Stephen Bowerman has over 22 years of experience in vocational education and training. He has extensive experience delivering foundation skills programs, instructional design, and resource development. He brings strong communication and digital learning skills. His experience includes managing quality assurance, compliance, auditing, and training packages for various training organizations and businesses. He has also set up ISO quality management systems and delivered language, literacy, and numeracy training.
If a project manager is consumed with managing risk, there is little time to manage opportunities. Good risk management is not about fear of failure, it is about removing barriers to success. This is when opportunity management emerges.
Getting To Done - A Master Class WorkshopGlen Alleman
The Principles, Processes, Practices, and Tools to Increase the Probability of successfully completing Project's On-Tiem, On-Budget, and Needed Capabilities
The notion of integrating cost, schedule, technical performance, and risk is possible in theory. In practice care is needed to assure credible information is provided to the Program Manager.
Delivering programs with less capability than promised, while exceeding the cost and planned durations, distorts decision making, contributes to increasing cost growth to other programs, undermines the Federal government’s credibility with taxpayers and contributes to the public’s negative support for these programs.
Many reasons have been hypothesized and documented for cost and schedule growth. The authors review some of these reasons, and propose that government and contractors use the historical variability of the past programs to establish cost and schedule estimates at the outset and periodically update these estimates with up-to-date risks, to increase the probability of program success. For this to happen, the authors recommend changes to estimating, acquisition and contracting processes.
If a project manager is consumed with managing risk, there is little time to manage opportunities. Good risk management is not about fear of failure, it is about removing barriers to success. This is when opportunity management emerges.
Getting To Done - A Master Class WorkshopGlen Alleman
The Principles, Processes, Practices, and Tools to Increase the Probability of successfully completing Project's On-Tiem, On-Budget, and Needed Capabilities
The notion of integrating cost, schedule, technical performance, and risk is possible in theory. In practice care is needed to assure credible information is provided to the Program Manager.
Delivering programs with less capability than promised, while exceeding the cost and planned durations, distorts decision making, contributes to increasing cost growth to other programs, undermines the Federal government’s credibility with taxpayers and contributes to the public’s negative support for these programs.
Many reasons have been hypothesized and documented for cost and schedule growth. The authors review some of these reasons, and propose that government and contractors use the historical variability of the past programs to establish cost and schedule estimates at the outset and periodically update these estimates with up-to-date risks, to increase the probability of program success. For this to happen, the authors recommend changes to estimating, acquisition and contracting processes.
Pmbok 5th planning process group part four _ Project Risk ManagementHossam Maghrabi
This is PMBOK Guide Planning Process Group Part Four. It includes one Knowledge Area - Project Risk Management - with five processes - Plan Risk Management, Identify Risks, Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses -.
This is PMBOK Guide Monitor and Control Process Group - Part Two. It includes six Knowledge Area - Project Time Management, Project Cost Management, Project Communications Management, Project Procurement Management, Project Stakeholder Management, and Project Risk Management - with six processes - Control Schedule, Control Costs, Control Communications, Control Control Procurements, Control Stakeholder Engagement and Control Risks -.
Showing how to Increase the Probability of Project Success by applying the ...Glen Alleman
All projects ‒ Traditional and Agile ‒ operate in the presence of uncertainty that creates risk.
Five Immutable Principles and their supporting Processes and Practices can be used to increase the probability of success in the presence of these uncertainties.
What Makes a Good Concept of Operations?Glen Alleman
A Concept of Operations is a user-oriented document the describes system characteristics for a proposed systems from the User's perspective. The CONOPs also describes the user organization, mission, and objectives form the integrated systems point of view and is used to communicates overall qualitative and quantitative characteristics to the stakeholders.
According to Project Management Institute (PMI), the Initiating Process Group is the first step to complete the five PMBOK's Project Management Process Groups. The Initiating Process Group consists of (Developing a Project Charter & Identify Stakeholders) those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
This presentation explains the tasks, skills and knowledge related to Closing process group that you must know in order to prepare for PMP exam.
The content is in alignment with PMI official document of PMP examination content outline, updated as of August 2011.
* TKS : Tasks, Knowledge & Skills
This is PMBOK Guide Planning Process Group Part one. It includes two Knowledge Area - Integration and Scope management - with five processes - Develop Project Management Plan, Plan Scope Management, Collect Requirements, Define Scope, and Create WBS -.
Root cause analysis of why many DOD programs fail to deliver required capabilities within the planned time and budget has shown causes for failure begin with the buyer not knowing what “done looks like” before releasing the Request for Proposal (RFP). These are corrected with better guidance for preparing Measures of Effectiveness, Measures of Performance, and Key Performance Parameters in the RFP.
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
This is PMBOK Guide Planning Process Group Part three. It includes five Knowledge Area - Quality, Human Resource, Communications, Procurement and Stakeholder management - with five processes - Plan Quality Management, Plan Human Resource Management, Plan Communications Management, Plan Procurement Management, Plan Stakeholder Management - .
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
Pmbok 5th planning process group part four _ Project Risk ManagementHossam Maghrabi
This is PMBOK Guide Planning Process Group Part Four. It includes one Knowledge Area - Project Risk Management - with five processes - Plan Risk Management, Identify Risks, Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses -.
This is PMBOK Guide Monitor and Control Process Group - Part Two. It includes six Knowledge Area - Project Time Management, Project Cost Management, Project Communications Management, Project Procurement Management, Project Stakeholder Management, and Project Risk Management - with six processes - Control Schedule, Control Costs, Control Communications, Control Control Procurements, Control Stakeholder Engagement and Control Risks -.
Showing how to Increase the Probability of Project Success by applying the ...Glen Alleman
All projects ‒ Traditional and Agile ‒ operate in the presence of uncertainty that creates risk.
Five Immutable Principles and their supporting Processes and Practices can be used to increase the probability of success in the presence of these uncertainties.
What Makes a Good Concept of Operations?Glen Alleman
A Concept of Operations is a user-oriented document the describes system characteristics for a proposed systems from the User's perspective. The CONOPs also describes the user organization, mission, and objectives form the integrated systems point of view and is used to communicates overall qualitative and quantitative characteristics to the stakeholders.
According to Project Management Institute (PMI), the Initiating Process Group is the first step to complete the five PMBOK's Project Management Process Groups. The Initiating Process Group consists of (Developing a Project Charter & Identify Stakeholders) those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
This presentation explains the tasks, skills and knowledge related to Closing process group that you must know in order to prepare for PMP exam.
The content is in alignment with PMI official document of PMP examination content outline, updated as of August 2011.
* TKS : Tasks, Knowledge & Skills
This is PMBOK Guide Planning Process Group Part one. It includes two Knowledge Area - Integration and Scope management - with five processes - Develop Project Management Plan, Plan Scope Management, Collect Requirements, Define Scope, and Create WBS -.
Root cause analysis of why many DOD programs fail to deliver required capabilities within the planned time and budget has shown causes for failure begin with the buyer not knowing what “done looks like” before releasing the Request for Proposal (RFP). These are corrected with better guidance for preparing Measures of Effectiveness, Measures of Performance, and Key Performance Parameters in the RFP.
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
This is PMBOK Guide Planning Process Group Part three. It includes five Knowledge Area - Quality, Human Resource, Communications, Procurement and Stakeholder management - with five processes - Plan Quality Management, Plan Human Resource Management, Plan Communications Management, Plan Procurement Management, Plan Stakeholder Management - .
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
History of typefaces, how they were developed, and the impact of a well chosen font.
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Maintain and Conduct Quality and Audit of the Organization, Goal setting, coaching and feedback process and performance appraisal process and having Experience in leading organizational changes, managing and developing training programs & successfully leading recruiting efforts
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Stephen bowerman professional curriculum vitae 2016
1. Stephen Bowerman – Professional Curriculum | Version 2.1 – Dated 22nd
March 2016 1
CURRICULUM VITAE
Personal Details
STEPHEN BOWERMAN
Mobile: 0438 903 373
E-mail: obtc@outlook.com.au
LinkedIn: https://www.linkedin.com/in/stephenbowerman
Google Plus Business URL: https://plus.google.com/u/0/b/111727336838260192810/
Website: http://obtc99.wix.com/obtc
Business Summary
Stephen is a highly competent, experienced and motivated Vocational Learning and Development Co-coordinator,
Trainer and Assessor. Stephen has extensive experience delivering Foundation Skills Learning Workshops | Programs,
Instructional Design and Learning Resource Development. Stephen has a sound understanding of VET Quality
Assurance Framework, Compliance, Auditory and Training Packages gained over the past twenty-two years. Through
numerous contracts with several Training Organisation’s, Employment Services Providers, Private Enterprises,
Community Colleges / Centre’s and Business Enterprise Centre’s; Stephen has demonstrated that he is both Systems
and Process savvy with demonstrated attention to quality and delivering best practice standards for staff and clients.
Stephen brings to the role strong interpersonal, oral and written communication skills; with sound capability and
understanding of Student services and how students interact and engage in a digital, multi-screen learning and
e-learning environments. On the 14th
February 2015 Stephen received his Working with Children Check (WWCC)
Clearance Letter number WWCO605674E expiring on the 14th
February 2020.
Core Functions
Over the past 26 years my prime core functions include:
Learning Management Systems (LMS);
E-Learning and Development Tools | Programs, efficient with Adobe Captivate Prime,
Smartsparrow, Microway Articulate and Learn Upon (including Storylines, PowerPoints’, and
e-Learning Assessment Activities | Projects);
High Volume Recruitment, Job Profiling and Job Placement;
Managing Quality Assurance re: VET Service Standards, Policies, Processes and Procedures;
VET Compliance and Auditory Framework;
Delivering adult Language, Literacy and Numeracy skills Training and Assessment;
Development and implementation of Quality Standards relating to Course Structures within Student Management
Systems;
Classroom Training and Assessment | Remote, e-Learning, Online Training and Assessment;
Reviewing Courses and Study Periods against Quality Standards prior to release;
Undertaking systematic Quality Reviews of all Courses against the Quality Standards;
Delivering training for Division and Departmental staff in-line with Quality Standards;
Ensuring Quality Checks are embedded within Business Processes and linked to implementation of changes
(data-entry) within Student Management Systems;
2. Stephen Bowerman – Professional Curriculum | Version 2.1 – Dated 22nd
March 2016 2
Providing a central point of contact relating to Course Set-up for Education Divisions and Marketing in the
implementation of New Courses and Course improvements;
Developing broader organisational understanding of Business Systems relating to Course Releases and their
operational impact in the delivery of Educational Services;
Conducting Self-assessments | Internal Audits and Reporting on Course and Trainer/s Quality;
Setting-up and managing Trade Shows, Business Expo’s (including Road-shows) Australia-wide;
Confirming pre-enrolment conditions have been met for new Course Entrants;
Course Transition Plans, management of Training Plans to meet functional quality RTO industry standards;
Unit Mapping for superseded qualifications | units; and
Collaborating with Chief Learning Officers, Head of Quality Standards, Head of Student Support, Head of Policy |
Regulation | Audit, Learning and Instructional Designers.
Significant Achievement
My most recent milestone achievement was setting-up the ISO 9001 Quality Management System for the Small
Business Party of Australia (SBPA) based in Sydney on a 12 month contract which finished on the 19th
December
2014.
My general strategy involved taking the basic SBPA Operations and implementing them into the ISO 9001 Standards
to achieve predictable outcomes set in the targeted goals. My ISO 9001 Quality Management System process
consisted of the following six steps:
A quality Operational Policy, Process and Procedure Manual (i.e. Forms, Checklists, Course set-up,
Course Processes, Course Releases, Industry Specific and up to date data).
Measurable quality objectives which included (setting-up and monitoring Key Result Areas (KRA’s), Key
Performance Indicators (KPI’s), Performance Reviews and Operational Audits);
A Policy and Quality Assurance Mission Statement (detailing Policy requirements, Service Quality
standards and Industry Accreditation requirements).
The mandatory Documents required for SBPA to operate as an ISO 9001 Quality Organisation
included (setting-up Templates, Miscellaneous Administration Forms, Checklists, Reports, Surveys, Incentive
Programs and Management Projects).
The Six Core Mandatory Procedures: (1/ Non-conformity, 2/ Corrective | Preventive Action,
3/ Document Control, 4/ Records Management, and 5/ Internal Audit, Maintain System development |
enhancement, Business planning and Business metrics).
E-Learning Solutions and Capabilities: (Develop Instructional Design Plan, Courseware Writing |
Development, Summative Assessment Writing and Customisation, Management of e-learning Training,
Conducting on-line Assessments, Validation of on-line Assessment Tools | Methods, Moderation of Student
Outcomes, Marketing |Sales and Completing Government Contracts).
Other Achievements
Restructured Get Qualified Australia (GQA) re: Converting Start-up Business into Corporate Entity, including
Process Automation, Instructional Design, and Technical Writing, Change Management and implementation
and management of new Organisational Policies, Processes and Procedures.
Over the past 17 years to present have continually supported local Central Coast Community Centre’s,
Business Enterprise Centre’s and Community Colleges with Short Courses and Learning Workshops.
Delivering Adult Language, Literacy and Numeracy skills Training and Assessment.
3. Stephen Bowerman – Professional Curriculum | Version 2.1 – Dated 22nd
March 2016 3
Designed and developed over 56 new Learning and Development Programs | Workshops, of which 15
Programs were endorsed by numerous RTO’s, NSW Colleges and Business Enterprise Centre’s Australia
wide.
Designed, Developed and Implemented over 40 Human Resources | Industrial Relations Policies, Processes
and Procedure Manuals.
Designed, Hosted and Managed over 45 Websites.
Assisted and provided business advice to over 284 Small Business Start-ups.
Designed Developed and Facilitated over 120 new Training Assessment Programs for clients and facilitated
over 220 Adult Learning Programs.
Successfully facilitated over 160 Staff Induction and Staff Orientation Workshops for a broad range of
Professional Organisations' and Large Corporate Companies.
Created and Implemented over 325 Business Operations Policies, Processes and Procedures Manuals.
Created and Implemented over 12 Performance Incentive Programs and Sick Leave Incentive Programs.
Signed-up over 1,850 New Traineeships and Apprenticeships Australia-wide.
Employment History
VOCATIONAL EDUCATION TRAINER | ASSESSOR | CONSULTANT | INSTRUCTIONAL DESIGNER
OUTSOURCE BUSINESS TRAINING CENTRE - Business Consultant | Business Mentor | Advisor
1st
February 1994 to present - Self-employed Professional VET Consultant delivering the following services:
Delivering adult Language, Literacy and Numeracy skills Training and Assessment;
Course Quality Management;
Extensive Vocational Educational Training experience;
Business Planning and Business Advisory services;
Facilitation of Learning Workshops, Seminars and Short Courses;
Facilitation of Host Employer and Work Experience Programs;
Student Tutoring, Business Coaching and Mentoring;
Marketing Projects and Market Research | Business Health Checks, Business Operations Auditing;
Workplace Training and Assessment, Staff Development and Train the Trainer Programs;
Conference Management and Co-ordination of Road Shows and Business Expo’s;
Training Scheduling and Administration via Learning Management System (LMS) and Vet Trak;
Project Management, Risk Management and Operational Change Management;
Curriculum Re-Designing, Instructional Design, e-Learning Development and Technical Writing;
Job Placement and Supporting people with Intellectual disability in employment;
New Staff Orientation and Induction Programs and Workshops;
Freight Forwarding, Transport, Logistics Management, Warehousing and Storage Operations;
Staff Recruitment, Hiring, Background Checks and Character Profiling;
Instructional Design of Classroom and e-Learning Development Programs;
Training Scheduling and Administration via Learning Management System (LMS);
4. Stephen Bowerman – Professional Curriculum | Version 2.1 – Dated 22nd
March 2016 4
Asset Maintenance (Cleaning Operations and Management);
Process Manufacturing, Warehousing and Storage Operations Management;
Collections | Bad Debt Recovery | Litigation | Skip Tracing | Mercantile Agent Recovery;
Quality Control Processes, Project Management and Compliance Management;
Business Start-ups Consultancy and Business Advice;
Operations Management and WHS Compliance Management;
Horticulture, Gardening, Landscaping, Retail Operations and Distribution Centre’s;
Website Design, Hosting | Web Management; and.
Human Resources and Industrial Relations Generalist.
Secured numerous contracts from a broad range of clientele, from private enterprise clients to Government
Departments delivering services in the capacity of Tutoring, Training, Assessment, Job Placement, Work Experience
Programs, Host Employment Programs, Instructional Design and Career Development initiatives.
Current and previous business affiliations and alliances with the following Professional and Corporate clientele:
PeoplePlus Education;
Get Qualified Australia;
ZIP Money;
AIM (Australian Institute of Management;
GE Money and Insurance;
Macquarie Group of Companies;
Macquarie Bank;
Deloitte Touché Australia – Professional Consultancy Services;
Management Consultancy Institute (MCI);
Bridge Business College;
Perpetual Trustee – Management Consultancy Services;
Baycorp Legal Pty Ltd – Management Consultancy Services;
Citi Bank – Instructional Designer and Project Management Services;
Commonwealth Bank of Australia NSW Contact Centre’s (Parramatta and Newcastle);
Virgin Money Contact Centre’s (St Leonard's);
The Australian Salesmasters Training Company (ASTC);
BarMax, MHM Australasia Pty Ltd, and the Sydney Coffee School;
Central College Corporate (formerly AIWL);
5. Stephen Bowerman – Professional Curriculum | Version 2.1 – Dated 22nd
March 2016 5
Small Business Party of Australia (SBPA);
St George and Sutherland Community College (SGSCC);
Work Savvy Training;
The A4e Group of Companies;
Job Centre Australia;
Job Find Centre (Angus Knight Group);
Max Employment;
Tracy (The Placement People);
Fast Track (On Hire Staff Solutions);
ICP Educational Institute (Industry | Career | Professional);
AETS Australian Employment and Training Solutions;
Just Careers Training;
Avana Sky (A Vocation Company);
Tuggerah Lakes Community College (TLCC);
Precision Group Training;
CLB Training and Development;
McDonalds Family Restaurants;
Managed Training Services (MTS) Chandler Macleod;
Spic ‘n’ Span Domestic Cleaning Services (Commercial and Domestic Cleaning);
Mission Australia (NEIS Program) Panel, assisting unemployed with Business Start-up initiatives;
Alfred Construction Industries (ACI) – Manufactured Homes and Granny Flats;
MODAK Australia Pty Ltd – (Process Manufacturing and Warehousing Operations);
NSW Business Enterprise Centre’s (BEC’s);
Salvation Army – Work Experience Programs, Lines A, B and C Job Placements;
Communicare - Work Experience Programs, Lines A, B and C Job Placements;
Volunteering Central Coast Inc.;
RAWLIGHT Design Pty Ltd. (Process Manufacturing and Warehousing Operations);
HCI Professional Services;
National Seniors Australia;
Australian Human Resources Institute (AHRI);
6. Stephen Bowerman – Professional Curriculum | Version 2.1 – Dated 22nd
March 2016 6
OUTSOURCE Professional Representatives Association (OPRA);
OUTSOURCE Business Training Academy;
OUTSOURCE Customer Service Academy; and
OUTSOURCE Cleaning Operations Academy.
NATIONAL TRAINING MANAGER (Department - Consumer Finance and General Insurance Services)
G.E. MONEY | INSURANCE Central Processing Centre (Call Centre)
NAB House Building Head Office (Sydney - Australia)
January 1984 – January 1994 (10 Years full-time Senior Management Career position) job functionality and
experience included:
Risk Management, Credit Score Card Development and Technical Writing;
ISO 9001 Quality Control Processes | Standards and Compliance | Audit Management;
Business Auditing Projects and Compliance Reporting;
Extensive Knowledge of Consumer Finance Loans, General Insurance and Equipment Finance;
Staff Management of 75 staff equating to 6 Processing Teams;
Staff Coaching and Mentoring (including Change Management and Business Mergers);
Staff Learning and Development (including Staff Inductions and Orientations);
Design and implementation of new National Staff Performance Incentive Program; and
Bad Debt Recovery, Skip Tracing 30-180 days, 181 days’ Workplace Trainer and Assessor.
Reason for change: Redundancy, long service and pay-out offer as a result of the G.E. Global Take-over.
Qualifications
1977 – 1983 High School Diploma. (HSC-Higher School Certificate) Aggregate Ranking 87%
(Completed and Certified). Core Subjects studied:
Mathematics | English | Art | History Ancient | Modern History.
Bachelor of Commerce (Accounting and Finance); Charles-Sturt University (Bathurst Australia).
Completed via 6 Years Correspondence whilst working full-time.
My Six Core Units completed include:
ACC1000 Principles of Accounting and Finance;
BTC1110 Business Law;
ECC1000 Principles of Micro-Economics;
ETC1000 Business and Economic Statistics;
MGC1010 Introduction to Management; and
MKC1200 Principles of Marketing.
7. Stephen Bowerman – Professional Curriculum | Version 2.1 – Dated 22nd
March 2016 7
Certificate IV TAE40110 | TAELLN411 Vocational Education Training and Assessment and Adult Language,
Literacy and Numeracy skills.
Certificate II SIR20212 Retail Services.
Certificate III SIR30212 Retail Operations.
Certificate IV SIR40212 Retail Management.
Qualifications (continued):
Certificate III CPP31011 Cleaning Operations.
Certificate II AHC20410 Horticulture.
Certificate IV BSB40401 Business Management.
Certificate III MSA30107 Process Manufacturing.
Certificate IV SIR40212 – Retail Management.
Certificate IV TLI40107 Transport, Logistics, Warehousing and Storage.
Certificate III BSB30207 Customer Contact.
Certificate IV BSB40311 Customer Contact.
Certificate IV BSB40807 Frontline Management.
Certificate III SIT30707 | SITHFAB009A (RSA) | SITHGAM006A (RCG) - Hospitality.
I have just recently enrolled with Get Qualified Australia (GQA) for the following qualifications and will
have Certification for all 3 qualifications by end of June 2016.
1. Certificate IV in Leadership and Management BSB42015;
2. Diploma of Leadership and Management BSB51915; and
3. Diploma of Training Design and Development TAE50211.