strategies with Stakeholders and communication campaigns.
9. SARS eFiling – Communications (Internal & External), Call Centres Alignment and Readiness (Internal & External),
Integration (Internal & External), Strategy (Internal & External), Integration of training plan. People readiness
with Climate Survey. Professional Relationships with Stakeholder management. Development of strategy and
implementation. Internal and External relationship management.
10. Identifying Stakeholders needs. Feeding Stakeholder information back to SARS and monitoring progress.
PROJECT PLANS
1. Compiling of Project Plans for various Projects
2. Allocating of Resources, Scheduling of Tasks
3. Tracking of project and deliverables
4. Managing the risk and the delegating accordingly
BUSINESS CASE / POSITIONAL PAPER / STRATEGY DOCUMENTS
1. Compiling of Business Cases for Projects and Strategies
2. Revision of Business Plans and Business Cases during project role out
3. Scope Changes and sign off, Submission of Business Cases, Strategies and Business Plans for approval
4. Compiling of Positional Paper and driving the sign off process to register with Project Management Office
5. Motivation of business cases and positional papers
6. As is – To Be Analysis
FINANCE / BUDGET
1. Compiling of Project Budget and motivation per line item
2. Monitoring of Budget on SAP R3
3. Procurement on Project from Budget on SAP R3
4. Submission of budget for EXCO approval
REPORTING
5. Weekly report to Divisional Manager providing updates on Project
6. Weekly Progress meetings and reporting to Business Owners
7. Escalation of issues
8. Weekly Reports to Business Unit Managers with regard to interventions taking place and results
9. Weekly Activity/Action log to Program Manager
10. Weekly reporting to Project Teams
MEETINGS
1. Co-ordinating progress meetings and take of own minutes
2. Meeting with external stakeholders to provide briefs on project
3. Attending all Project Meetings as Change Management Specialist on projects
4. Providing Feedback to Managers on Findings during and after interventions
5. Meeting with various Business Units to determine requirements and to give feedback from External Stakeholders
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CHANGE MANAGEMENT INTERVENTION PROJECTS
1. ReMmogo Transformation Programme
2. DME Communications Project – Internally
3. Siyakha Transformation Project, people and diversity management
4. National Call Centres – Kwa-Zulu Natal and Western Cape, Training GAPS, Restructuring, Process Implementation
5. Facilitation of both quantitative and qualitative culture surveys
6. Member of Interview Panels for Ops Managers and Regional Managers
7. TOPP ensuring alignment with external stakeholders and compilation of Induction material
8. SARS eFiling – Communications (Internal & External), Call Centres Alignment and Readiness (Internal & External),
Integration (Internal & External), Strategy (Internal & External), Integration of training plan. People readiness
with Climate Survey. Professional Relationships with Stakeholder management. Development of strategy and
implementation. Internal and External relationship management.
GENERAL
1. Setting up of scoping sessions with external providers and internal team members
2. Negotiating contract with service providers
3. Writing of job specs for team members to be appointed
4. Interviewing of potential team members
5. Communicating Change Intervention requirements to SARS Executive in SARS
6. Compilation of Programmes for intervention and obtaining speakers, venues etc.
7. Stakeholder relations and relationship management between banks, SAICA and SMEs’
8. Important to maintain Professional Relationship with external stakeholders thus positioning SARS as a professional
organisation and to take the correct message external and ensure correct message is passed on internally in SARS.
South African Revenue Services
SARS
: 1 April 2004 to 1ST
January 2005.
Position Employed In : Senior Programme Administrator to Siyakha Program Manager
Referee : Victor Nunes – Program Manager
PROJECT PLANS
1. Tracking Project Plans and ensuring that deliverables are met timeously and escalating slippages to Programme
Manager
2. Tracking of Project budget against cost centre on SAP via Finance Department
3. Compiling Generic Project Plan for division
4. Compiling task log of actions as per the project plan within 48 hours of completion of project plan.
5. Compilation of Positional Papers, Business Cases and Budget to submission to EXCO
6. Weekly consolidated Progress Report
7. Weekly consolidated Project Plan
8. Monthly consolidated Progress Report
9. Follow-up on outstanding actions with relevant parties on a daily basis.
10. Distributing updated task log on a daily basis in the event of slippage or changes and update task log.
11. Chairing weekly progress meetings in absence of Program Manager
12. Measuring PM and PA activities to ensure deadlines are met
13. Daily and ongoing communication between PMs’, PAs’ on their respective projects and report directly to Program
Manager
14. Set-up and facilitating SOW sessions with Team Leaders
MEETINGS
1. Ensuring minutes of all meetings are taken, drawn up, signed off and distributed within 24hrs of meeting and
archived on Source Safe.
2. Ensuring that Agenda is distributed to all parties 24hrs before meeting.
REPORTING
1. Compilation of all daily, weekly and monthly statistical information relating to the ambit of your job description.
2. 100% accurate information reported both internally and externally.
3. 100% Achievement of all reporting deadlines.
4. Compilation of all ad-hoc reports as requested.
GENERAL
1. Research and compilation of Economic Analysis document
2. Facilitation and compilation of GAP analysis
10.
8

SevenS Technologies (Pty) Ltd a
division of IDCS (Pty) Ltd
: 1 September 2003 to 24 March 2004
Position Employed In : Project Co-Ordinator / Planner
Current Position : Project Co-Ordinator / Manager / Administrator
Referee : Dr. Warren Moollan – Director
Ms. Nikki Prinsloo – Development Manager
Mr. Gavin Lourens – IT Director
Reason for Leaving : Resigned due to ridiculous expectations of CEO, 05h00 progress meetings,
assaulting a snr manager in a meeting,
PROJECT PLANS
1. Compile task log of actions as per the project plan within 48 hours of completion of project plan.
2. Follow-up on outstanding actions with relevant parties on a daily basis.
3. Distribute updated task log on a daily basis in the event of slippage or changes and update task log.
4. Update task log and follow-up collect artefacts and archive on Source Safe.
5. Archive artefacts in Source Safe
MEETINGS
1. Set up meetings for Project Managers and Business Analysts and attend meetings on their behalf from time to time
as may be requested.
2. Ensure minutes of all meetings are taken, drawn up, signed off and distributed within 24hrs of meeting and
archived on Source Safe.
3. Ensure that Agenda is distributed to all parties 24hrs before meeting.
4. Update task log with action points from meetings and follow up on all action points and ensure all deadlines are met
FINANCE MANAGEMENT
1. Ensure that works order is compiled and approved before in line with project charter and signed off by customer.
2. Meet with customer to compile and agree a reasonable / fair budget within customer perimeters and company
perimeters.
3. Ensure no that budget is presented to customer and signed off and that resources has been identified and included
in budget accordingly, no overspends occur for department.
4. Ensuring all financial documentation for Product Development and Delivery is processed timeously, invoices and
timesheets submitted to customer for payment.
REPORTING
4. Compilation of ad-hoc reports as requested from time to time.
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REPORTING
8. Compilation of all ad-hoc reports as requested.
PROCESSES, POLICIES AND PROCEDURES
1. Adhere to all processes, policies and procedures relevant to the company and your account / department and 100%
adherence to policies and procedures.
2. Update processes, policies and procedures relating to the ambit of your job description.
3. Detailed knowledge of processes, policies and procedures.
4. Follow-through and complete all corrective actions relating to processes, policies and procedures
5. Achieve a pass mark of 98% for all process, policy and procedure tests. 100% corrective actions completed and
verified.
6. Ensure departmental adherence to policies and processes at all times.
PROBLEM SOLVING
1. 100% of all problems to be resolved effectively always present solutions rather than problems implement
preventative measures and actions to ensure same problems do not occur again.
GENERAL
1. Achieve company and account / department strategic objectives.
2. Physically demonstrate the living of the SevenS values every day.
3. To implement and utilise the problem solving tools available to you.
4. 100% of all issues resolved within 24 hours OR 3 alternatives have been presented to your manager within 24
hours.
5. 4 Ideas introduced and implemented annually.
6. 1 Warm lead to be generated every quarter for sales to follow-up and close business on.
7. Generate sales for the business
11.
Dimension Data Channel
Solutions
: 8 April 2002 to 3 February 2003
Position Employed In : Project Administrator / Co-Ordinator
Current Position : Customer Support Services Supervisor / Customer Relationship Manager
Referee : Santa Pieterse
Reason for Leaving : Contractor – Contract not renewed due to retrenchments
RESPONSIBILITIES & ACCOUNTABILITIES Customer Support Services Supervisor / Customer Relationship
Manager
MEETINGS
1. Attending internal departmental strategic meetings and actively participating in these knowledge sharing sessions.
2. Ensuring that necessary parties are notified of meetings as and when customer requests meetings to discuss a
specific issue.
3. Scheduling meetings as and when I feel an issue needs to be resolved and ensuring all necessary participants are
notified.
FINANCE MANAGEMENT
1. Ensuring customer has valid SLA when a request logged and value of SLA is not exceeded.
2. Over time and standby budget is monitored and not exceeded and engineers complete timesheets.
3. Ensuring that no work is done on customer site until such time the necessary purchase order is obtained as per the
quotation sent to customer.
4. Monthly breakdown of billable income to Departmental Executives.
5. Ongoing communication with accounts department to ensure payment received from customers.
6. Ensuring that alert is placed on Siebel to notify call centre if a customer has not paid their account and
communicating with customer.
7. Monthly billing of billable customer requests logged, and documents pertaining to invoice is collated and submitted
to accounts department.
8. Compiling a monthly report as to the relevant billable for the month.
9. Ensuring targets set is met.
10. Quarterly and Annual report with all supporting documentation submitted to Customer Sales Executive and
Dimension Data Contracts Manager to re-negotiate new SLA.
CUSTOMER SERVICE & SERVICE LEVEL AGREEMENTS & PROBLEM SOLVING & GENERAL
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1. Upon project sign off, customer site will go live and SLA will be put in place by Dimension Data Contract Manager,
Account/Sales Executive and communicated to myself and I will load the Customer onto Siebel and SAP.
2. Building up database of existing and new customers, ensuring physical address, contact person and equipment on
customer site is kept updated.
3. Will advise Contract Manager and Account / Sales Executive as and when SLA was due for renewal and/or which
customers did not have a valid SLA.
4. Link between Dimension Data and the Customer specific to our department / divisions product.
5. Supervising and overseeing 45 engineers.
6. Ensuring customer sites are 100% live at all times.
7. Advising customers of any changes within Dimension Data structure that may affect their up-time and/or lines of
communication.
8. When customer log a call take charge of this call and ensure that response time is within the SLA perimeters.
9. Ensure at all times that the customer has a valid SLA and determine from the call if it is a billable request
(irrespective of a valid SLA) or if request is covered by SLA and communicate this to the customer.
10. Order any hardware or software that may be required by the customer and forward quote to customer should this
not be covered in the customer SLA.
11. Ensure that an engineer with the necessary product expertise is sent to the customer site.
12. Ensure that engineer submit signed off service log upon return from customer site and that full details are given as
to resolution and / or proposed resolution and when the fault can be resolved.
13. Contact the customer to either ensure that the call has been resolved successfully and/or communicate time frame
to customer as to when we will resolve a call.
14. Have sufficient product knowledge to attempt to assist customer telephonically and communicate trouble shoot list
to call centre to enable call centre to assist customer telephonically after hours.
15. In the event of the customer requesting changes to their current system, the customer will have to log a call and a
change request must be forwarded to me.
a. I will forward a quote to the customer and obtain an order number.
b. If down time is required I will communicate this to the customer and relevant engineer and arrange
afterhours access.
c. Only on receipt of order number will work be done and invoice will be raised on SAP and call updated on
Siebel.
16. Engineer to supply me with signed off Service record after completing call and call resolved 100%.
17. I will contact customer and confirm the closure and close call on Siebel.
18. Should customer have any queries I will handle these directly together with complaints and report such complaints
and/or compliments to the relevant Line Manager.
19. I will ensure that all customer details are updated on SAP and Siebel.
20. Signed service records will be scanned into the system and attached to the relevant Siebel call and closed.
21. Customer orders received for work to be done will also be scanned into the system and controlled should any
queries arise.
22. Copies of all documentation will be kept and maintained by me on the customer file, records to be kept 100% up to
date on a daily basis.
23. Standby list for engineers will be compiled by me on a monthly basis and signed off by engineers as proof of their
acceptance of their stand-by and communicated to call centre and departmental heads.
24. On call 24hrs a day 7 days a week should the call centre not be able to locate the relevant stand-by engineer or in
the event of the engineer being out on a call after hours and additional assistance may be required by engineer
and/or another urgent call was logged by a different customer.
25. Draw up call flow and response times as per SLA together with the relevant Customer Sales Executive and Call
Centre Manager and communicate this signed off accepted version to all parties concerned.
26. Engineers will be provided with all the necessary details for a specific customer site.
27. Compiling of Policies and Process with regard to Call Flows, response times and handling of any request, ensuring
adherence to these Policies and Processes at all times.
28. Ongoing, daily and constant communication with my customers and ongoing courtesy calls.
29. Booking of maintenance call for customers sites on an ad-hoc basis (irrespective of requests logged or not), I will
log the request and communicate to customer that we will be visiting their site as a courtesy to ensure site is 100%
up and running.
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CUSTOMER SERVICE & SERVICE LEVEL AGREEMENTS & PROBLEM SOLVING & GENERAL (continued)
1. Communicate to customer that we will be visiting their site as a courtesy to ensure site is 100% up and running.
2. All correspondence with customer.
3. Dealing with call centre on a daily basis and ensuring HIGH customer service standards are maintained at all times
by engineers and call centre staff.
4. Weekly internal performance reports per engineer, per product.
5. Monthly statistical reports for customers in a presentation pack with resolutions, copy of signed service records.
GENERAL
1. Training and ongoing communication of Policies and Processes to engineering staff from time to time as and when
any amendments and/or additions were made.
2. Ensuring 100% adherence to processes at all times by engineers, customers and call centre.
3. Maintaining a professional unbiast approach at all times whilst communicating with my peers and/or customers
and/or management.
4. Flexibility, understanding of human error and faults and ensuring corrective action is taken where and when
necessary and communicating with relevant parties.
5. Understanding the various customers’ needs and requirements and adhering to customer policies and processes.
6. There was no customer records or any details on the system as to customer information and SLAs’, everything was
set-up by myself, call flows, systems together with policies and processes governing smooth running of department
and communicating this to customers, peers and management.
RESPONSIBILITIES & ACCOUNTABILITIES Project Administrator / Co-Ordinator
PROJECTS
1. Ensuring that project time line with many hours and costs are projected correctly on MS Projects.
2. Monitoring man hours against budget on project daily and reporting any irregularities.
3. Ensuring that times of the various engineers, business analysts and project managers are kept correctly on access
and excel for costing purposes against project plan.
4. Opening of new projects on the system with all relevant documentation and ensuring that file is split correctly and
processed through its’ various stages.
5. Once budget has been finalised this must be correctly entered into the PMFT (Project Management Financial Tool).
6. Ensure that relevant identified parties is loaded onto Access together with their assigned times per project to
allow these parties to book their respective times on the time sheets system linked to Access.
7. Ensuring man hour budget is not exceeded as this is the only cost factor that can be exceeded as product cost is
fixed.
8. Report any irregularities to the project manager verbally and in writing.
9. Compiling weekly report of timesheets and cost / budget.
10. Liaising with Dimension Data Procurement department to ensure that orders are placed on time with overseas
suppliers and to track these orders and landing dates.
11. Sourcing various sub-contractors from time to time if no skilled engineers available to deliver on project and
ensuring that the necessary SLA is signed with these outside suppliers.
12. Attending project meetings when project manager unavailable and reporting back to project manager verbally and
in writing.
PROJECTS
1. Liaising with customers on an ongoing basis.
2. Faxing, filing and building up of contact database per project and ensuring that all contact details for customers
are 100% correct at all times, specific to each project.
12.
Ultra Network Solutions A
Division of Affinity Logic
: March 2001 – 13 March 2002
Position Employed In : PA to Technical Manager/Sales Manager and General Manager
Current Position : Project Co-Ordinator (7 months)
Referee : Mr. Dion Barnard (has left the company - will provide contact details upon
request)
Reason for Leaving : Retrenched
RESPONSIBILITIES & ACCOUNTABILITIES Project Co-Ordinator
1. Attending weekly status meetings with directors and customer and providing full update and statistics.
2. Compiling monthly report with all supporting documentation and corrective actions and attending meetings.
3. Liaising between customer and manufacturer to ensure production deadlines are met and quality is not
compromised.
12

4. Ensuring that manufacturer adheres to original specification of design of product.
5. Liaising between customer and software developer to ensure correct version of software is implemented and that
software is tested extensively before rolling out on customer sites.
6. Stock control
7. Sourcing of sub-contractors and ensuring that sub-contractors maintain high standard
8. Monthly reconciliation of account and ensuring that expenditure is within budget or project.
9. Reconciliation of petrol account.
10. Reconciliation of overtime and standby.
11. Reconciliation of cellular accounts.
12. Ongoing communication with accounts department and ensuring payment is received.
13. Ensuring that invoice together with all supporting documentation is handed to customer timeously and copies of all
documents are kept on file.
1. Managing project in it’s’ totality with 6 engineers and various sub-contractors.
2. Co-Ordinate roll-out plan of project 100% and implementation of roll-out plan.
3. Giving updates on project – all aspects.
4. Ensuring that calls logged by customers after installation is attended to timeously.
5. Ensuring Policies and Processes with regard to project is in place and communicated.
6. Designing of all documentation – service and implementation related.
7. Ensuring down time is kept to the minimum and accessing why problems are being experienced.
8. Educating customers on call logging procedure.
9. Keeping logs and records of all sites installed and ensuring all customer details are 100% correct and kept up to
date on data base.
13.
International Computers (SA)
Limited - ICL
: February 2000 to 1 March 2001
Position Held : Corporate Sec / PA to Ops. Director
Referee : Mr. R. Henderson (has left the company - will provide contact details upon
request)
14.
Ubambo Investment Holdings Ltd : (mid) 1998 to 2000 (beginning)
Position Held : Executive Secretary / PA to 4x Directors
◊ Health, Business Development, Technology and Trade & Industry / Office
Administrator
Referee : Zwelakhe Mankazana (will provide contact details upon request)
Yusuf Mahommed (will provide contact details upon request)
15.
The Event Management Company
Position Held
Mid 1998 to June 1999
Events co-coordinator such as but not limited to launches, hosting for first RDP
conference in South Africa, Launches for various sport functions, and music
concerts. Involve, from selection to building up the various sites and mentoring.
Can discuses in moredetials.bra more
16.
Young & Rubicam : 1 January 1996 to 1998 (mid)
Position Held : PA to Ops. Director/New Business Development Director
Referee : Doug Maritz (has left the company - will provide contact details upon request)
17.
Lumley Employee Benefits : 1 January 1992 to 31December 1995
Position Held : PA to MD / Fund Administrator
Referee : Robbie Vink (have no contact details - left company)
18.
Barclays Bank – (First National
Bank)
: 21 April 1985 to 31 December 1991
Position Employed In : Copy Typist
Position Upon Resignation : Supervisor – Wits University Agencies. Also held various positions within the
banking industry.
13

SOFTWARE PACKAGES
◊ Excel
◊ Word
◊ WordPerfect
◊ Microsoft Outlook
◊ MS Projects
◊ Brilliant Accounting
◊ Lotus Notes
◊ MultiMate
◊ Xpert – Project Administration
and Support
◊ Access
◊ SourceSafe
◊ Outlook
◊ GhostWriter
◊ SAP Logistics, Customer Services
& Billing with SLA and without
SLA
◊ Windows XP
◊ Xpert – X-Sim
◊ MS Project 2003
◊ PowerPoint
◊ WordPerfect for Windows
◊ Internet & Email
◊ Internet
◊ Harvard Graphics
◊ Lotus Notes
◊ Siebel for Call Centres
◊ Full MS Suite
◊ Primvera 6
POSITIVE TRADES
◊ Extremely Strong Personality ◊ Liaison at All levels
◊ Extremely Good Organiser ◊ Adhere to Policies and Procedures
◊ Handle Pressure ◊ Meet Deadlines
◊ Prioritising ◊ Able to use own initiative
◊ Well Groomed / Professional ◊ Team player
◊ Attention to Detail ◊ Mature and Responsible
◊ Versatile ◊ Adapt easily
◊ Meticulous ◊ Quick and Eager learner
14

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