Build a cohesive team from a group of highly skilled individuals with strong technical backgrounds but limited team experience. Foster collaboration to deliver multiple complex projects to tight deadlines. Actions: Conducted team building off-sites. Introduced collaborative project management practices. Coached individuals and provided feedback. Promoted knowledge sharing. Recognized achievements publicly. Results: Transformed a group of specialists into a high-performing collaborative team. Delivered multiple projects on time and on budget through team effort. Individual skills enhanced through knowledge transfer. Low staff turnover. Achievement: Successfully built a cohesive team from a group of independent technical experts, enabling delivery of complex projects through collaboration.

1. Quantitative accomplishments:
Summary of PAR Stories/Achievements
Contents
1. Finance - Process team fixed deliverable Statement of Work 2009, (Finance Manager)........................... 2
2. Finance - Increased labor cost capitalization 2008-9, (Finance Manager). ................................................ 2
3. Finance - Activation of IT Statements of Work for External Resources 2008-9, (Finance Manager). ...... 2
4. Operations - Identified true extent of workforce operational commitment 2008, (Finance Manager)....... 3
5. Finance - Introduction of new Long Distance Statement of Work 2008, (Finance Manager). .................. 3
6. IT Development & Operations - Team Building 2004-7, (EMS/NMS Manager). ..................................... 3
7. Finance - Contract Cost Management 2004-7, (IT EMS/NMS Manager).................................................. 4
8. Operations - Customer facilities information improvement 2004-7, (IT EMS/NMS Manager). ............... 4
9. Change Management - Implementation of release schedule 2004-7, (IT EMS/NMS Manager). .............. 5
10. Change Management - Creation of Process and Database 1999-2005, (Configuration Manager). ............ 5
11. Finance - Consolidated Acquisitions 2002, (IT Asset Manager). ............................................................... 5
12. Acquisition - Established a Single Point of Delivery 2002, (IT Asset Manager). ...................................... 6
13. Finance - Audit of software licenses held against contracts 2002, (IT Asset Manager). ........................... 6
14. Finance - First IT Asset Inventory and Disposal 2002, (IT Asset Manager). ............................................. 6
15. Finance - 1st IT Full Inventory 2002, (IT Asset Manager). ........................................................................ 7
16. Document Management - Establishment of Software Library 2002-3, (Documentation Manager). ......... 7
17. Document Management - New intelligent Library System 2002-3, (Documentation Manager). .............. 8
18. Acquisition – Centralization of Acquisition & Procurement Teams 2002, (IT Asset Manager). .............. 8
19. Finance – Engineering Network Element Software Manager 1999-2002, (Engineering Manager)........... 8
20. Asset, Change, Acquisition & Finance – Executive Officer 1992-1995, (IT (PC) Manager). ................... 9
21. Adjudication Process - Pilot Scheme for Single Payments 1986-1987, (UK Executive Officer). ............. 9
22. Government Statistical Compilation for the Treasury ................................................................................ 9
23. Workforce Costing reports ........................................................................................................................ 10
24. Skills Inventory – Results detail ............................................................................................................... 10
Problem-Solving 696
Social 598
Organizational 585
Artistic/Creative 577
Leadership 573
Communication 398
Technical 230
Mechanical 219
Steven Duhig - Achievements Page 1

2. 1. Finance - Process team fixed deliverable Statement of Work 2009, (Finance Manager).
Challenge: A new type of Statement of Work, and Purchase Order, for external resources was required for the first time.
Actions: Based on thorough internal knowledge of our organization, and using considerable research into new process
requirements, I compiled a change order strategy that would take into account a large number of projects in a single
Statement of Work, as well as the constant changes in project requirements and status.
Results: Enhanced understanding of the role of Capitalized external labor effort in funding the Group. Program
Management introduced on a financial basis. Release management introduced in the form of packaging project
requirements into collective procurement phases for ease of purchase order processing. Successful purchases. New group
specific Statement of Work template drafted. Statement of Work and three Change Requests successfully implemented.
Required process documented, presented to group and full training sessions carried out on the legal, financial and process
requirements.
Achievement: Transition achieved from simple pre-merger time and materials labor resource management, to new more
complex deliverable based requirements. Minimized the impact on the planned work program and external vendor
relations, while fulfilling post-merger process requirements.
2. Finance - Increased labor cost capitalization 2008-9, (Finance Manager).
Challenge: Capitalization of Labor expected to be a minimum of 65%. It was 1% resulting in undesirable expense cost
reported to shareholders.
Actions: Defined, presented and applied definition of labor effort so that it could be correctly capitalized. Researched and
contacted subject Matter experts to ensure correct capitalization rules applied. Carefully monitored to ensure we applied
capital labor activities correctly in every aspect of the group's work, including the IT software development life cycle.
Results: Increased capitalized labor from 1% to 65%.
Achievement: Increased labor capitalization from 1% to 65% by correctly applying capitalization rules to the group's
effort thereby reducing the expense component of the corporate statement of accounts.
3. Finance - Activation of IT Statements of Work for External Resources 2008-9, (Finance Manager).
Challenge: Acquired multiple Statements of Work derived from two separate corporation processes, needing immediate
attention and to be implemented by a strict deadline.
Actions: Acquired detailed knowledge of the content of each project’s labor resources requirement. Updated the
requirements and Statements of Work and researched all the key subject matter experts in both corporate processes.
Results: All six Statements of Work were implemented their Purchase Orders were implemented within two months and
by the finance deadline. Both required processes documented for the first time and presented to directors.
Achievement: Quickly took over in mid-preparation, and at short notice. Managed to conclude eight purchase orders,
within two distinctly different processes, in order to deliver to internal customers and vendor at very short notice.
Steven Duhig - Achievements Page 2

3. 4. Operations - Identified true extent of workforce operational commitment 2008, (Finance Manager).
Challenge: IT Development Group committed to maintain operational network, as well as implementing new changes and
developments. Executives required degree of maintenance commitment to be quantified. This Expense time was being
reported as simple overhead, rather than as production critical.
Actions: Validated the method of reporting activity and how the activity was recorded in the program and project data
repositories where the workforce costing data was stored. Identified, and reported, all the data points to conclude the
actual number of hours used in support of Network Operations Center.
Results: Consolidated three project sources of work reporting into one defined as Production support time. Verified that
the Group was committing 20% of its time to operational support. Concluded that this effort should have been externally
funded through Operations.
Achievement: Identified for the first time that 20% of the Group’s work effort was in support of Network Operations
Center and submitted the proof to executive level.
5. Finance - Introduction of new Long Distance Statement of Work 2008, (Finance Manager).
Challenge: Original Long Distance Company required to follow a new post-merger procurement process. New
requirement to raise a Statement of Work for acquisition related system support work, based upon a corporate template.
Actions: Based on thorough internal knowledge of our organization, and considerable research into new process
requirements, a strategy was enabled to satisfactorily continue all critical purchases while fulfilling external vendor's
expectations and all new post-merger process requirements.
Results: Successfully completed critical purchases during process transition. New group specific Statement of Work
template drafted. Introduction of a new compromise Statement of Work template, necessary to both fulfill post-merger
requirement and to continue to satisfy external vendor's contract. Required process presented to group.
Achievement: Transition achieved from simple pre-merger procurement process, to more complex post-merger process,
while minimizing the impact on the planned work program and external vendor relations.
6. IT Development & Operations - Team Building 2004-7, (EMS/NMS Manager).
Challenge: Appointed to manage a team of highly qualified system engineers, covering all aspects of the entire long
distance network service deliveries for voice, data and transport. Team responsible for 20 systems delivered from 12
engineering vendors. Responsible for development, installation and monitoring of system changes for network
surveillance, performance management, and all network element management systems for the entire (pre-MCI
acquisition) Verizon Long Distance network infrastructure. Tasked with improving team dynamics, team responsiveness
and customer satisfaction with reduced resources.
Actions: Brought Team together to meet, and studied interpersonal interaction. Analyzed skill sets and discovered
individual scope of skills often out of synch with their full job expectations. Re-documented the common foundation job
requirement, and struck up constructive relationships with our Operations and vendor customers. Ensured a reliable path
of escalation and enabled regular team meetings in an informal environment. Listening carefully I formerly shared my
skill set conclusions for discussion. Each team member addressed their challenges, and encouraged contribution of their
specialization for the benefit of the entire group. Although their engineering expertise was very diverse, formally paired
each team member to support each other during their absences and periods of overlapping commitment.
Results: Greater respect by executives and operations as a single powerful Team. Individual needs of customers addressed
strategically, together with improved relationships with, and output from, external vendors. Attention given to individual
personal development. No further employee loss and the team increased in size. Output rose dramatically across the whole
Steven Duhig - Achievements Page 3

4. team (e.g. in 2006 14 major releases plus 21 major deployments). This took burdens from other front line teams as they
trusted the team to perform. Cost avoidance achieved in excess of $3m over the 3 years. No delay to any deployment of
operationally critical, state of the art, deployments of fixes of many high value services, including FiOS, deployed by
Engineering in the field. No delay to any product line or services deployment from the EMS/NMS Group. Personally top
rated as exceptional on appraisal as a result of team's achievements.
Achievement: The key to this achievement lay in our understanding of why the group was not performing as well as it
could do as a team. Once the skill set analysis was recognized by us all, given their critical positions in both the day-to-
day use of the systems and in the application of very sensitive changes, the team could fly and they did!
7. Finance - Contract Cost Management 2004-7, (IT EMS/NMS Manager).
Challenge: Vendor submitted invoices based on contract but paid, due to operational pressure, without close scrutiny.
Actions: Identified operational contract scope, terms and conditions together with vendor's pricelist options. Agreed a
reasonable, fair and cost effective business approach with each vendor.
Results: Declined to pay $1.5m for three years for “out of warranty” 7 days x24 hours telephone advisory support, where
warranty fix coverage was still applicable and out of warranty scope fixes were chargeable in any case. Reduced first
year’s outlay for surveillance system right to use licenses which were engineering deployment based. The local pilot
implementation cost avoidance of $250,000 set a far lower precedent for cost as the network expanded across the U.S.A.
Achievement: While mindful of significant project and vendor pressure for Purchase Orders, successfully re-negotiated
several invoices, resulting in a combined total of $1.65m immediate cost avoidance. This in turn set a precedent for even
more significant ongoing cost reductions over several years.
8. Operations - Customer facilities information improvement 2004-7, (IT EMS/NMS Manager).
Challenge: Many of the large scale facilities are in use by very large and high profile customers. When a problem was
encountered, the customer could not be readily identified by the surveillance systems. The first the Operations Center
would know of the impact on a high profile customer was often when they phoned in direct. By far the majority of IT
investment had been in support of automatic flow through of orders provisioned through the inventory. There remained a
need for a business case for more investment in operational support requirements.
Actions: Created business justification for the purchase of $1.2m new features for the Network Management and Traffic
systems. Assigned team specialist to work with operations to improve the network management and visibility of soft
switch functionality. Worked with vendor to re-develop the surveillance system with enhanced service, facility and
customer lookup features.
Results: Soft switch characteristics fully visible by operations. Large scale customer’s facilities identifiable while the
opportunity was also taken to identify Verizon Wireless and FiOS facilities by ID too. Took the vendor’s popular product
to unprecedented functionality.
Achievement: This enabled informed priority handling of outages within operations, before a high value customer called.
Steven Duhig - Achievements Page 4

5. 9. Change Management - Implementation of release schedule 2004-7, (IT EMS/NMS Manager).
Challenge: Team responsible for all aspects (Voice, Data, & Transport) of a brand new entire long distance network. Each
of the 1000 network elements was being rapidly developed, often by competing vendors. An extraordinarily high rate of
change was necessary to ensure we kept the leading engineering edge, making best use of the $2 billion corporate
investment at stake.
Actions: In 2007 performed 21 critical system upgrades plus 14 major integrated releases impacting the entire long
distance infrastructure.
Results: The operational support systems supported over 75% automatic flow through of orders, together with several new
cost saving features within the network elements. In addition many different engineering vendors were suipplying
equipment for many new high revenue earning product lines and services, including the high bandwidth FiOS internet and
video product flagship.
Achievement: Exemplary output achieved 7 days x 24 hours from a small, close knit, fully integrated, committed and high
performing organization. Virtually all were unique first time deployments from both internal and the external vendor’s
viewpoint. Any implementation failures would have had a very significant and very public corporate impact.
10. Change Management - Creation of Process and Database 1999-2005, (Configuration Manager).
Challenge: Unusually this Long Distance Telecommunications initiative was based on IT development as the lead rather
than Engineering development. This resulted in a high emphasis on development of complex IT flow through solutions
ahead of, and potentially impacted by, the fast rate of development, change and implementation of engineering advances.
Actions: Record all versions, releases and revisions everywhere to as much detail as impacting, and insist that changes
submitted in advance for formal approval by impacted parties.
Results: Full awareness and approval of all IT, Engineering, operations and external vendor impacting changes, to the
network infrastructure, and it’s supporting systems, recording configuration item relationships and highlighting potential
impacts to product line, services and of course end customers.
Achievement: Initially we managed to minimize any adverse impact of a very high and innovative rate of change on the
production environment and customers. This tool actually encouraged a high rate of trust in change and was expanded to
cover multiple change management processes, release management, testing, disaster recovery center, operations patches
and engineering product change notices too.
11. Finance - Consolidated Acquisitions 2002, (IT Asset Manager).
Challenge: More than 30 people separately able to purchase. Several approval routes for similar procurements. Inadequate
procedures and documentation of goods and services received.
Actions: Obtained Executive buy-in to centralize purchasing. Identified and published IT platform system middleware
configurations and published contractual terms and conditions for awareness.
Results: Better stock control of IT consumables. Improved control of IT licensing. Multiple/excess purchases of the same
products prevented. Consistency of contractual terms and conditions improved with purchases made more accurately
within pre-existing negotiated contracts. Much improved progress in license status monitoring.
Achievement: Early startup pressure from corporate objectives resulted in disparate and duplicate procurement channels
without stock control. Established a first class reputation for getting what was needed, when it was needed, and at the
correct cost.
Steven Duhig - Achievements Page 5

6. 12. Acquisition - Established a Single Point of Delivery 2002, (IT Asset Manager).
Challenge: Loading Dock access times severely restricted by the city, as it is situated in a residential district. Poor
communication with vendors, and lack of delivery note information, resulted in important deliveries being turned away.
Actions: Gradually persuaded critical customers that asset team and purchase order delivery information was best handled
and monitored consistently by the procurement team in the same way for each vendor.
Results: Operations and Data center staffs were able to devote more time to their other top priorities. Higher proportion of
first time deliveries ensured on time. Avoidance of deliveries clashing at the same loading dock and quicker follow ups to,
rearrange those few deliveries that did fail.
Achievement: Once Operations and Data center staff were persuaded to trust the Procurement Team to manage the
deliveries for them they were able to devote more time to their other front line immediate operational priorities.
13. Finance - Audit of software licenses held against contracts 2002, (IT Asset Manager).
Challenge: Originally the group was required to have all its own software contracts. The Directors also held that the
contract writers were responsible for overseeing that operational software use was covered. There was no additional point
of expertise available to interpret operational licensing requirements in the context of contractually negotiated provisions.
Actions: Checked all licenses against contracts held. Audited software in use and determined licensing impact of each
release and the establishment of the disaster recovery center.
Results: Verified all licenses properly in use. Necessary additional procurements were made and annual maintenance costs
corrected. In one case identified an apparent $7m shortfall due to questionable license-type interpretation.
Achievement: Ensured that all licenses were properly purchased and activated. In particular sought legally correct re-
interpretation so as to take leverage of wider corporate contracts and avoid unnecessary cost.
14. Finance - First IT Asset Inventory and Disposal 2002, (IT Asset Manager).
Challenge: Seven rooms, (subsequently found to be needed for Network Operations center expansion), full from floor to
ceiling with surplus IT equipment. Surplus and cannibalized PCs lying all over help desk area.
Actions: Formally identified surplus equipment. Created new process to circulate a list of potentially surplus items for re-
use. Disposed of over 1600 cubic feet of surplus equipment, including the first ever sale of surplus PC equipment to staff.
Results: 7 Rooms cleared in time for rebuilding and expansion of Operations center. Required reusable equipment
reissued back into service, avoiding unnecessary procurements. Equipment written off properly within the Property Asset
Account variation of $5m. Morale of staff improved by extraordinarily successful sale of 80 PCs to staff under properly
controlled conditions.
Achievement: Inheriting an extraordinary mess accumulated over 5 years, we were also able to; prevent any impact on the
operations center expansion project, find proper destinations for equipment, bring some money back into the company and
even improve staff morale slightly by selling off some equipment to staff.
Steven Duhig - Achievements Page 6

7. 15. Finance - 1st IT Full Inventory 2002, (IT Asset Manager).
Challenge: Five years of high value purchases, and lack of asset management control, led to significant inventory losses
and stored piles of equipment. There was also no truly reliable source for software license usage beyond the contract
library. Some equipment, especially in the laboratory and disaster recovery center, had moved to and from revenue
earning roles with resultant license impacts being missed. Some systems disposed of but still active on the accounts.
Actions: Performed full IT Inventory of both software and hardware, covering all client, router and server equipment.
Results: A very successful team building exercise. Financial reconciliation with contracts, further license purchases as
necessary and updating of the corporate Statement of account.
Achievement: Identified and brought IT assets under better formal property control. Brought corporate statement of
account up to date by $5 million.
16. Document Management - Establishment of Software Library 2002-3, (Documentation Manager).
Challenge: Very high frequency of changes, occurring in three separate data center environments, often required
immediate availability of a full set of both old and new Release application, middleware and operating system software
media. New software was not addressed to a single point of contact and progress chasing of the new media delivery varied
as a result. System Administrators, Engineers and even external vendors would hold their own copies individually and
anywhere. In a crisis often required media could not immediately be found, and the owner and/or system administrator
may not have been available etc. No copies at all held at Disaster Recovery Center.
Actions: Established a single point of contact for software media deliveries. Software received was then registered into a
new catalogued software library and then closely associated with server profile records and release software licensing
master records. The new library stored all operating system media, including latest OS patches; middleware hard media,
utility/backup/communications install media and all versions of the operational support system application media itself.
This was all secured and supported by new access processes, enabling emergency out of normal hour’s crisis immediate
access to essential media. A similar library was set up and maintained in the disaster recovery center.
Results: Vastly increased availability of software media, and much greater reliance on the new, secure and controlled,
software library by Release managers, System and Database Administrators. This enabled each of these groups to devote
their attention on other operational aspects of each release or crisis issue. Accurate Master records of server software
profiles set up and maintained for the first time.
Achievement: Team made single point of contact for receipt and distribution of all software media as needed. Team
became a key contributor to all minor, large and complex release software media requirements, so reducing risk of
interruption of service outside of the project plan due in unavailability of software media.
Steven Duhig - Achievements Page 7

8. 17. Document Management - New intelligent Library System 2002-3, (Documentation Manager).
Challenge: Identified a corporate need for Engineering, Operations, IT & Executives to access, have version control, and
be able to move easily between related documents in a single library. Three separate repositories were under development.
Actions: Considered which of the three systems could take all the document types. Ensured that the Document
Management subject matter expertise was free to configure the new solution without hindrance. Ensured maximum buy in
from customers by displaying the product from their point of view. Enabled sufficient investment in the IT solution, while
in addition installing a state-of-the-art space-efficient hardcopy library solution.
Results: A single document repository was established for all three internal categories of document, (one of which
included highly graphical and relational flow diagrams), plus external vendor documentation, where copyright allowed.
Achievement: Team made single point of contact for all types of corporate documentation, produced both internally and
externally, with a state of the art document database and a high quality hard copy storage area at their customer's disposal.
18. Acquisition – Centralization of Acquisition & Procurement Teams 2002, (IT Asset Manager).
Challenge: Four talented leaders overlapping and clashing scope of responsibilities. Achievements of centralizing
Acquisition, Asset Management, Configuration Management, Accounts and Inventory impaired by personality traits.
Actions: Everyone went on an American Management Association Leadership Course together.
Results: Introduction of leadership training, and the potential impact of conflicting personality traits, resulted in totally
different, more mutually respectful and incredibly more productive relationships. Immediately they finished the course
beyond 5 pm they went into a room together and redistributed their responsibilities, working in parallel from that day
onwards.
Achievement: Very significant increase in respect from both their team members and their customers. I nicknamed them
the “A team” for their capability of troubleshooting, working together effectively to solve problems as needs required.
19. Finance – Engineering Network Element Software Manager 1999-2002, (Engineering Manager).
Challenge: Enormous immediate financial investment required the rapid deployment of leading edge engineering
equipment. This required close detailed management because the software loads on the equipment were often upgraded
within weeks and so sometimes unexpectedly arrived for deployment mixing with older software versions by vendors
without notice. Care had to be taken to ensure that the correct software features were purchased, and any necessary
upgrades carried out in advance, to the previously deployed equipment, so as to ensure that compatible equipment was
exposed to the Network at the right time and to Engineering’s expectations.
Actions: Constant liaison with the engineering manufacturers was necessary to ensure that the correct software service
packs were delivered at the right time. This was to ensure full network, hardware and service compatibility. Knowledge of
each vendor’s engineering contract and their commitment to project feature delivery was also essential in order to closely
monitor any additional costs outside of both purchase scope and contract commitment.
Results: Enabled efficient, near explosive, expansion of a new telecommunications network across the U.S.A, deploying
the latest, most efficient and cost saving engineering features so as to maximize profit from services and product lines. In
one case close monitoring of voice switch contracts avoided the payment of $1.8m for necessary software features that
were in fact already covered by contract. This set a precedent for similar cost avoidance for a further three voice switches
from that manufacturer.
Achievement: Increased deployment efficiency, increased effectiveness of deployed technology and significant cost
avoidance.
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9. 20. Asset, Change, Acquisition & Finance – Executive Officer 1992-1995, (IT (PC) Manager).
Challenge: Sole responsibility for specifying, acquiring, receiving, dispatching, pre-configuring and deploying the first
full Dos based PC implementations for a government department for 1,000 users across 13 centers in England and Wales.
Actions: Acquired sufficient knowledge to stay abreast of rapidly changing PC specifications in the market place to
accurately specify the Departments first large scale of PCs to typing pools and prescribed executives and administrative
staff of limited PC experience. Defined configuration of each PC type for the purpose intended. Created menu system and
a full software load tape for each PC type. Acquired software licenses, correctly attributed to users and recorded an
inventory of hardware and software licenses at Head Office. Enabled maintenance on all systems. Checked and pre-loaded
PCs with their prescribed office type software loads and appointments databases using configuration tapes. Trained a
single subject matter expert at each location to receive and act as first level administration support for the equipment.
Wrote User and Adnministrator guides. Packed, despatched and progress checked each consignment to its destination.
Acted as second and third level support for troubleshooting and rebuilt repaired PCs on site following incidents etc.
Results: Near seamless implementation of widespread PC deliveries. New processes made very efficient use of part time
administrators on site and a single point of contact at head office. Minimal involvement of equipment manufacturers, their
warranty provisions and maintenance contracts. Typists all moved from typewriters to PCs. Managers and Executives had
their first PCs. Financial, activity and staffing levels management moved from dated concurrent DOS systems to new PCs.
Desk top publishing enabled in the regional centers for the first time. Multi-media training system PCs permitted
combined use of training databases, desk top publishing and application based interpersonal and process training for the
first time. New ability to import statistical data and letter content direct into word processor from the UNIX based
tribunal management systems. The last delivery of 500 Windows systems were centrally configured, able to both perform
basic office functions and act as terminal emulators for the UNIX tribunal system on the same desktop. This enabled the
removal of all the DEC UNIX terminals in favor of faster more effective PCs.
Achievement: Modernization of the tribunal administration. Much more efficient use of technology, giving rise to much
wider use of technology capabilities in the workplace. Better, more flexible resource management and presentation of
written material. Improved service to the public. More accurate statistics and more capabilities in the areas of financial
projections.
21. Adjudication Process - Pilot Scheme for Single Payments 1986-1987, (UK Executive Officer).
Challenge: Vast quantity of time, and money, spent on visiting people’s homes to verify, largely statutory, entitlements to
one-off welfare payments.
Actions: Introduced a process, and forms, to enable accurate decision making on statutory entitlements from the office.
Results: A very similar scheme with very similar forms was subsequently adopted for England, Scotland and Wales.
Achievement: Using working, and legislative, knowledge, I determined that there was no real need to carry out home
visits on the vast majority of bona-fide claims received. I was permitted to devise and implement a process and forms for
greater efficiency. The pilot project was successfully audited by the UK Chief Adjudication Officer and a similar scheme
adopted nationally. I was invited to DSS Summer School at King's College Cambridge as a direct result of this experience.
22. Government Statistical Compilation for the Treasury
Challenge: To produce reports our UK government department's (agency's) statistics for activity workload,
finance and staffing management.(complementing) calculations as required by The Treasury.
Actions: Streamlined regional statistical returns through the use of menu led spreadsheet macros. Applied
Treasury formula to correctly determine the correct staffing levels.
Steven Duhig - Achievements Page 9

10. Results: More accurate and efficient submission of statistics.
Achievement: More consistent and timely reporting with a minimum of User knowledge required.
23. Workforce Costing reports
Challenge: Urgent need for more accurate workforce costing reports and activity analysis.
Action: Redefined projects, activities and categorized the workforce costs. Weekly reports produced. More
comprehensive monthly analyses and future projections. Presentations made to staff to ensure correct activity
entries in the timesheet system.
Results: Complete picture of how workforce costs were being spent. Impacts of staff natural wastage
determined. Most importantly the degree of commitment from the annual budgets both determined and
projected.
Achievement: Full workforce costing management, by team, group and per project introduced for the first time.
Accurate projection of budgetary expectations for both capital and expense possible for the first time.
24. Skills Inventory – Results detail
Leadership 573 Self Starter 85
Organizational 585 Self Starter 85
Problem-Solving 696 Judgment and Decision Making 85
Artistic/Creative 577 Idealistic 83
Leadership 573 Leadership (motivating/directing others) 81
Leadership 573 Persuading others to a different course 81
Problem-Solving 696 Problem Identification 81
Problem-Solving 696 Idea or Problem Evaluation/Critical Thinking 81
Social 598 Working with others - to accomplish the goal 81
Social 598 Helping others 80
Problem-Solving 696 Implementation Planning 79
Social 598 Counseling 79
Social 598 Understanding others & their reactions 79
Leadership 573 Negotiating/Reconciling Differences 78
Organizational 585 Follow-through 77
Organizational 585 Coordinating 77
Artistic/Creative 577 Creative 76
Problem-Solving 696 Analyzing Data or Information 75
Problem-Solving 696 Synthesis/Reorganization 75
Leadership 573 Coordinating 74
Organizational 585 Precise/Attention to details 74
Artistic/Creative 577 Imaginative 74
Artistic/Creative 577 Artistic/creative 74
Problem-Solving 696 Idea Generation 74
Social 598 Coaching 74
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11. Organizational 585 Planning 73
Organizational 585 Organizing 73
Problem-Solving 696 Information Gathering/Investigation 73
Problem-Solving 696 Solution Appraisal/Monitoring 73
Social 598 Persuading 73
Artistic/Creative 577 Inventive 71
Artistic/Creative 577 Designing 71
Communication 398 Public Speaking - presenting information and ideas to a group 71
Communication 398 Writing - communicating effectively in writing as indicated by the needs of the audience 69
Communication 398 Speaking - talking to others to effectively convey information 69
Communication 398 Oral Comprehension - understanding spoken information and ideas 69
Technical 230 Knowledge of subject; subject matter expertise 67
Social 598 Training /Instructing 66
Social 598 Facilitating discussions 66
Organizational 585 Scheduling Work (own) 65
Artistic/Creative 577 Composing 65
Technical 230 Application of technical training 65
Artistic/Creative 577 Drawing 63
Communication 398 Listening 63
Leadership 573 Time Management - Managing one's own time and the time of others 61
Organizational 585 Time Management 61
Leadership 573 Supervising People 60
Technical 230 Using mathematics (including statistics) to solve problems 58
Communication 398 Reading Comprehension - understanding subject matter in technical documents 57
Leadership 573 Scheduling Work (of others) 53
Technical 230 Using engineering or scientific methods to solve problems 40
Mechanical 219 Troubleshooting 38
Mechanical 219 Crafting/Building 34
Mechanical 219 Installing 27
Mechanical 219 Testing 27
Mechanical 219 Assembling or constructing 25
Mechanical 219 Working with tools 23
Mechanical 219 Inspection 20
Mechanical 219 Maintaining or repairing 18
Mechanical 219 Operating Machines 7
Mechanical 219 Driving 0
Steven Duhig - Achievements Page 11