Acknowledging the traditional owners of the lands throughout Australia on which we live, learn and work. We pay our respects to Elders past, present and emerging.
What I do
I'm a digital transformation 'doer.' Getting things documented and done are my key strengths. Mapping out all the moving parts and how they fit together then driving a 'smooth as possible' build to ensure that delivery happens - on time and on budget.
Serving as the conduit between the business and technology is the essence of the business analyst and project manager functions. Delivery, done well. That's the core value that I bring to the table.
I'd love to say that I'm equally as good at strategic thinking. But it's not my superpower. Defining the 'why' doesn't come quite as naturally to me. It's the 'what' and 'how' that I'm good at. Ultimately, my role is to support strategic thinkers and innovators in bringing their ideas to life.
Project Management
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Governance (status reports, facilitate stand-ups/meetings, leadership updates)
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Stakeholder mapping (RACI) and facilitation (internal and external)
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Risk, issue and dependency mapping (RAIDD)
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Timeline / roadmaps
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Agile task management (via tools such as JIRA / confluence)
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Backlog prioritisation and grooming
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Post-implementation reviews / lessons learned
Business Analysis
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Design and facilitate requirements gathering workshops
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Functional business requirements (customer / end-user)
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Non-functional requirements (performance, capacity)
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Operational requirements / impacts (finance, marketing, customer service, supply chain)
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Reporting and data requirements
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Privacy and security requirements
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Business process mapping and AS-IS / TO-BE analysis
Product Management
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Product vision, strategy and roadmap
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Scope clarification and MVP statements
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Customer journey mapping / personas
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Feature list development
Change Management
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Change management roadmaps
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User instruction manuals
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Design training sessions and documentation
Initiation & discovery
This is the critical first phase focused on listening and understanding. It includes all the key stakeholder workshops and interviews. This phase will also include any agreed research and analysis that will inform the final deliverables.
Design & review
I distill everything I've heard into clear documentation (based on the agreed deliverables), then kick-off further rounds of discussion or workshops to validate and refine based on feedback.
Develop & build
If the engagement includes working with technology partners in a project management / delivery lead capacity to build new capability, that activity will be included in this phase to guide your team through the build and deployment.
Refine & finalise
This phase will include final amends, delivery and sign-off of the agreed deliverables. It will also include any required final playback sessions such as executive presentations and the Post Engagement Review (PER).
Way of working
In terms of actually getting down to business and doing the work - ultimately, I adapt to the existing 'way of working' in your organisation and your preferred methodology. I'm not wedded to Agile or Waterfall. I see the benefits of both and am very much a believer in using the right tool for the job.
That being said, over two decades of experience means that I can gladly take the lead in defining and rolling out a way of working based on the following principles which can be customised to best fit both the parameters of the engagement and the preferences of your team.
Capabilities
I support digital transformation with capabilities across four core areas:
Product Management, Project Management, Business Analysis and Change Management.
Listen and learn
Digital transformation starts and ends with people. From facilitating requirements workshops to fully understand the 'voice of the customer' to 'playing back' the requirements to ensure stakeholder inputs and insights have been correctly understood and captured.
Clear documentation
My documentation is always streamlined (with a 'less is more' approach) and relevant to the audience (adapted to either business or technical stakeholders as appropriate). Defining the 'what' and the 'how' with articulate, well written requirements that provide a clear blueprint for technology teams to follow when building the capability.
Leader in delivery
Being a good Delivery Lead comes down to being pedantic about the details while motivating and guiding the team effectively. My role is to maintain a clear roadmap of all tasks, co-ordinate and support the team through execution, navigate through risks and issues should they happen and hit deadlines with quality outcomes.
Communicate early
Clearly and regularly communicating necessary information to key stakeholders and senior leaders is always top priority. This ensures clarity and alignment on the core goal, addresses potential risks before they become an issue, and ensures the team adjusts course based on leadership input and guidance.