Paul Wills

• I was responsible for collaborating with a team of professionals that will assist in all aspects of project implementation, including Solution Architects, Adoption Specialists, and Implementation Specialists. In addition, I worked closely with the customer to facilitate their understanding of the solutions being implemented, as well as the customer’s intended outcomes for the project. A key responsibility identifying and mitigating risks that might impact on the project as a whole and I served as a key escalation point for technical and non-technical issues that may arose during the lifecycle of the Implementation Planning phase of the project.

Main Responsibilities:

• Manage work requests and change orders for production clients providing detailed tracking and reporting of implementation metrics.
• Define project scope, objectives, roles and responsibilities in line with business requirements
• Coordinate project team resources including Adoption Specialist, Technical, Support and System Engineers.
• Lead and monitor all phases of the project implementations, maintaining the change management process, timelines, and overall cost management for each project.
• Responsible for all project communications with customers, project team, sales and management team.
• Responsible for managing communication around escalations to resolve project issues in a timely and constructive manner.
• Responsible for managing and posting all required discovery and project documents in tracking software and ensuring all data elements are completed for project prior to project closure.
• Responsible for managing specific customer outcomes, as identified during project initiation, through a benefits realisation plan.
• Creation and development of strong client relationships

• The Clinical Health Information Exchange (CHIE) project enabled NSW health enterprise systems and associated electronic health record (EHR) systems to exchange and view patient data in one central system called the Single Digital Patient Record (SDPR). This system allows hospitals, Doctors etc to exchange and view patient data in one central System called the Single Digital Patient Record (SDPR).

Key responsibilities:

• Project lead rolling out the CHIE program statewide.
• Reporting to Executive Teams. This includes presenting and producing reports for Steering Committees, Project committees and forums.
• Interface with executive reporting streams.
• Establishing engagement between Stakeholders, Infrastructure (inc Cloud), Vendors, technical teams, data centre, to develop project documentation to meet project governance processes.
• Interfacing with the Technical, Business and service delivery teams
• Creation of business and technical requirements documentation
• Creation of Project Implementation Documentation, Statements of Work.
• Schedule creation and management
• Create and manage monitoring and tracking tools – RAID, Actions logs, Quality stage gate reporting, JIRA, daily status reports.
• Management of full project lifecycle.

• The EDWARD Program for Health involves the full restructure of Health Data Collection across the whole of NSW Health Services and necessarily involved the Engagement of Stakeholders by preparing them for this enormous change and transition.
• My role had several critical parts the key ones being:
• Establishing engagement with Critical Internal Stakeholders within the Ministry and helping to establish an effective governance plan that would meet Program transition needs
• Interfacing with the Technical Platform teams and key business groups in relation to requirements and needs
• Interfaced with e-Health and vendors - GOVDC Azure cloud hosting work streams and internal technical streams
• Facilitated and managed on behalf of Ministry of Health and Pillars – Transition initiation readiness activities with particular focus on Scheduling, project risk and issue management including mitigation strategies, and project reporting. This was through transition readiness impact assessment workshops, and deep dive planning and assessment.
• I successfully established strong and robust communication streams and processes within the Ministry transition Program and an effective tailored engagement approach for each of the stakeholder working groups. With this firmly established, my work allowed for the next stage of engagement to begin, with the transition from the current reporting environment to the new reporting environment.

• With the sale of Colonial First State (CFS) to an endorsed partner, Project Spark was initiated to transition CFS technical and business requirements from the Commonwealth Bank Australia (CBA) to a separate business entity.

Key responsibilities:

• Establishing engagement between Stakeholders within CBA, CFS and vendors and helping to establish an effective Technical and Business requirement plan that would meet program transition requirements.
• Interfacing with the Technical, Business and Platform teams in relation to Technology and Operational requirements and needs.
• Interfaced with technology vendors.
• Facilitated and managed daily stand-up meeting with project teams.
• Created and managed monitoring and tracking tools – RAID, Actions logs, JIRA, daily status reporting to executive management.
• Represented requirements to various executive meetings and forums.
• I successfully documented both Technical and Operational Business Requirements for the divestment program from Day 1. This resulted in a clear and concise requirements phase for the design, build, test, and implementation phases. This initiation phase directly fed into program scheduling which created a clear baseline for project delivery.

• The Business Data Centre upgrade and Reform Program involved leading and facilitating the migration of 15 CBA Administration sites, initiating change management expectations upon Business-as-usual operations, communication of high-level system impacts and detailed mitigation strategies.
• Initial Data Centre hardware audit including cable and tracing records and structured cabling environments.
• Asset Management
• Facility Management processes – Change and Incident Management
• Facilitate two TWS services (Inter Data Centre fibre optic services) to CBA via 3 x DWDM nodes (core network switches), known as CBK, CBM and CBJ.
• Act as the ICT Project Manager and project lead in migrating 15 CBA Administration and core banking MAN sites, onto the new DWDM fibre network – Facility and Incident Management
• All Change processes including Engineering, electrical and data documentation
• Lead multi-vendor implementation teams in the creation of a new CBA Data centre ‘Fishbowl’ replication environment for key CBA network and testing teams for development and testing - CBA Administration and branch replication environments.
• Lead in the deployment of TWS DWDM devices, 2 x new 72 core fibre cables terminated between the new cabinets in Burwood Data Centre, illusive of fiber path redundancy and hardware capacity management.
• Manage the full project life cycle including RAID documentation for risks, assumptions, issues, and dependencies.
• Project lead in all implementation and testing activities.
• Management of all Path to production processes and documentation.
• Management of all network changes and related change management documentation.
• Facilitate communication forums between stakeholder management and technical work streams.
• Facilitation of status reporting to executive management, in relation to project status and milestone reporting.
• Manage the full project lifecycle including RAID documentation for risks, assumptions, issues, and dependencies.
• Interface between all project working groups and wider audience stakeholders.
• The project was successful in migrating CBA Business Administration sites, with no impacts for business continuity requirements. In addition to this success, the project also successfully upgraded CBA Data Centre point to point management links with no impact to core data centre functionalities or network continuity requirements.
• Projects:
• BDSM Telstra interface lead – Device remediation
• CBA Administration and Retail ‘Fishbowl’ testing environments – Migration and Refresh stream
• Third party carrier remediation stream – relocation and consolidation – CBA Burwood data centre
• Network management of Inter Data Centre DWDM TWS link upgrade
• EPAR to BPAR ASP Migration at CBA Burwood Data Centre

• My role was initially a short-term contract as project lead managing the Mental Health Care Classification Program, temporarily replacing the incumbent Senior Project Manager. I lead two project teams concurrently, deploying Ministry of Health online mental health applications that are used by clinicians and internal Ministry of Health executive teams, for performance analysis and benchmarking.
• As the ICT Project Manager and Business engagement lead on the AMHCC Project Readiness-National Mental Health Funding Program, core responsibilities included all aspects of project initiation, business case, project brief, funding, procurement, and resourcing.
• Lead two project teams concurrently deploying Ministry of Health on-line mental health applications that are used by clinicians and internal Ministry of Health executive teams for performance analysis and benchmarking.
• Function as the ICT Project Manager on the AMHCC Project Readiness-National Mental Health Funding Program including all.
• Aspects of project initiation, business case, project brief, funding, procurement, and resourcing.
• Manage the full project life cycle including RAID documentation for risks, assumptions, issues, and dependencies.
• Provide PMO Project Governance and compliance at executive level – PMO and project steering committee reporting, PMO Project highlight reporting, PMO Project stakeholder reporting, vendor management, schedule management and change management.
• Implement the P2P Organizational handover and project close activities.
• Develop and maintain productive working relationships with project owners, business functions, IT developers, vendors, and other project stakeholders.
• Conduct regular meetings, facilitate communications, ensure coordination, and cooperate among team members while planning and facilitating project review meetings to expedite requirements and provide resolution of project issues.
• Projects:
• AMHCC Classification Readiness Project - ICT
• AMHCC PSC and AMB Application Testing and Deployment – Project Lead
• e-YES on-line MH Application – Project Lead
• Ministry of Health NSW LHD Performance Reporting Application – Project Lead
• Ministry of Health – Drugs and Alcohol Data Analytics Reporting Project
• The e-YES Mental Health Application was presented to the Minister for Health and State Premier’s Office as a health commitment to NSW. The application was officially launched in NSW parliament during Mental Health week. The application has resulted in significant increases in Mental Health engagement surveys, resulting in increased levels and standards of patient care across NSW hospitals and community facilities.
• The PDC (Psychiatric Data Collection) is now used across NSW and is a primary source system for facility performance and district performance comparison benchmarking

• My role as Part of the technical project deployment team delivering the eRIC (Electronic Record of Intensive Care) to the first pilot site, Port Macquarie Hospital, was to work with KPMG Consulting to manage and facilitate scheduling and risk management workshops with five project management streams.
• Work with multiple vendors to establish reliable and consistent service level and resource agreements while providing weekly governance reporting to e-health Project Management Office.
• Keep all stakeholders (internal & external) engaged in the project, aligned on expected outcomes, and informed throughout the program and serve as a liaison with client and 3rd parties, ensuring alignment and understanding of key dependencies.
• Perform project scheduling and attend customer and internal project meetings regarding project tracking, issues and change management schedules.
• Establish customer expectations of project scope, deliverables, procedures for project communications and dissemination of information for team members.
• Assess vendor products and maintain positive vendor relations and manage project personnel responsible for implementation of the project tasks regular works meetings, motivate staff, and manage conflicts and crises.
• Supervise project close and operational handover documentation for the full project lifecycle, software and application lifecycle and the management of RAID documentation.
• As a result of this project phase, eRIC was successfully deployed and released into the program pilot Port Macquarie hospital under high public and political exposure. Today, eRIC is used in every hospital in NSW where every ICU and HDU patients are now monitored in real-time monitoring environments.
• Project:
• eRIC (Electronic Record of Intensive Care Application) pilot deployment to Port Macquarie Hospital NSW.

• Project manage small to medium multi-disciplined data and voice network and firewall (Data centre) projects for Transport for NSW and Roads and Maritime Services.
• Use PMBOK and Agile methodologies and meet with multiple internal and external working groups and vendors to deliver full projects during full life cycle phases.
• Act as the first point of contact for all project functions to oversee full project lifecycle and manage and deliver small to medium projects with medium-sized Engineering and Delivery teams.
• Perform budget management forecasting, accruals and project costs, project documentation, scheduling, issue tracking, resource management, change control and QA.
• Present project reports liaise with project stakeholders directly to define and deliver their needs, track, schedule and manage projects and supervise implementation of project deliverables as defined by the project or program
• Manage PMO activities including PCG highlight and status reports, including project close and operational handover and project kick-off meetings - defined project objectives and scope, tracked risks, assumptions, and managed detailed project schedules.
• Facilitate project review meetings to expedite requirements and resolution of project issues and establish customer expectations of project scope, deliverables, procedures for project communications.
• Projects:
• Transport for NSW relocation and data centre consolidation
• Sydney Trains Wi-Fi rollout
• Server and firewall standardisation project
• Transport for NSW Wi-Fi standardisation program
• ITSR and OTSI Network separation
• Transport for NSW wireless remediation project