Project Manager Management

Bob Panic

Mob: 042*-***-***

Email: *********@*******.***

Bob is a top performing global SAP Information Systems Integration Project

Manager, enterprise systems integration pioneer and enterprise change

leader who successfully transforms information management groups into top

performing organizations to as an industry leading enterprise in the 21st

century.

Offering over 20 years of demonstrated career success in SAP and ERP

functional consulting and deployment, implementation/migration, business

process engineering, technical problem solving, business requirements

gathering/needs analysis and managing mission-critical SAP SME's &

operational employees in defining systemized mission-critical process

flows, developing niche creation strategies, executing operational

strategies and promoting organizational process maturity and the optimal

utilization of emerging technologies.

Bob has successfully delivered 4 end-to-end SAP Retail, 2 SAP CRM Projects

for varied clients and 3 end-to-end SAP HR/Payroll & Financial integration

projects ($20 Million budget average)

At Digital/Compaq and Satyam as principal SAP Project Manager for over 8

years, Bob delivered the SAP CRM and Finance module to Satyam India (HQ)

and to Australian Banking clients which enabled Satyam to pitch individual

and focused SAP Financials solutions to their global clients saving $4

million p/a in marketing costs and preventing client attrition and adding

18% to client loyalty to the Satyam bottom line profit for 2006/2007.

Bob has over 7 years of SAP (PM) Retail experience as Enterprise

Assets Management Project Manager at IPEX ITG for OZ Minerals

(formerly Oxiana), Newcrest Mining and Australian Submarine

Corporation with specialised experience with SAP ERP including Data

Migration, Legacy Systems Integration, testing and business

integration subject matter expertise, Bob has the ability and

experience to identify and document the all the required artefacts

of the SAP ERP/Property Program

Bob developed SAP Enterprise Business Training and Development

Requirements Matrix and delivered tailored training to clients

(management level to operational payroll and HR staff). The

training delivered was focused to groups between 5 and 20 people.

Bob working with SAP Retail SME's also created specialist

information/training/brown paper bag sessions focused on key functionality

during the SAP delivery to build user uptake and prepare the workforce well

in advance of the delivery date.

Solely responsible for the creation of the Satyam SAP Retail Training

Centre of Excellence (2002 to 2004) which developed over two years to

provide global tailored training solutions to SAP clients

Bob is the global leading expert in the strategic, practical

implementation, delivery and imbedding of ITIL and IT Service Management

(ITSM); Enterprise Release Management (aligning business application and

infrastructure systems strategy with a people, process and technology

focus); Enterprise Change Management (strategic business process re-

engineering & improvement), Transformation and Core Business Systems and

Process Alignment projects

Industry and Skills Summary

Profession Agile, Prince II, PMBOK, Portfolio Management, Business

al Skills Enterprise Change Management, Stakeholder & Client

Relationship Management; Strategy Development; Business

Enterprise Architecture; Business Analysis; Transformation

& Enterprise Release Management; Organisational & Technical

Change management; Business Process Engineering; Service

Management; ITIL & ITSM Implementation, ISO 20000.

Technical SAP Retail, PeopleSoft ERP, SalesForce, Clarity PPM, Oracle

Skills forms, Change Management, BPR, IOBIEE, SAP CRM, SAP BI, SAP

Sales/Marketing, SAP Payroll, SAP Financials, SAP HR,

SAP/Manfact migration, SAP Business Information Warehouse

(CRM), SAP Warehouse Management (WM), Pronto ERP, Dynamics

AX (3.0), Siebel CRM (Sales & Marketing), TRIM Document

Management Systems, Oracle ERP, GIS systems, .NET, SQL

Server, Maximo, Stratus VOS, Websphere, J2EE, EMC SAN/NAS,

Network and server infrastructure, DMZ, VERITAS Clustering,

NetBackUp, CAD Systems.

Industry Professional Services; Resources; Energy;

Experience Telecommunications; Insurance; Government; Utilities,

Banking and Financial Services.

Employment Summary

Sept 2010 Enterprise Service Level May 2008 ITIL & Enterprise Release

- pres Implementation Consultant - May Manager - Department of

- Adecco 2009 Justice

July 2010 ITIL Operational Feb 2007 PeopleSoft Business Systems

- Sept Excellence Project - May Transition Manager - SP

2010 Manager - Suncorp Bank 2008 AusNet

Nov 2009 - Siebel CRM Enterprise Dec 1998 Core Systems Enterprise SAP

July 2010 Infrastructure - Feb Transition Manager &

Environment Release Lead 2007 Consultant - Compaq

- Bendigo Bank Digital/Satyam

May 2009 - Enterprise Release April IPEX - Senior Service

Nov 2009 Manager - WoG Qld 1991 - Engineer & Portfolio

Dec 1998 Manager

Education

Current in progress: Master of Business & Technology (MBT) Program -

UNSW

1999 Associate Diploma of Information Systems - T.A.F.E

1995-1997 Electronics Sales, Service Management & IT Support Diploma

A.I.T.C

1994 Sales & Customer Service Diploma - South Australian Sales

Institute

1991-1993 Advanced Certificate in Architectural Drafting - T.A.F.E

(Part Time)

Training & Industry Contributions

. Clarity Project Management training (Telstra)

. RAPID Project Management Methodology Training - RAPID is Telstra's PM

methodology based on PMBOK and Prince2

. Integral (SAP R3) Training - Telstra project financial system

. ITIL Foundation Course

Published White Paper:

http://www.architectpavilion.com/vb/blogs/general_panic/50-directions-value-

consolidated-business-enterprise-change-management-view-departmental-

organisation.html

Career Summary

March 2011 to Current: Enterprise Release Manager, AXA/AMP

Key Responsibilities

Operational co-ordination and management of aligned production releases

including management of all pre production testing elements within a 6-week

cycle in which the last 4 weeks covers Pass 2 and 3 of Product Testing,

Regression and Performance Testing. The release process facilitated the

deployment of Projects / Concepts / Application Breakfix and AXA Tech IS

initiatives to the production environment.

Key Achievements

. Creation and management of deployment schedule covering 3 days of

deployment activities (micro level detail) and the release of core

business systems and technology

. Process improvement and refining of existing process creating a quality

focused governance framework

. Worked closely with Configuration Management and using ClearCase as the

software versioning tool enabling a common process to be applied

throughout IS for configuration management.

. Co-Ordination of tasks, timings and resource allocations and

documentation within the Implementation plan and Run Sheet

Sept 2010 to March 2011: Enterprise Service Level Implementation

Consultant, Adecco

Key Responsibilities

Responsible for reviewing & defining Adecco Service Level Business

Requirements. I was tasked to audit, discover and understand the "as is"

state of Service Level Agreements and back office SLA requirements for

Business Units and SLA requirements for Branches (40 branches in Australia

& NZ). Responsible to define & understand business requirements for IT

Services focused on meeting business objectives and needs - Present &

Future and delivering the Adecco Service Level Management Context Diagram.

Key Achievements

. Completed extensive audit of the Adecco Group and verticals to understand

service management requirements

. Developed Adecco Service Level Business Requirements Matrix

. Defined Primary Core Enterprise Business Systems for Adecco

. Created matrix of Service Contracts vs. Adecco Systems

. Completed Adecco & Ajilon Service Level Review Early Findings report

. Created Case for High Availability - Findings report

. SLA's reviewed and findings submitted for Kofax, Adlogic and JXT

. Completed Adecco Group Primary Core Enterprise Business Systems findings

& Key recommendations

July 2010 to Sept 2010: ITIL Operational Excellence Project Manager,

Suncorp Bank

Key Responsibilities

Responsible for leading the Operational Excellence Project, providing

training and implementing ITSM/ITIL into the Core Operational Banking

group.

Key Achievements

. Developed strategy, governance framework and direction for processes and

systems, outlining strengths and deficiencies, future directions,

investment and timeframes

. Completed review focused on core SLA's and OLA's of operational core

banking group to ensure end to end support of the banking platform

. Created Operational Excellence Project 30, 60 and 90+ day plan

. Performed current state audit of core operational banking incident

management as per ISO 20000 standards

. Created gap analysis of current state vs ITIL Audit including detailed

audit findings and context diagrams showing the gaps

. Created ITIL focused Incident management reporting for operational

management providing an accurate representation of how the operational

core banking teams are performing

. Created introduction to ITIL training for senior stakeholders and

operational teams and ran ITIL training workshops encouraging

operational excellence and introducing governance concepts to the teams

Nov 2009 to July 2010: Siebel CRM (Sales & Marketing) Enterprise

Environment Release Lead, Bendigo Bank

Key Responsibilities

Directly responsible for all Siebel CRM - Sales & Marketing module -

Development, Test, System Test, Data Management, Build, Pre-Prod

Environments with a thorough understanding of what requirements are needed

in order to be able to successfully provision environments

Key Achievements

. Configuration of the Marketing module including focused Campaign

Management for key Bendigo Bank clients

. Providing exceptional subject matter expertise of software

configuration management (SCM) tools, principles and practices

. Responsible for delivery of all environment support processes,

procedures and maintenance best practices

. Provided environment support processes on the various large systems

integration projects and ensure understanding of the SDLC and how SCM

and release management fit in;

. Identified and articulated process improvements.

May 2009 to Nov 2009: ITSM - Enterprise Release Manager - Whole of

Government Queensland (Department of Public Works)

Key Responsibilities

Deliver and embed ITIL Release Management function and process into the

department. ITSM Delivery and Training Manager

Key Achievements

. Directly responsible for the inception of Enterprise Release

Management (ERM) function and role

. Directly responsible for setting the strategy and direction for ITIL

implementation

. Directly responsible for PPM Project Policy definition and creation

. 30, 60, 90 and 180 + day Plan created for ITIL Release Management

implementation

. Project management and release management for TRIM

. Stakeholder communication and training road show including executive

presentations

. Operational documentation and training curriculum created for Release

Management

. Member of Process Improvement Board

. Member of Incident Management ITSM Process Board

. Provided ITSM thought leadership and input into the BOOST program

. Corporate Governance Board Member

. Created Release Management Artifact Check list for the department

. Improved quality and good working practices within the department by

action and setting the example

. 2IC for Change Management function

. Member of Process Focus Group

. Created Master Enterprise Release Schedule (holistic, departmental 52

week planning view of all production systems and application/hardware

releases) and socialized to all levels of the department

May 2008 to May 2009: Project Manager - ITIL & BPR & Enterprise Release

Manager, Department of Justice

Key Responsibilities

Management of the ICT Strategy Program - Harmonize - ITIL & Business

Process Re-engineering. I was responsible for the timely delivery and

quality of all aspects of the ITSM planned deliverables. This included

managing the project on a day by day basis and coordination of the team of

two ITIL Subject Mater Specialists to deliver the new capabilities for the

program. I was responsible for monitoring risks, to ensure quality

procedures are in place with regular reporting to all key stakeholders.

Key Achievements

. Delivered Enterprise Release Management function to the department

which is a holistic view of potential risks impacting 180 projects and

over 80 production systems and identifying the dependencies between

them, the function ensures that all production changes and releases

are managed, scheduled, monitored and communicated.

. Managed and delivered the most aggressive and ambitious implementation

of ITIL ever attempted in Australia to imbed 10 ITIL functions into

the Department of Justice within a 12 month timeframe

. Embedded ITIL processes and procedures into the departments culture

and creating Stakeholder Advisory Groups to ensure that the new

processes will stick once the Harmonize program leaves

. Established incident & problem management function and hire of

Incident and Problem manger this provided a 20% reduction of

outstanding and open issues within 3 months

. Established new Service Desk and procedures for customer and call

management processes as per ITIL

. Established the ongoing customer satisfaction survey for the Service

Centre to monitor the improvements in quality and service of the newly

established Service Desk - 12% improvement in customer satisfaction in

the first 30 days and with ongoing customer satisfaction ratings

. Managed the delivery of the ICT Service Support Handbook for the

department this book was delivered on time and launched by senior

department management

. Created and managed the Release Co-ordination Centre to manage

Enterprise Release Management and Change Management functions under a

central function headed by permanent department staff

. Created and managed the Production Systems Dependency Map.

. Created key Process and Procedures for Enterprise Release Management

function and roles and responsibilities of the function.

. Created the Enterprise Release Management Standard and Guidelines

document that governed the new role and function

. Liaised with senior management within the department to ensure

acceptance of the new function and understanding of the new functions

deliverables and its impact to technology, processes and people.

Feb 2007 to May 2008: SAP Retail Systems Transition Manager, SP AusNet (Via

Satyam)

Key Responsibilities

As Transition Manager I delivered a number SAP Retail, HR and Payroll

Training and Education Solutions and SAP HR implementation project for SP

AusNet including project management methodologies, Clarity implementation,

program capability and manage the SAP Sales and Marketing, HR & Payroll

core systems implementation and integration with Supervisory Control & Data

Acquisition (SCADA), Distribution Management Systems (DMS) and HSM (High

Speed Monitoring) and ERP

Implementation Manager: Implementation manger for SAP Retail deployment as

part of the delivery of the new client management solution. Centralised

deployment of SAP Retail with a 1000 seat licence. SAP Reatil module

training was delivered along with new business process to ensure

integration into the organisation. This delivery of SAP was delivered as

part of my wider Business Systems Project Manager role

Key Achievements

Project manager for SAP Retail implementation. I delivered the program on

time and budget saving the organisation over $200k in savings in deployment

and one on one education & online training solutions focused on operational

SAP ERP integration

Working with the SP AusNet engineering group, Nemco (industry governing

body) and Vencorp (Nemco's representative in Victoria) and the ICT

department to ensure that the requirements for OBIEE and distribution

assets auditing, SCADA monitoring substations and the DMS for gas lines are

met and create a costing estimate for the ICT component of the project.

Working with Real-time SCADA Systems engineers, eAI engineers, and the

vendors on the tender contract to ensure that the monitors selected are fit

for purpose and can meet the needs of NEMCO/VENCORP.

Created a Detailed ICT costing and support matrix to assist the tender

submission and was involved with the project proposal and review of the

tender respondents.

Dec 1998 to Feb 2007: Core Systems Enterprise SAP Retail Transition

Manager & Principal Solutions & Training Consultant - ASIA/Pacific Region -

Compaq Digital & Satyam

Key Responsibilities

Key objective of the newly created role was to use my experience in SAP

Retail project delivery, SAP Training and Education Solutions, providing

consultancy skills and knowledge to deliver; SAP Retail, SAP Sales &

Marketing, SAP CRM, SAP Financials, SAP HR, SAP Payroll, SAP BI along with

integration with other core systems like: Pronto ERP, AX3.0, Siebel CRM and

Oracle ERP and OBIEE, TRIM Document Management and to focus on delivery of

SAP solutions to key Satyam clients.

Responsible for the creation of network, technology, core systems and

information strategy and evolution plans, including all business cases and

plans to manage strategic investment and financial control of over $50

million of SAP Retail core Programs for the delivery of end to end

integrated solutions

. Developed and implemented innovative outsourcing & offshore support,

delivery and training model for Satyam Australia clients. Prototyped

the Retail SAP Module revenue model to create re-investment in

onshore/offshore SAPP Retail Training Centre of Excellence, ICT

Support and Outsourcing model; conducted market research; re-framed

business cases; developed competitive offer; established

infrastructure; created marketing and sales support; negotiated

alliances. Solution met 100% of objectives, exceeding revenue and

profit forecasts and providing savings to clients of up to 30%

. I developed custom consultancy and communication strategies, training

centre of excellence, and deployment plans that engaged stakeholders

(2-way) to deepen adoption, which anticipate questions and head off

anxiety, which inspire confidence and demonstrate leadership. These

communication strategies have led to a 15% quicker adoption at Satyam

and Compaq.

. Created a centralised managed ITIL Configuration Management Database

(CMDB) using Remedy and was involved in the day to day upkeep of the

configuration management system including recording all hardware and

software acquisitions. Coordinated regular CMDB audits to ensure

changes on CMDB data were accurate and to identify other Configuration

Items (CI) affected by faults or proposed changes and releases.

Responsible for updating change logs and conducted post change

reviews.

. Led growth strategy and merger evaluations for an international

professional services firm to leverage talent, diversify client base

and enter new markets. Sales tripled over the first 12 months and

extending 25% year on year profits for my Banking Solutions portfolio

. As primary consultant for the banking sector and point of contact at

executive level for all 22 lines of business including Retail Banking,

Small Business, Credit Cards, Lending, Mortgages and Global Payments.

Collaborated to ensure that needs were appropriately prioritized and

promotional initiatives co-ordinated for maximum benefit.

. Delivered candid business cases evaluating the financial viability of

line of SAP module business initiatives. Considered substantial

competitive and gap analyses, customer lifecycle and impact

assessments.

Deliverables also included: Program Charters, High Level and Detailed

Requirements documentation, Change Management, Process Re-engineering,

Training, Business Acceptance Testing, Program Management, Channel Usage

Analysis

Key Achievements - Various Clients

2007 - National Australia Bank - SAP Retail implementation & Training

. Delivered legacy CAMS/CASB finance platform risk management

assessment, training and compliance project with the view of AML

compliance and system reporting functions/requirements.

. Lead a team of offshore SAP developers and local risk compliance

specialists the aim of the project was to audit the existing system

and facilitate the development of additional SAP reporting

functionality to meet compliance requirements.

. Dealt with off-shoring of key functional requirements to India

(Satyam)

2007 - Newcastle Permanent Building Society & Bank - SAP Retail

integration project and TRIM and AML compliance project

. Managed audit of existing systems to get a view of requirements to

meet the governments Anti-Money Laundering and Counter-Terrorism

Financing Act 2006.

. Created a specialised team of dedicated SAP experts based in

Newcastle, this project involved on-boarding of developers and risk

management specialists and developing capability at the client site.

Additional resources were brought in from Sydney.

2007 - NEMCO NSW - the implementation SAP Retail integration program

for NSW region covering major utilities clients for Satyam.

. Implemented the following key Sales & Marketing management modules -

asset, contract, materials and procurement management for NEMCO NSW to

cover assets such as: Sales Pipelines and Marketing Campaigns for

electric and gas transmission and distribution systems.

. Successfully lead a team of Satyam SAP Retail and Maximo consultants

. Successfully lead the team to bid for the consultancy opportunity and

delivery the Maximo integration project for the client worth $15

Million.

. Provided End to end project management and SDLC process integration

for the client

2006 - Department of Treasury & Finance - Senior Systems (Legacy

system migration to SAP CRM, SAP HR/Payroll) Project Transformation

Manager

. Successfully delivered $27 Million project leading a team Size of 12

Project Managers; Vendor Management (Unisys, SMS, Certitude, HP, EMC,

IBM, DiData), 2 Enterprise Architects; + over 30 ICT Staff

. Delivered SAP Disaster Recovery Centre and Production Infrastructure

and Migration project before due date saving $1.5 Million

2006 - Telstra - Training Implementation SAP CRM, SAP Payroll, SAP HR

and Websphere Projects

. Managed a number of TR 1 and 2.2 Infrastructure and Operational

projects with budgets in excess of $25 Million with a team size of 15

. Delivered PeopleSoft update project for Telstra mobiles and Warehouse

2006 - Australia Post - 3PSW Environment Delivery Manager

. Successfully managed and delivered 3rd Party Shrink Wrap (3PSW)

application and license project with savings of $2.3 Million in

license costs over 3 years

2004 - 2006 Sensis Pty Ltd - SAP Retail Applications Systems Project

Manager

. Delivered and managed Release & Change management (ITIL) function for

over 2 years

. SAP Retail Implementation and Training Education Centre Manager -

Project Details: Implementation manger for SAP Retail deployment as

part of the major projects strategy delivering a new suite of products

as of the reorganisation of the Sensis organisation. The project was

successfully delivered within 10 months, saving $100k in time and

materials

2002 - 2004 Satyam - SAP Retail Project & Training Solutions Manager

. Planned major global SAP Retail version upgrade and migration for

Satyam (2004 to 2006) to the SAP system including, Retail, Financials,

HR, Payroll, Customer Billing, AR, AP, CRM, Supply Chain, Order Entry

and Demand Management. Led SAP Enterprise implementation project.

Established controls, energized, led and motivated team of 7 direct

reports and 4 consultants, project finished on schedule and 3% under

budget for capital and 92% under budget for expense items.

. Solely responsible for the creation of the Satyam SAP Training Centre

of Excellence which developed over two years to provide global

tailored training solutions to SAP clients

. Prepared annual operating and capital budget and established controls

to stay within specified limits for all Satyam banking clients for

AISA Pacific region

2002 & 2006 SKM Consulting - Senior SAP Retail Enterprise Project

Manger

. Successfully managed and successfully delivered SAP Retail enterprise

solution using centralised NAS solution upgrade project with a budget

of $27.4 Million

2003 - Newcrest mining - Project Manager - SAP Retail

. Successfully managed and delivered SAP Retail upgrade project with a

budget of $22.2 Million

2000 - 2002 National Australia Bank (NAB)

Managed a number of key strategic SAP Financials (Dealing Room)

integration roles and delivered a number of enterprise initiatives and

projects over 4 year tenure including:

. SAP Payroll & HR

. Core Banking & Business Systems Applications Compliance Manager,

. BASEL I & II compliance and Dealing room upgrade Project

. SAP Financials Deployment and Support Manager.

1999 - 2000 - Email Metals Group Pty Ltd. - Manfact to SAP Retail

transitions Project Lead

. Managed a highly complex enterprise integration project with a budget

of $51.1 Million delivering SAP (Plant Maintenance, Financials and

Manufacturing) migration from legacy Masterpack/Manfact system saving

the Email over $10 million over a 5 year period

1998 - Australian Submarine Corporation - SAP PM Implementation Lead

. Senior SAP PM Systems Manager

. Vendor tender Manager

. SAP Service Integration Centre Manager

. Successfully Managed Project Tender worth $32.2 million total over 3

years

April 1991 to Feb 1998: SAP Retail- Enterprise Assets Management Team Lead

- IPEX ITG for Oxiana Group and Newcrest Mining

Key Responsibilities

Manage and deliver SAP Retail and SAP development & support services to key

IPEX mining clients (Newcrest and Oxiana - now OZ Minerals)

Key Achievements

. Responsible for the creation of a SAP Centre of Support Excellence

. Delivered $28 Million SAP Retail integration and outsourced services

to Oxiana Group across the state with business processes definition

and understanding the end to end delivery of minerals from mine to

shipping ports

. Delivered 20% production efficiency and 40% increase in outsource

quality and stability over a 5 year period to Oxiana Group

. Special contracts Project manager for Oxiana Group (now OZ Minerals)

with extensive travel to remote mines and communities

. Held the role of Specialist SAP Retail Systems Project Manager with a

total Project Budget of $28 Million and a Team of 30 (blended work

team) at Oxiana Group and Newcrest mining

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