Paul Bernard
PMO Manager

MBA (Kingston University, London) – 2006
PRINCE2 Foundation – 2007

Core Skills     

• Undertaken a number of PMO transformations which have included the design and delivery of end-to-end frameworks. Paul has deep knowledge of structured project and program management. He is PRINCE II qualified and conversant with PMP and AGILE and many other methodologies.
• Extensive full project lifecycle management experience including building of business cases detailing both economic and non-economic benefits. Has also led the development and rollout of Program and Portfolio Management frameworks and E2E processes and has led both business and technology projects.
• Commercially astute with good understanding of business drivers, budgetary challenges and the need to adopt a consultative approach including managing internal and external relationships and expectations. He is accustomed to managing relationships with large corporate customers. Highly skilled in aligning IT outcomes with business objectives, successfully focusing technology solutions and processes on achieving specific, tangible, business objectives.
• Achieving practical change management outcomes through the delivery of training materials, manuals, newsletters, postcards, websites etc to defined audience segments.
• A highly developed understanding of end to end business processes across a wide range of organisational functions including direct experience with project management, development, business analysis and QA teams.
• Applications development management of multi-million dollar projects including but not limited to, company intranets, mass market B2C web presences, n-tier web portals integrating to legacy systems, rollout of electronic ordering systems to large retail customer bases, development and rollout of point of sale (POS) systems, development and rollout of business integration solutions.

Key Clients            

• Insurance Australia Group
• British Telecom
• Metcash Trading Australasia
• Ministerial and Parliamentary Services, NSW Government
• Public Transport and Ticketing Corporation, NSW Government
• America Online/CompuServe

 Key Achievements

• Led project to evaluate, select and establish offshore supplier panel for AD/AM service provision to IAG Direct Insurance and implement Master Service Agreement agreement on behalf of IAG group. Led the design of the Transition phase of project. Led development of IT Strategy Refresh plan for Direct Insurance including end to end issue of two RFIs for pricing and product engines, investigation of insurance CRM solutions and ultimately production of strategy document and executive presentation to Direct Insurance CEO.
• As Finance and Vendor Manager, implemented new reporting framework to align project financials reporting, capacity management reporting and overall total controllable expenses for $40M portfolio. Managed day to day vendor relationships including creation and QA of statements of work, maintenance of recruitment panel and negotiation on software purchases.
• As Change/PMO Manager for Insurance Australia Group, implemented PMO Change Program across $40M project portfolio, within 6 months, moved from delivering 30% to 93% of projects to within best practice tolerances. Designed and delivered a range of communications and training on topics such as project estimation, overall portfolio updates, and refreshed and rolled out new streamlined SDLC process. Developed business change delivery framework for new Enterprise PMO including associated collateral in 6 weeks.
• As a Senior Management Consultant, successfully delivered the IT strategic plan for the NSW Government department of Ministerial and Parliamentary Services (‘MaPS’). This involved interviewing 30+ members of Ministerial staff to elicit IT needs and requirements, and delivery of a comprehensive strategy in only 6 weeks.
• Led the financial modelling and assisted planning of the business readiness stream of a major government transport initiative to deliver a new integrated ticketing system for Sydney transport.
• As an Accenture Manager in British Telecom, led a team to build a 'Retail Demand Model' for the BT Retail Systems estate as an enabler to long term planning & scaling of the ‘Customer Centric Platform’ for the retail customer base. Using Agile methodology, the team worked with 13 ‘platform’ teams to conducts needs analysis for forecasting and sizing, and thus produce tailored reports for each of them. The role involved extensive stakeholder management and expectations management at the executive levels of BT.
• Led a team that developed and implemented a new Portfolio/Project Management & IT Governance framework. This took the best elements of what was currently in use and combined this with best practices to produce a relevant and implementable management system incorporating Agile practices. Key elements were as follows:
• Working closely with key BT managers to understand ‘as is’ processes and evolve a ‘to be’ framework, developed an easy to follow handbook as a desk reference. Also developed an information portal with clear diagrams and process descriptions and a full suite of training material and delivered training to 80 staff in the new methods.
• Developed complete set of requirements for workflow management including use cases and process flows.
• Implemented scoring and prioritisation system to enable portfolio management and ranking of all projects irrespective of business unit of origin.
• Development of clear governance principles in close association with all key stakeholders and communications briefings were delivered to all customers of the group.
• Implemented standardised project costing and cost tracking job aids along with training of key staff in their use.
• As E-Trade Programme Manager at Metcash, delivered from conception www.almliquor.com.au which is Australia's second largest e-commerce site by dollar volume with approximately AUD$150,000,000 in orders in 2005. (Approximately 15% of the total ALM business). It was a multi-million dollar project completed on time and on budget, with a project team of approximately 45 people. The site’s impressive growth was as a result of Paul working closely with key ALM business stakeholders to understand and map their processes and advise them on effective e-commerce marketing.
• Paul also managed the retail technology research and business analysis team and owned the requirements definition and development of PDA based applications for use by the independent retail customer base. This team also conducted research and analysis into areas such as diverse as in-store TV advertising and collaborative planning, forecasting and replenishment (CPFR). Built strategic roadmap for customer PDA application and negotiated all external development.
• Led the national rollout and marketing of the new electronic ordering production system to the grocery customer base ($2 billion orders annually). Led the development and rollout of a new POS solution to a 42 branch network of Campbell's Cash and Carry branches.
• Managed the integration of AUD$130,000,000 customer business from a major customer using industry strength business integration software. Turned around a project in trouble and fixed a customer relationship in severe difficulties.
• As a Senior Project Manager at AOL Australia, fully scoped, planned and costed the set up of second ISP brand, including assessment of potential vendors and systems integrators. Project managed rollout of increased dial-up capacity Australia wide. Developed and agreed with all stakeholders and subsequently put in place network escalation and monitoring procedures for the Australian operation.
• Prior to this in the UK as Head of Project Management at AOL UK, managed a team of 8 project managers for 2 years with approximately 100 projects at any one time. Ensured communication and understanding of project lifecycles to internal customers and implemented regular cross brand prioritisation meetings.
• Project managed Cable and Wireless and UUNET so as to provide new dial-up access provisions for the 'Netscape Online' brand.
• Paul also set up a new development team of 35 people team in Dublin capacity over a three month period in an Acting General Manager capacity.