Bryan Hill is a project manager with over 24 years of experience in defense and commercial industries. He has managed projects up to $50M and led teams of up to 140 personnel. Bryan is seeking a senior program manager role utilizing his strong leadership, communication, and technical skills. He has expertise in project management, budgeting, scheduling, risk management, and customer engagement.
The document discusses NASA's status on the GAO's high-risk list for acquisition management and the initiatives NASA is taking to address this issue. It outlines NASA's definition of success, including maintaining cost and schedule performance for projects. It also discusses the impact on project management, such as defining supporting measures, implementing reporting processes, and increasing management oversight to monitor performance against the goals.
The document discusses terminology and relationships related to managing project reserves, including risk posture, scope margin, and de-scoping plans. It provides a high-level flow for establishing scope margin, beginning with establishing level 1 requirements and defining descope options. The progression to Key Decision Point C is shown, including establishing baseline requirements and success criteria, and refining requirements and updating risk/reserve posture. Budget and reserve estimates are also discussed, including the progression from pre-phase A through phase B and to KDP-C, as well as different types of reserve calculations.
Strategic Advancement in Turbulent Environment thru Organizational Project Ma...IEEEP Karachi
The document discusses organizational project management (OPM) as an approach for effectively managing projects in complex and turbulent environments. It defines OPM as the systematic application of knowledge, tools, and techniques to organizational and project activities to achieve strategic goals through successful projects. The presentation provides an overview of how OPM can help organizations translate strategy into reality by implementing a consistent project management methodology. It also discusses how OPM frameworks involving portfolio, program, and project management can help organizations operate more predictably and achieve desired outcomes.
Eric G. BOPALA has over 15 years of experience managing programs and projects in various high-tech industries. He has a proven track record of delivering programs on schedule and within budget through strong organizational skills, effective communication, and a collaborative approach. Currently seeking a new program manager role where he can utilize his expertise in project management, engineering, and process improvement.
This document summarizes the role and responsibilities of the Systems and Software Engineering Directorate within the Office of the Deputy Under Secretary of Defense for Acquisition and Technology. The Directorate provides independent technical advice and oversight to programs, establishes acquisition policy and guidance, and works to advance systems engineering practices. It sees opportunities to improve how programs apply systems engineering early in the acquisition lifecycle to better define requirements and manage risks.
Repositioning The Project Management Profession 2 2Brian Phillips
The document discusses the evolution of project management as a profession from informal approaches to established bodies of knowledge and methodologies. It notes a shift from viewing individual project managers as "heroes" to focusing on organizational maturity and capabilities. Key areas of growth include portfolio management, program management, maturity models, and the role of the Project Management Office (PMO). The future is seen to involve greater emphasis on governance, leadership, and benefits realization over methodologies alone.
NASA is working to improve its cost estimating practices by emphasizing cost-risk identification, quantification and management. This includes developing range estimates rather than single point estimates to account for uncertainty. Cost-risk assessments involve analyzing risk from cost models, input parameters, and key project characteristics. Risks are quantified and combined to create a probabilistic 'S-curve' estimate. Earned Value Management data on high-risk project elements is proposed to help connect cost estimating and risk management throughout the project lifecycle. Regularly updating estimates and tracking high-risks will improve cost projections and risk-adjusted budgets.
The document provides an overview of the requirements and processes needed to successfully pass Preliminary Design Review (PDR) and Key Decision Point C (KDP C) under NASA Procedural Requirements 7120.5D. It first discusses categorizing a project based on cost and complexity to determine the appropriate decision authority and governing documents. It then outlines the phases of formulation and implementation in the project lifecycle and the major reviews and decision gates including PDR, which provides approval to proceed to implementation phases. Examples from the Juno project are given to demonstrate how to address the requirements to have a successful PDR while still accomplishing the primary work.
The document discusses NASA's status on the GAO's high-risk list for acquisition management and the initiatives NASA is taking to address this issue. It outlines NASA's definition of success, including maintaining cost and schedule performance for projects. It also discusses the impact on project management, such as defining supporting measures, implementing reporting processes, and increasing management oversight to monitor performance against the goals.
The document discusses terminology and relationships related to managing project reserves, including risk posture, scope margin, and de-scoping plans. It provides a high-level flow for establishing scope margin, beginning with establishing level 1 requirements and defining descope options. The progression to Key Decision Point C is shown, including establishing baseline requirements and success criteria, and refining requirements and updating risk/reserve posture. Budget and reserve estimates are also discussed, including the progression from pre-phase A through phase B and to KDP-C, as well as different types of reserve calculations.
Strategic Advancement in Turbulent Environment thru Organizational Project Ma...IEEEP Karachi
The document discusses organizational project management (OPM) as an approach for effectively managing projects in complex and turbulent environments. It defines OPM as the systematic application of knowledge, tools, and techniques to organizational and project activities to achieve strategic goals through successful projects. The presentation provides an overview of how OPM can help organizations translate strategy into reality by implementing a consistent project management methodology. It also discusses how OPM frameworks involving portfolio, program, and project management can help organizations operate more predictably and achieve desired outcomes.
Eric G. BOPALA has over 15 years of experience managing programs and projects in various high-tech industries. He has a proven track record of delivering programs on schedule and within budget through strong organizational skills, effective communication, and a collaborative approach. Currently seeking a new program manager role where he can utilize his expertise in project management, engineering, and process improvement.
This document summarizes the role and responsibilities of the Systems and Software Engineering Directorate within the Office of the Deputy Under Secretary of Defense for Acquisition and Technology. The Directorate provides independent technical advice and oversight to programs, establishes acquisition policy and guidance, and works to advance systems engineering practices. It sees opportunities to improve how programs apply systems engineering early in the acquisition lifecycle to better define requirements and manage risks.
Repositioning The Project Management Profession 2 2Brian Phillips
The document discusses the evolution of project management as a profession from informal approaches to established bodies of knowledge and methodologies. It notes a shift from viewing individual project managers as "heroes" to focusing on organizational maturity and capabilities. Key areas of growth include portfolio management, program management, maturity models, and the role of the Project Management Office (PMO). The future is seen to involve greater emphasis on governance, leadership, and benefits realization over methodologies alone.
NASA is working to improve its cost estimating practices by emphasizing cost-risk identification, quantification and management. This includes developing range estimates rather than single point estimates to account for uncertainty. Cost-risk assessments involve analyzing risk from cost models, input parameters, and key project characteristics. Risks are quantified and combined to create a probabilistic 'S-curve' estimate. Earned Value Management data on high-risk project elements is proposed to help connect cost estimating and risk management throughout the project lifecycle. Regularly updating estimates and tracking high-risks will improve cost projections and risk-adjusted budgets.
The document provides an overview of the requirements and processes needed to successfully pass Preliminary Design Review (PDR) and Key Decision Point C (KDP C) under NASA Procedural Requirements 7120.5D. It first discusses categorizing a project based on cost and complexity to determine the appropriate decision authority and governing documents. It then outlines the phases of formulation and implementation in the project lifecycle and the major reviews and decision gates including PDR, which provides approval to proceed to implementation phases. Examples from the Juno project are given to demonstrate how to address the requirements to have a successful PDR while still accomplishing the primary work.
The document discusses the Ares I-X test flight conducted by NASA in October 2009. It provides background on the objectives and significance of the flight test. It highlights that healthy tension between the flight test's Mission Management Office and Technical Authorities was important to the flight test's success. It then discusses NASA's governance model and how technical authority is implemented. Specifically, it notes the Chief Engineer and Chief of Safety and Mission Assurance represented their communities and helped achieve an appropriate balance between constraints and risk. Information flow between groups was a key factor for the multi-center team's cooperation and success.
Offshore & Marine Projects and Risk Management with Contractual PerspectivespetroEDGE
About this course
This course is exclusively developed for professionals engaged in multiple disciplines across niche segments of the Offshore & Marine Rig-building & FPS Conversion industry.
Participants will be able to learn from real life experiences and be equipped for managing the challenges ahead through this three day intensive course, covering:
Overview of Offshore & Marine Projects for Conversion of Tankers, Drill Ships and Rigs
Project Risks Identification, Evaluation and Mitigation Strategies
- Conducting Hazop Studies in E & P Projects
- Impact of Project Risks on Corporate Performance
Project and Risk Management Framework
- Project Organization Structures
- Contracts Breakdown Structures and Works Breakdown Structures
Commercial and Contractual Risks in High Value Complex Projects
- Financing and Cash Flow Management
- Risks Monitoring and Management Controls
- Incidents Prevention and Consequences Management
Project Resource Planning
- Human Resource Competencies
- Cross Functional Teams and Distributed Works Management
- Responsibility Assignment Matrix
The document summarizes the purpose and activities of the Planetary Science Technology Review Panel. The panel was tasked with assessing NASA's planetary technology development programs and providing recommendations. The panel's activities included briefings with NASA executives, interviews with technology programs and flight projects, and discussions with other organizations involved in technology development. The panel identified major issues in NASA's strategic approach, processes, resources, and culture regarding technology development. These issues center around the lack of an overall technology development strategy and accountability, unclear paths for maturing technologies, unstable budgets, and insufficient communication and risk-taking.
This one-day seminar focuses on risk assessment, characteristics designation, and flow down. Participants will learn about failure history and risk assessment, risk classifications, and how to track failures from system FMEA to DFMEA to PFMEA. Hands-on exercises are used to practice these techniques using an aerospace example project. The goal is to understand how to evaluate risk at the sub-assembly level and ensure historical failures are addressed.
Professional Résumé Writer, Microsoft Word expert, Former Communications/Documentation Specialist, and Freelance writer growing my business through website development and social media marketing.
The PMO- From Shock and Awe to Winning Hearts and MindsInnoTech
The PMO has shifted its approach from "Shock and Awe" to "Winning Hearts and Minds" in order to be more flexible and provide value during difficult economic times. It redrew its battle plan by evaluating projects from an enterprise perspective, assessing risk, and focusing on financial justification and benefit realization. This involved building alliances, adopting an agile "FastTrack Model", and growing a project management culture through education and quick wins. The new approach aims to deliver projects faster and better align projects with business objectives.
The document summarizes an NSC Audits and Assessments Workshop from September 2009-2010. It discusses the background and purpose of different types of NASA safety audits conducted by the NSC Audits and Assessments Office. The document analyzes audit findings from 2007-2010 and identifies potential systemic safety issues across multiple NASA centers, particularly in electrical safety, inspection records, and probabilistic risk assessment. Action plans were developed to address these issues and improve safety audit processes.
Eric Kenyon has over 20 years of experience leading project teams in the Army, Navy, and Marine Corps as a Project Management Professional. He currently manages the Brigade Combat Team Modernization Program as the Operations Manager. Previously he held roles as the Risk Manager, Engineering Change Manager, and Program Control Manager on the Future Combat Systems program. He has a Bachelor's degree in Mechanical Engineering and is a Project Management Professional.
The document describes the Orion project's plans to streamline the Critical Design Review (CDR) process compared to the previous Preliminary Design Review (PDR). Key aspects of the streamlined CDR include dividing design documentation reviews into focused subgroups, improving the quality and efficiency of identifying and resolving issues through the review process, and reducing the overall number of participants. The goal is to make the CDR process more effective while reducing costs to about one-third of the PDR costs.
The document discusses the role of research in developing project management standards. It notes that PMI standards are now informed by research to ensure they are evidence-based. The standards portfolio includes standards for portfolio, program, and project management as well as the PMBOK Guide, lexicon, and OPM3. Participation in the standards development process is open to all interested parties.
The document provides an overview of NASA's policy for independent program reviews:
1. NASA policy mandates independent reviews at key decision points to validate programs' readiness and identify risks. This includes NPD 1000.0 requiring checks and balances like independent reviews.
2. The Standing Review Board process in NPR 7120.5 standardizes independent reviews across NASA. Reviews assess technical and programmatic status at life cycle milestones.
3. The SRB Handbook provides guidance for Standing Review Boards to apply review criteria consistently across programs in accordance with NASA's technical and program management requirements. It outlines the roles, processes, and expected work products for the reviews.
The Environmental Responsible Aviation (ERA) Project aims to select promising aircraft concepts and technologies by 2025 to simultaneously reduce fuel burn, noise, and emissions. Technologies will be matured from TRL 3 to 5/6 through integrated systems research. Risk management is challenging due to the technical nature of technology development projects and independent sub-projects. ERA's risk management process developed a contribution factor based on expert input to assess each technology's potential to meet ERA goals, which improves identification of risks to project success compared to traditional approaches.
Academy Consulting Solutions is a project management firm that provides (1) project and cost management services, (2) contract and cost management expertise, and (3) compliance in health and safety. They have experience across many sectors including healthcare, education, commercial, and residential projects. Their principals have decades of experience in cost planning, contract administration, and acting as CDM coordinators on various schemes.
The document summarizes Project & Development Services offered by Jones Lang LaSalle, including project management. Their services help clients address risks, feasibility, costs, and value across development stages from planning to fit-outs. They ensure projects are delivered on time, on budget, and with maximum value through technical expertise, experience, and understanding client needs. Case studies demonstrate managing complex fit-outs and refurbishments for Shell and the National Audit Office.
This document summarizes a project to restore exterior metal surfaces at St. Rita's Parish facility. It includes a project charter, work breakdown structure, schedule, budget, governance plan, risk management plan, quality management plan, and performance monitoring plan. It also provides a summary of how the project went and lessons learned, noting the project was completed successfully but behind schedule and over budget due to weather-related risks and underestimating the scope of work required.
Karrox Technologies Franchising Domestic and International Business Model For...karrox
karROX Technologies is a leading global IT training organization, which offers a plethora of services in enterprise, software and application solutions.
It has successfully incorporated the franchising model and is now expanding globally by looking for budding entrepreneurs interested in the educational sector. karROX feels its franchising model is well suitable for entrepreneurs waiting to start up.
The document describes NASA's Baseline Performance Review (BPR) process. The BPR provides NASA senior leadership with objective information on the performance of NASA programs, projects, and operations relative to their baseline plans. It aims to identify performance trends, issues, and risks. The BPR involves monthly reporting from Mission Directorates and support offices. Independent assessors evaluate performance metrics. The BPR process helps improve communication, identify cross-cutting issues, and inform decision-making.
The project manager is coming run for your lives!gsporar
A presentation by Gregg Sporar and Carrie Nauyalis at Agile Connect 2012 (part of EclipseCon 2012).
Abstract:
Everything is in place: a team, an agile methodology, and an agile ALM tool. You’re ready to deliver great software, calculate team velocity, and iteratively improve the process and code. And then someone from the Project Management Office (PMO) shows up. All of the sudden the inquisition starts: Exactly what will be delivered? And by what date? Which people are doing which work? And for how long? And with the questions comes a confusing cloud of terminology: Project Portfolio Management (PPM), Earned Value, Resource Profiling, etc. Who are these people and what the hell are they talking about?
If this sounds familiar, come to this presentation to get an understanding of the PMO perspective and hear stories of how teams have successfully bridged the gap between the tools and processes of the PMO and the agile project management approaches favored by software development teams. The focus is on how to communicate with those PMO folks – so no demos or vendor pitches.
About the Speakers:
Gregg Sporar has worked in the software industry for over 25 years as a developer, development lead, technology evangelist, and currently as a product manager at Planview, the world’s leading independent vendor of project management software. He has spoken at software developer conferences around the world, including Agile Development Practices, SD West, OSCON, FISL, JavaOne, Jazoon, and TheServerSide Symposium.
Carrie Nauyalis manages the strategic direction and development of Planview Enterprise Product Portfolio Management and Planview Process Builder. Ms. Nauyalis began her career at Planview implementing portfolio management solutions and training clients around the world, specializing in large, international implementations. She is now creating new opportunities for Planview customers with offerings and features that extend the benefits of Planview Enterprise further into the world of product development. Prior to Planview, Ms. Nauyalis held various systems engineering positions with Emerson Process. She earned her Bachelor’s degree from Truman State
http://www.eclipsecon.org/2012/sessions/project-manager-coming-run-your-lives
Natalia Morales is an Uruguayan-Italian citizen with 8 years of experience in management and analyst roles for various IT projects at companies like TCS, Globant, and Serco. She currently works as a freelance Project Coordinator and IT Manager. Her portfolio highlights her experience delivering virtual management, project coordination, agile trainings, and quality management services. Recommendations praise her strong communication, analytical, and organizational skills.
Potential career path between profilesLászló Árvai
Architects
Business
Development
Governance
Group IT - job profiles
Infrastructure
IT Development
IT Operations (development)
IT Service
Management
Management
Project Management
Security
Staff
Test Management
C:\Documents And Settings\User\My Documents\Log Jne\Feeling Lucky Cv\Jaime N ...james espiritu
Jaime N. Espiritu is seeking a position in construction management with over 22 years of experience in construction projects in the Philippines and UAE. He has worked as a Senior Quality Engineer for Dubai Metro and has mechanical engineering and project management experience on various high-rise and infrastructure projects. Espiritu holds a Bachelor's degree in Mechanical Engineering and is a licensed Mechanical Engineer in the Philippines.
The document discusses the Ares I-X test flight conducted by NASA in October 2009. It provides background on the objectives and significance of the flight test. It highlights that healthy tension between the flight test's Mission Management Office and Technical Authorities was important to the flight test's success. It then discusses NASA's governance model and how technical authority is implemented. Specifically, it notes the Chief Engineer and Chief of Safety and Mission Assurance represented their communities and helped achieve an appropriate balance between constraints and risk. Information flow between groups was a key factor for the multi-center team's cooperation and success.
Offshore & Marine Projects and Risk Management with Contractual PerspectivespetroEDGE
About this course
This course is exclusively developed for professionals engaged in multiple disciplines across niche segments of the Offshore & Marine Rig-building & FPS Conversion industry.
Participants will be able to learn from real life experiences and be equipped for managing the challenges ahead through this three day intensive course, covering:
Overview of Offshore & Marine Projects for Conversion of Tankers, Drill Ships and Rigs
Project Risks Identification, Evaluation and Mitigation Strategies
- Conducting Hazop Studies in E & P Projects
- Impact of Project Risks on Corporate Performance
Project and Risk Management Framework
- Project Organization Structures
- Contracts Breakdown Structures and Works Breakdown Structures
Commercial and Contractual Risks in High Value Complex Projects
- Financing and Cash Flow Management
- Risks Monitoring and Management Controls
- Incidents Prevention and Consequences Management
Project Resource Planning
- Human Resource Competencies
- Cross Functional Teams and Distributed Works Management
- Responsibility Assignment Matrix
The document summarizes the purpose and activities of the Planetary Science Technology Review Panel. The panel was tasked with assessing NASA's planetary technology development programs and providing recommendations. The panel's activities included briefings with NASA executives, interviews with technology programs and flight projects, and discussions with other organizations involved in technology development. The panel identified major issues in NASA's strategic approach, processes, resources, and culture regarding technology development. These issues center around the lack of an overall technology development strategy and accountability, unclear paths for maturing technologies, unstable budgets, and insufficient communication and risk-taking.
This one-day seminar focuses on risk assessment, characteristics designation, and flow down. Participants will learn about failure history and risk assessment, risk classifications, and how to track failures from system FMEA to DFMEA to PFMEA. Hands-on exercises are used to practice these techniques using an aerospace example project. The goal is to understand how to evaluate risk at the sub-assembly level and ensure historical failures are addressed.
Professional Résumé Writer, Microsoft Word expert, Former Communications/Documentation Specialist, and Freelance writer growing my business through website development and social media marketing.
The PMO- From Shock and Awe to Winning Hearts and MindsInnoTech
The PMO has shifted its approach from "Shock and Awe" to "Winning Hearts and Minds" in order to be more flexible and provide value during difficult economic times. It redrew its battle plan by evaluating projects from an enterprise perspective, assessing risk, and focusing on financial justification and benefit realization. This involved building alliances, adopting an agile "FastTrack Model", and growing a project management culture through education and quick wins. The new approach aims to deliver projects faster and better align projects with business objectives.
The document summarizes an NSC Audits and Assessments Workshop from September 2009-2010. It discusses the background and purpose of different types of NASA safety audits conducted by the NSC Audits and Assessments Office. The document analyzes audit findings from 2007-2010 and identifies potential systemic safety issues across multiple NASA centers, particularly in electrical safety, inspection records, and probabilistic risk assessment. Action plans were developed to address these issues and improve safety audit processes.
Eric Kenyon has over 20 years of experience leading project teams in the Army, Navy, and Marine Corps as a Project Management Professional. He currently manages the Brigade Combat Team Modernization Program as the Operations Manager. Previously he held roles as the Risk Manager, Engineering Change Manager, and Program Control Manager on the Future Combat Systems program. He has a Bachelor's degree in Mechanical Engineering and is a Project Management Professional.
The document describes the Orion project's plans to streamline the Critical Design Review (CDR) process compared to the previous Preliminary Design Review (PDR). Key aspects of the streamlined CDR include dividing design documentation reviews into focused subgroups, improving the quality and efficiency of identifying and resolving issues through the review process, and reducing the overall number of participants. The goal is to make the CDR process more effective while reducing costs to about one-third of the PDR costs.
The document discusses the role of research in developing project management standards. It notes that PMI standards are now informed by research to ensure they are evidence-based. The standards portfolio includes standards for portfolio, program, and project management as well as the PMBOK Guide, lexicon, and OPM3. Participation in the standards development process is open to all interested parties.
The document provides an overview of NASA's policy for independent program reviews:
1. NASA policy mandates independent reviews at key decision points to validate programs' readiness and identify risks. This includes NPD 1000.0 requiring checks and balances like independent reviews.
2. The Standing Review Board process in NPR 7120.5 standardizes independent reviews across NASA. Reviews assess technical and programmatic status at life cycle milestones.
3. The SRB Handbook provides guidance for Standing Review Boards to apply review criteria consistently across programs in accordance with NASA's technical and program management requirements. It outlines the roles, processes, and expected work products for the reviews.
The Environmental Responsible Aviation (ERA) Project aims to select promising aircraft concepts and technologies by 2025 to simultaneously reduce fuel burn, noise, and emissions. Technologies will be matured from TRL 3 to 5/6 through integrated systems research. Risk management is challenging due to the technical nature of technology development projects and independent sub-projects. ERA's risk management process developed a contribution factor based on expert input to assess each technology's potential to meet ERA goals, which improves identification of risks to project success compared to traditional approaches.
Academy Consulting Solutions is a project management firm that provides (1) project and cost management services, (2) contract and cost management expertise, and (3) compliance in health and safety. They have experience across many sectors including healthcare, education, commercial, and residential projects. Their principals have decades of experience in cost planning, contract administration, and acting as CDM coordinators on various schemes.
The document summarizes Project & Development Services offered by Jones Lang LaSalle, including project management. Their services help clients address risks, feasibility, costs, and value across development stages from planning to fit-outs. They ensure projects are delivered on time, on budget, and with maximum value through technical expertise, experience, and understanding client needs. Case studies demonstrate managing complex fit-outs and refurbishments for Shell and the National Audit Office.
This document summarizes a project to restore exterior metal surfaces at St. Rita's Parish facility. It includes a project charter, work breakdown structure, schedule, budget, governance plan, risk management plan, quality management plan, and performance monitoring plan. It also provides a summary of how the project went and lessons learned, noting the project was completed successfully but behind schedule and over budget due to weather-related risks and underestimating the scope of work required.
Karrox Technologies Franchising Domestic and International Business Model For...karrox
karROX Technologies is a leading global IT training organization, which offers a plethora of services in enterprise, software and application solutions.
It has successfully incorporated the franchising model and is now expanding globally by looking for budding entrepreneurs interested in the educational sector. karROX feels its franchising model is well suitable for entrepreneurs waiting to start up.
The document describes NASA's Baseline Performance Review (BPR) process. The BPR provides NASA senior leadership with objective information on the performance of NASA programs, projects, and operations relative to their baseline plans. It aims to identify performance trends, issues, and risks. The BPR involves monthly reporting from Mission Directorates and support offices. Independent assessors evaluate performance metrics. The BPR process helps improve communication, identify cross-cutting issues, and inform decision-making.
The project manager is coming run for your lives!gsporar
A presentation by Gregg Sporar and Carrie Nauyalis at Agile Connect 2012 (part of EclipseCon 2012).
Abstract:
Everything is in place: a team, an agile methodology, and an agile ALM tool. You’re ready to deliver great software, calculate team velocity, and iteratively improve the process and code. And then someone from the Project Management Office (PMO) shows up. All of the sudden the inquisition starts: Exactly what will be delivered? And by what date? Which people are doing which work? And for how long? And with the questions comes a confusing cloud of terminology: Project Portfolio Management (PPM), Earned Value, Resource Profiling, etc. Who are these people and what the hell are they talking about?
If this sounds familiar, come to this presentation to get an understanding of the PMO perspective and hear stories of how teams have successfully bridged the gap between the tools and processes of the PMO and the agile project management approaches favored by software development teams. The focus is on how to communicate with those PMO folks – so no demos or vendor pitches.
About the Speakers:
Gregg Sporar has worked in the software industry for over 25 years as a developer, development lead, technology evangelist, and currently as a product manager at Planview, the world’s leading independent vendor of project management software. He has spoken at software developer conferences around the world, including Agile Development Practices, SD West, OSCON, FISL, JavaOne, Jazoon, and TheServerSide Symposium.
Carrie Nauyalis manages the strategic direction and development of Planview Enterprise Product Portfolio Management and Planview Process Builder. Ms. Nauyalis began her career at Planview implementing portfolio management solutions and training clients around the world, specializing in large, international implementations. She is now creating new opportunities for Planview customers with offerings and features that extend the benefits of Planview Enterprise further into the world of product development. Prior to Planview, Ms. Nauyalis held various systems engineering positions with Emerson Process. She earned her Bachelor’s degree from Truman State
http://www.eclipsecon.org/2012/sessions/project-manager-coming-run-your-lives
Natalia Morales is an Uruguayan-Italian citizen with 8 years of experience in management and analyst roles for various IT projects at companies like TCS, Globant, and Serco. She currently works as a freelance Project Coordinator and IT Manager. Her portfolio highlights her experience delivering virtual management, project coordination, agile trainings, and quality management services. Recommendations praise her strong communication, analytical, and organizational skills.
Potential career path between profilesLászló Árvai
Architects
Business
Development
Governance
Group IT - job profiles
Infrastructure
IT Development
IT Operations (development)
IT Service
Management
Management
Project Management
Security
Staff
Test Management
C:\Documents And Settings\User\My Documents\Log Jne\Feeling Lucky Cv\Jaime N ...james espiritu
Jaime N. Espiritu is seeking a position in construction management with over 22 years of experience in construction projects in the Philippines and UAE. He has worked as a Senior Quality Engineer for Dubai Metro and has mechanical engineering and project management experience on various high-rise and infrastructure projects. Espiritu holds a Bachelor's degree in Mechanical Engineering and is a licensed Mechanical Engineer in the Philippines.
This document summarizes Mija Rabemananjara's career portfolio over 18 years of professional experience. It outlines her geographical and professional expertise, including project management, application management, IT service management, quality management, transformation, change management, IT governance, agile methodology, and lean IT. Specific projects are summarized for each area of expertise, including defining IT strategies and processes, change management training and coaching, process improvement based on frameworks like CMMI and ITIL, lean IT methodology, and agile coaching. The document concludes with contact information to learn more.
Marcelo Campos Rodrigues has had a successful career spanning over 25 years. He has held several leadership roles in large companies like Kodak, PwC, Embraer, and Agrega. In these roles, he led various initiatives that resulted in significant cost savings, such as reducing manufacturing costs at Kodak by 40% and lowering supply expenses at Embraer by 25% through strategic sourcing. He also oversaw major projects, like the implementation of an SAP ERP system at Embraer which went live within 3 months of the scheduled deadline and 10% over budget but with committed quality.
“Getting into Project Management": presented by Vince Hines, MD, Wellingtone. There are a number of practical ways you can be boosting your employability in project management. The session will look at the current employment market, what organisations are looking for, how to create a CV and profile that gets people talking to you and how to network for success. This session will help you to start taking the right steps to a fulfilling career in project management.
Vince is the Managing Director of Wellingtone, the project management recruitment, training and consulting company. Wellingtone is an APM accredited training company and a Microsoft Gold Partner for Project and Portfolio Management. Vince is an expert Project Management Consultant, having worked with clients across the UK, US and Europe. He retains a number of professional qualifications including MAPM and has extensive real world experience of developing client project management maturity. As MD of Wellingtone Vince has a particular insight into career development and recruitment of project management professionals and recently judged the APM Young Project Professional of the Year Award.
This document discusses managing virtual project teams and the stages of team development. It begins with an overview of the objectives and agenda. It then provides details on planning the perfect virtual project, including selecting the right project manager and team members. A large portion discusses the Tuckman model of team development, focusing on the forming, storming, and norming stages. For each stage, it describes the characteristics, what leaders should do, how trust fits in, and practical steps to build trust. The overall document provides guidance on developing trust within virtual teams and navigating the typical stages of team formation and dynamics.
Nykky McCarley is a strategic leader and quality professional with over 15 years of experience in various engineering, validation, and management roles. She holds multiple certifications in quality engineering, management, and Lean Six Sigma. Her portfolio showcases her work history and accomplishments across technical problem-solving, team leadership, and public speaking.
How To Get The Interview: The Top 10 Portfolio Questions and Answers for UX, ...uxhow
Your portfolio is the key to a career in User Experience. It is the quickest and single best asset you have to get an interview without knowing the Hiring Manager. Your portfolio should tell a story.
http://uxhow.com/get-interview-top-10-portfolio-questions-answers-ux-ui-visual-designers/
How many pieces should be in a portfolio?
How should it be presented?
How do I present work that I did on a team?
Can you include student work?
How do you handle NDA work?
How do you choose what to include?
Should I include a well-recognized company?
What do you HATE to see missing or included in a portfolio?
How long do you spend looking at portfolio?
What do you look for in a portfolio as a hiring manager?
The document provides tips for creating an effective career portfolio, including collecting necessary materials like resumes, references, accomplishments, and diplomas. It recommends organizing these materials with dividers and sheet protectors in a binder. The portfolio should include an interview information sheet, profile summary, and sections for company information, accomplishments, references, resume, diplomas, and other documents. Proper preparation of the portfolio and practicing interview skills can help candidates succeed in interviews.
The Project Management Process - Week 11 Contemporary IssuesCraig Brown
The document discusses current and future trends in project management. It covers topics like globalization, innovation, knowledge management, and shortened product life cycles as current trends. Future trends discussed include increased project scope, system integration, and a more disciplined approach. It also outlines principles for organizing projects, such as learning culture, process-centered approaches, use of communities and virtual teams, self-organizing structures, and distributed organizations. Challenges in project management include improving executive understanding of IT and increasing business knowledge among IT professionals. Career paths in project management are also briefly discussed.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
Matthew Waechter has worked at the Pro Football Hall of Fame since 2003, first as an Event Facilitator and now as an Information Services Specialist. He creates graphics and publishes content for the Hall of Fame website and marketing efforts. Waechter has a Bachelor's degree in History and Management Information Systems training. He has been published in several books and enhanced his skills in Adobe Photoshop during his tenure at the Hall of Fame.
Trends in project management show increasing complexity of projects and global competition for top talent. Organizations are establishing project academies and certification standards to develop project leadership skills. NASA project managers must meet the new Federal Acquisition Certification for Program/Project Managers, which recognizes three certification levels. NASA competencies overlap significantly with the certification competencies, focusing on areas like the NASA environment, safety, and leadership.
The document discusses CompTIA's Project+ certification for project management. It outlines the importance of project management skills for business success and controlling costs. It then describes the Project+ certification program, which is a foundational certification for individuals with 12 months of experience leading small to medium projects. The Project+ certification focuses on the entire project lifecycle and key skills like planning, communication, and change control. It provides a lower barrier to certification than the PMP and is recommended for various project roles.
Bryan Hill is a Project Manager at Airservices Australia. He has over 24 years of experience in project management, technical leadership, and business development in the defense sector. He holds several qualifications in project management, management, electronics, and aviation. Currently, he is managing a $20 million project to upgrade and relocate 40 navigation beacons across Australia.
Mohamed R. Mahran is an experienced project manager with over 12 years of experience managing complex projects across multiple industries. He has managed projects involving Oracle, SAP, and Microsoft implementations. Some of his key achievements include implementing Oracle HCM systems, managing Oracle and SAP ERP maintenance projects, and establishing program management offices. He is proficient in various project management methodologies and holds several professional certifications.
Mohamed Mahran is an experienced project manager with over 12 years of experience managing complex projects in various industries. He has managed projects involving Oracle, SAP, and Microsoft implementations. Some of his key achievements include implementing Oracle HCM systems, managing Oracle and SAP ERP maintenance projects, and establishing program management offices. He is proficient in project methodologies like PRINCE2 and Agile and holds several professional certifications including PMP, MSP, and ITIL.
The document discusses project management competencies and certification. It begins by defining key terms like crisis and then discusses how times of crisis can spur positive changes in organizations through increased effectiveness, efficiency, and skills development. It emphasizes that tomorrow's project management requirements are already here and will include skills like IT mastery, language abilities, and virtual collaboration. Superior project management competencies are described as key to surviving in unpredictable environments. The document also provides an overview of project portfolio management, certification benefits for individuals and organizations, and the International Project Management Association (IPMA) certification processes and competency baseline (ICB).
This document certifies that Anthony Ng'ang'a Ngigi has attained Certified Project Manager certification at IPMA Level C® as of July 4, 2021. The certification was conducted in Icelandic and is valid until July 4, 2026. It was issued by VSF-CB, the certification body of the Project Management Association of Iceland, based on the IPMA competence baseline and certification regulations.
This curriculum vitae summarizes the experience of Adel Kontar as a senior project manager with over 22 years of experience in mechanical engineering and infrastructure project management. Some of the key projects he has managed include the Island Palace in Qatar and the Mall of Qatar Hilton Curio Hotel. He is currently a senior project manager at Radiant Engineering Enterprises in Doha, Qatar where he is responsible for monitoring project activities and ensuring compliance with quality, safety and scheduling requirements. Prior to his current role, he held several managerial roles in the UAE and Syria, overseeing operations, maintenance, quality control and project delivery.
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The document discusses establishing foundations for repeatable project delivery through best practice models, methodologies, knowledge management, standards, templates and metrics to improve information flow and collaboration between upper management, IT management, project offices, and project teams. It also outlines goals for project delivery optimization including ensuring projects deliver value, working on the right initiatives, doing work efficiently, and knowing project status.
Robert Retsch has over 36 years of experience in aerospace engineering and management. He has held leadership positions for over 28 years, managing programs from proposals through production and delivery. His areas of expertise include program management, contracting, planning, cost estimating, scheduling, customer interfacing, and more. He currently works as a consultant providing expertise in systems engineering and project management.
This document provides an overview of Alfa Tech VestAsia, an engineering firm that delivers projects globally. It outlines the company's history and services, describes their approach to project design and management, and highlights selected projects in Asia-Pacific and worldwide between 2010-2012. These included data center, cleanroom, and industrial projects for clients like JDSU, Savvis, Silecs, and Ichor Systems.
This document provides a summary of Hamid Raza's qualifications and experience. He has over 10 years of experience in IT infrastructure projects and has successfully managed large-scale, complex projects on time and within budget. He currently works as the Manager Technical at Corvit Networks, where he oversees a team of 55 engineers and leads multiple concurrent projects.
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Crown Systems is an Oracle partner specializing in project management solutions. The presentation overviewed Oracle Primavera, a project portfolio management solution. It demonstrated Primavera's dashboards, portfolio management, planning and scheduling capabilities. Primavera allows multiple users to collaborate on multiple projects simultaneously using a centralized system with role-based security and real-time access. It provides powerful scheduling, resource management, reporting and analytics functions to optimize project performance and resource allocation across an enterprise project portfolio.
AstroWix Consulting Services provides strategies and models for business transformation through services like enterprise maturity assessments, project portfolio management, process and methodology consulting, project management office setup and support, enterprise project management rollouts, project audits, and project management consultancy. AstroWix helps clients create and execute strategies from conceptualization through implementation.
Kim Lynch is a seasoned delivery/program manager with over 20 years of experience managing IT projects across various industries. She has expertise in project management, quality assurance, testing, and leading teams to deliver projects on time and on budget. The resume outlines her technical skills and work history managing complex projects for companies such as IBM, American Express, and TSYS.
Dipesh Shah is a seasoned IT professional with over 10 years of experience in QA team management. He has extensive experience leading testing for banking software projects at TCS and RBC, including implementations of Pega and other applications. His responsibilities included developing quality plans, test cases, defect tracking, and reporting. He has strong skills in test automation, databases, and programming languages.
Dipesh Shah is a seasoned IT professional with over 10 years of experience in QA team management. He has extensive experience leading testing for banking software projects at TCS and RBC, including implementations of Pega and other applications. His responsibilities included developing quality plans, test cases, defect tracking, and reporting. He has strong skills in test automation, databases, and programming languages.
Tareq Kayed has over 15 years of experience in project management and technical roles in the telecommunications industry. He currently works as a Senior Project Manager at Sandvine, where he manages delivery of professional services and deployment projects globally. Previously he held project management and engineering roles at Motorola managing WiMAX and other wireless network trials and optimization.
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Career Portfolio For Bryan Hill Oct 09
1. Career Portfolio – Bryan Hill
NAME: Bryan Henry Hill
Bryan Hill
CURRENT ROLE: Project Manager – Navex 2A
COMPANY: Airservices Australia
Technology & Asset Services
Control Tower Complex, Brisbane Airport, QLD
CONTACT NUMBERS: 07 3162 0618(Home)
0417 236 953 (Mob)
EMAIL ADDRESS: b230667@optusnet.com.au
Previous Role: DEFENCE SECURITY CLEARANCE: SECRET
PM Systems Manager
AVAILABILITY: 4 Weeks
Mining & Metals Division
Sinclair Knight Merz
Key Strengths CAREER ROLES
• Over 10 years Project • Project Manager: Airservices Australia – Technology & Asset Services (4 months)
Management and Business
Development experience in the • PM Systems Automation Manager: Sinclair Knight Merz- Mining Division (4 months)
challenging defence environment
• Project Manager New Programs : Boeing Australia - Global Services & Support (1 ½ years)
• In excess of 15 years experience
managing & leading complex • Project Management Coordinator : Boeing Australia- Vigilare Project (6 months)
technical programs
• Excellent communication, liaison • Integrated Product Team Lead : Boeing Australia - Vigilare Project (14 months)
and relationship development
skills • Integration & Test Manager : BAE Systems Australia - Project Echidna (15 months)
• Ability to adapt rapidly to new • Submarine Build Program Tech Lead : Raytheon Australia - Naval Systems (6 ½ years)
environments and effectively
identify & resolve complex • Avionics Technician & Maintenance Manager: Royal Australian Air Force (14 years)
technical and management
issues • Avionics Maintenance Manager: Royal Australian Air Force Reserves (11 years)
Career Aspirations
• Continue to develop skills and FORMAL QUALIFICATIONS
expertise in Defence or
Commercial Industry (1-5 yrs)
• Diploma Project Management University New England
• Senior Program Manager role
(1-5 yrs) • Diploma of Management (Aircraft Maintenance Engineer - Avionics)
Accreditation and Registration Council
• Program Director or General
Manager (5-10yrs) • Diploma of Frontline Management RAAF DLF Wagga
• Commence & complete an MBA • Diploma of Electronics (Certificate of Technology) Victoria University
(5 yrs)
• Technologist Apprentice Certificate (Radio) School of Radio, Royal Australian Air Force
2. PROJECT MANAGEMENT AND TECHNICAL SKILLS
•
Career Portfolio – Bryan Hill
A broad range of Project Management, Business Development, technical and leadership skills
developed over 24 years experience with the RAAF and major Naval and Aerospace engineering
programs
• Expertise, knowledge and application of Program Management Best Practice across multiple
programs including:
Bryan Hill
o Operational and Maintenance Management in a military & commercial environments
o Responsibility for budgets up to $50M
o Cost estimation and Contract negotiation
o Budget and Schedule development
o Organisational development
o Baseline management
o Cost Account Management and Earned Value Management
o Development of Project Management and Communication Plans
o Risk, Issue and Opportunity management
o Customer and supplier /sub-contractor management and engagement
Previous Role: o Independent assessments and quality auditing
PM Systems Manager o Business Improvement and LEAN+ initiatives
o Develop and manage Project reporting and performance metrics
Mining & Metals Division o Program/Project execution
Sinclair Knight Merz o Project Management Systems and tools implementation and training
o Change Management
Key Strengths o Project closeout and transition
o Project Management mentoring and advice
• Over 10 years Project
o Business Development and Project Management support for tenders
Management and Business
Development experience in the o New Business proposal development, management and evaluation
challenging defence environment
• Ability to adapt rapidly to new environments and identify/resolve complex technical and
• In excess of 15 years experience management issues in a timely manner.
managing & leading complex • Commitment to the achievement of high standards and meeting key milestones by exercising
technical programs technical expertise and effective management skills.
• Have managed and conducted operations, maintenance, rectifications, modifications, Integration
• Excellent communication, liaison and Test on a variety of complex military platforms including:
and relationship development
skills o P3 Orion maritime patrol aircraft
Avionics systems – Communications, Navigation and Radar
• Ability to adapt rapidly to new Weapons systems – Sonobuoy and missile launch systems
environments and effectively Electronic Surveillance Measures
identify & resolve complex Ground Handling and operational management
technical and management
issues o Collins class submarines
Combat System – Navigation, Sonar, computing systems
Career Aspirations Weapons systems – torpedo and countermeasures launch
Periscope – Attack and Search
• Continue to develop skills and Communications systems – SATCOM, HF, VHF, VLF
expertise in Defence or Electronic Surveillance Measures
Commercial Industry (1-5 yrs)
• Senior Program Manager role o Black Hawk and Chinook helicopters
(1-5 yrs) Electronic Warfare Self Protection Systems
Avionics Systems
• Program Director or General Integrated EW Mission Support System
Manager (5-10yrs)
• Commence & complete an MBA
(5 yrs)
3. Career Portfolio – Bryan Hill
Bryan Hill PROJECT MANAGEMENT AND TECHNICAL SKILLS
o Caribou tactical transport aircraft
Avionics Systems
Engine systems
Ground Handling and operational management
o Electronic Warfare systems and Automated Test Equipment
EW Stimulators
Aircraft EW equipment and countermeasures systems
EW Secure Network management and maintenance
Previous Role:
PM Systems Manager o Vigilare - Air Defence Network
Management of Software & Hardware development
Mining & Metals Division Tactical DataLinks
Sinclair Knight Merz Systems Engineering
Key Strengths o ScanEagle Unmanned Aerial Vehicle
Operational Maintenance
• Over 10 years Project Communications and Telemetry datalinks
Management and Business Payload and airframe development & modification
Development experience in the
challenging defence environment
LEADERSHIP STRENGTHS
• In excess of 15 years experience
managing & leading complex • Have effectively managed multi-disciplinary teams of technicians, engineers and Project support
technical programs staff ranging from 4 to 140 personnel.
• Experience providing effective and supportive leadership across multiple programs including:
• Excellent communication, liaison
and relationship development o Hiring of staff and team development
skills
o Organisational development and team building
• Ability to adapt rapidly to new o Creation of team goals and RAA to ensure project & client goals are met
environments and effectively o Development of open and regular communication across the program
identify & resolve complex o Empower individuals and teams to exceed requirements
technical and management o Drive effective execution and inspire performance excellence
issues o Build lasting relationships between all stakeholders
o Create an environment of success and positive morale across multiple teams
Career Aspirations o Provide regular feedback and mentoring
o Foster teamwork, collaboration and creative solutions
• Continue to develop skills and
expertise in Defence or • Ability to listen effectively to team members and peers and provide support, guidance and advice
Commercial Industry (1-5 yrs) on issues and concerns.
• Through genuine empathy and concern for individuals and the team, instill loyalty, trust and a
• Senior Program Manager role
strong sense of morale.
(1-5 yrs)
• Ability to drive performance and achieve goals by encouraging, influencing and inspiring people or
• Program Director or General teams to achieve their personal best.
Manager (5-10yrs) • Excellent written and verbal communication skills and the ability to liaise effectively with a diverse
range of people.
• Commence & complete an MBA • Foster open and honest communication across programs to ensure effective engagement between
(5 yrs) teams and leaders
• Ensure regular feedback for individuals and teams on performance and provide mentoring and
career development support for all staff.
4. Career Portfolio – Bryan Hill
Bryan Hill CAREER HIGHLIGHTS
• To support Boeing’s strategic goal of developing opportunities to achieve sustainable growth in
adjacent & new markets, I worked closely with senior leadership of PricewaterhouseCoopers for
over 4 months developing a strategic partnership to identify and capture a range of opportunities in
the resource sector, commercial industry and local government.
• I was appointed the acting Project Manager of the Boeing Army Aviation Training School facility at
Oakey for 5 months after the sudden resignation of the incumbent, until a replacement was
identified. In this role I provided effective leadership and management to the 140+ strong AATTS
team in a time of organisational and operational turmoil and facilitated changes within the Program
Previous Role: to improve executional effectiveness and improve overall morale for this safety critical Rotary Wing
training and maintenance program.
PM Systems Manager
• Supported various Boeing Programs with the implementation of Project Management Best
Mining & Metals Division
Practice, Project Reporting and organisational development.
Sinclair Knight Merz
Key Strengths • Provided PM support to Boeing Business Development on numerous bids, and was Bid Manager
on the successful N:CWA, JP2077 Logistics Information system and Explosive Ordinance Division
• Over 10 years Project tenders.
Management and Business
Development experience in the • Assisted the Vigilare Leadership Team with Project Management support and the development of
challenging defence environment effective Project reporting and completely rationalized the Programs Risk and Opportunity
database and created a more robust Risk Management process and plan.
• In excess of 15 years experience
managing & leading complex • As IPT Lead of the Vigilare INFO & SIM team, facilitated the team expansion from 8 to 45 staff in
technical programs 12 months and created a strong and effective team environment to ensure we met critical Project
milestones and exceeded customer requirements.
• Excellent communication, liaison
and relationship development
• Developed the Integrated schedule and Cost Account (in excess of $2M) and stood up a team of 5
skills
Engineers for the Echidna Electronic Warfare Self Protection Ground Support system. The team
• Ability to adapt rapidly to new developed all the required project documentation, initial system design and full requirement
environments and effectively analysis ahead of schedule and under budget.
identify & resolve complex
technical and management • With the culmination of the Collins Class Submarine Build phase at the commissioning of HMAS
issues Rankin, I managed closeout activities and coordinated all resources involved in the completion of
the $100M R1000 Submarine Build contract. I worked closely with the Program Manager
formulating final financial reports (ETC/EAC), closing out R1000 cost accounts, reviewing contract
Career Aspirations documentation and assessing outstanding deliverables. I facilitated contract closure and transition
reviews and coordinated/chaired meetings with customers to ensure Raytheon fulfilled all its
• Continue to develop skills and
contractual obligations.
expertise in Defence or
Commercial Industry (1-5 yrs)
• From 1995 to 1998 I liaised closely with Hawker deHavilland and British Aerospace contractors
• Senior Program Manager role involved with the installation of the ALR-2001 ESM System on the P3 Orion, and carried out
(1-5 yrs) avionics acceptance testing and fault diagnosis and repair of the new ESM system. I assisted with
maintenance and publication improvements and provided technical advice for Operational Test and
• Program Director or General Evaluation of the ESM system.
Manager (5-10yrs)
• Between 1995 and 1998 I coordinated, participated in and managed Avionics personnel on
• Commence & complete an MBA numerous international military deployments, exercises and rescues with the P3 Orion. 1n 1997 as
(5 yrs) the Senior Maintenance Manager, I coordinated the rapid deployment and management of a team
of 30 technicians and 4 aircraft during the 5 day rescue of Tony Bullimore in the Southern Ocean
during the round the world yacht race.
5. Career Portfolio – Bryan Hill
Bryan Hill COURSES AND TRAINING
2009 Introduction to Australian Airways Management and Navigation systems
(Airservices Australia)
SKM Leadership development Program (Sinclair Knight Merz)
2008 Flight Sergeant Supervisory and Management promotion Course (RAAF)
Interaction Management - Essentials of Leadership (Boeing Australia)
2007 Proposal Development Workshop (Boeing Australia/Huthwaite)
Previous Role:
PM Systems Manager Risk, Issue and Opportunity Management (Boeing Australia)
Mining & Metals Division Integrated Product Team Workshop (Boeing Australia)
Sinclair Knight Merz
2006 Leadership Development Program Modules A & B (Boeing Australia)
Key Strengths
Program Managers Workshop - Australia (Boeing Leadership Council)
• Over 10 years Project
Management and Business Supplier Management & Procurement course (Boeing Australia)
Development experience in the
challenging defence environment Project Planning and Scheduling (Boeing Australia)
• In excess of 15 years experience
2005 Airworthiness Management (BAE Systems)
managing & leading complex
technical programs
Advanced Systems Engineering Course (BAE Systems)
• Excellent communication, liaison
and relationship development Managing Product and System Safety (BAE Systems)
skills
BAE Systems Project Lifecycle Management (BAE Systems)
• Ability to adapt rapidly to new
environments and effectively Advanced Cost Account Management and EVMS (BAE Systems)
identify & resolve complex
technical and management 2004 BAE Systems Configuration Management and WINDCHILL (BAE Systems)
issues
Introduction to DOORS (Requirements Analysis tool) (BAE Systems)
Career Aspirations
Six Sigma Specialist training (Raytheon)
• Continue to develop skills and
expertise in Defence or Open Plan Professional Basic V3.0 (WST Pacific)
Commercial Industry (1-5 yrs)
Cobra Basic (WST Pacific)
• Senior Program Manager role
(1-5 yrs) AP-3C Orion Data Management System Course (RAAF)
• Program Director or General AP-3C Orion Systems Architecture Course (RAAF)
Manager (5-10yrs)
AP-3C Orion Navigation Systems Course (RAAF)
• Commence & complete an MBA
(5 yrs) 2003 Earned Value Management System course (Raytheon)
AP-3C Avionics Systems Architecture Course (RAAF)
6. Career Portfolio – Bryan Hill
Bryan Hill
COURSES AND TRAINING
2002 Project Management course (Engineering Education Australia)
2001 Electronic Warfare Principles course (RAAF)
AMES II Electronic Warfare Stimulator Maintenance course (RAAF)
Introduction to Non-Comms RF emitters course (RAAF)
Previous Role: 1999 Trade Supervisor Principles course (RAAF)
PM Systems Manager
Senior First Aid certificate (St Johns Ambulance)
Mining & Metals Division
Sinclair Knight Merz 1998 OH&S Supervisors course (RAAF)
Key Strengths 1997 Sergeant Supervisory and Management promotion Course (RAAF)
(Certificate 4 in Frontline Management)
• Over 10 years Project
Management and Business 1996 ALR-2001 Electronic Surveillance Measures Operating Level
Development experience in the Maintenance Course (RAAF)
challenging defence environment
1995 ALR-2001 ESM Removal and Installation Course (RAAF)
• In excess of 15 years experience
managing & leading complex
technical programs 1994 Completed all Civil Aviation Authority examinations for accreditation as
• Excellent communication, liaison a Licensed Aircraft Maintenance Engineer (Radio) (CAA)
and relationship development
skills 1992 P3 Orion Integrated Avionics System testing Course (RAAF)
• Ability to adapt rapidly to new RAAF Avionics Conversion Course (RAAF)
environments and effectively
identify & resolve complex 1991 P3 Orion AQS-901 Anti-Submarine Warfare systems course (RAAF)
technical and management
issues
Career Aspirations
• Continue to develop skills and
expertise in Defence or
Commercial Industry (1-5 yrs)
• Senior Program Manager role
(1-5 yrs)
• Program Director or General
Manager (5-10yrs)
• Commence & complete an MBA
(5 yrs)
7. Career Portfolio – Bryan Hill
Bryan Hill
REFEREES
Rachel Durdin
Operations & Excellence Manager
Global Services and Support
Boeing Defence Australia
BRISBANE QLD 4001
Telephone: 07 3306 3361
Previous Role: rachel.m.durdin@boeing.com
PM Systems Manager
Mining & Metals Division
Sinclair Knight Merz Chris Gilbert
Key Strengths Director
Performance Improvement – Strategy & Operations
• Over 10 years Project PricewaterhouseCoopers Australia
Management and Business BRISBANE QLD 4001
Development experience in the
challenging defence environment Telephone: 07 3257 8126
• In excess of 15 years experience chris.gilbert@au.pwc.com
managing & leading complex
technical programs
• Excellent communication, liaison
and relationship development Anu Perera
skills Project Manager
Works sub-transmission Program
• Ability to adapt rapidly to new Energex Limited
environments and effectively BRISBANE QLD 4001
identify & resolve complex
technical and management Telephone: 07 3407 4298
issues
anurerera@energex.com.au
Career Aspirations
• Continue to develop skills and
expertise in Defence or • You can get more detailed career information on my LinkedIn site at
Commercial Industry (1-5 yrs) http://www.linkedin.com/in/bryanhill2
• Senior Program Manager role
(1-5 yrs)
• Program Director or General
Manager (5-10yrs)
• Commence & complete an MBA
(5 yrs)