Tobias Wright

• Since joining the Department of Education mid-2021 I have quickly established a reputation for professionalism, high calibre project management, capability building, and building strong working relationships that enable collaboration and ensure outcomes are achieved. My essential knowledge and experience has enabled the planned project maturity uplift, a consequence of the project management review completed by Tanner James early 2024. I have led an evaluation of departmental project finance against project management data, developed a gap analysis to enhance the quality of project reporting information. I provide essential leadership within the team by reviewing committee papers and reports prior to submission to the executive for endorsement and finalisation.
• Achievements:
• Played a key role in preparing and coordinating the Capital Investment Process for the 2025-26 Department of Education capital investments, including the development of financial tables to support decision-making by the ICT Committee and Project Office.
• Enhanced portfolio finance reporting by introducing succinct visual presentations.
• Demonstrated leadership and fostered collaboration as a member of the ones working group within the Education Funding System and Digital Services division.
• Co-developed a Project Portfolio Review proposal designed to establish a standardised review process and advance project management maturity within the department. While the process has not yet been formally adopted, it has identified clear areas for improvement and provided recommendations for future change.
• Maximized participant satisfaction by providing tailored guidance and support throughout their program journey.
• Increased client satisfaction by providing exceptional customer service and timely project delivery.
• Strengthened communication channels among team members, fostering a collaborative working environment.

• As Director of the project office on various occasions I have taken responsibility for the team, I drive the development and implementation of best practice project management in support of successful delivery of departmental project portfolio. I advise senior executives as the representative of the Project Office when providing focused oversight of projects with emerging risks and issues impacting successful project management and delivery. I am a reliable conduit between the Branch and Division executive and project and Investment Committee (PIC) and ensure proper oversight of the Project Office governance and assurance to accurately report the progress of the overall project portfolio. I provide influence and trusted advice to the Assistant Secretary (AS) leading Digital Services & Project Office to advocate and negotiate best practice outcomes.

Achievements:

• Completed contract renewal for Altus (Departments 3PM management tool) with compressed timeframes. Under pressure I worked with Finance and contract management to get Altus licensing renewed ensuring continued use of the platform beyond end of January 2025.
• Managed delivery of all required external reporting obligations with reduced resources due to leave and competing priority work.
• Leveraged professional networks and industry knowledge to strengthen client relationships.

• I provided support and leadership in the MII Program Management Office team and part of the Data Integration and Utilisation Strategy Branch in Individuals and Intermediaries. Initially when I joined the team from MBR I took responsibility to deliver the Program Financial Management as well as program status reporting for MII. In February 2024 it was announced the MII program would close after delivering the initial outcomes intended. With my extensive experience which I gained in program management, governance, and reporting as part of the MBR program, I pivoted to lead the closure governance for the MII program since the announcement of MII program closure late February 2024. The governance of the program was highly commended during the closure gateway review delivered by the Department of Finance.
• Achievements:
• Quickly acquired functional knowledge of financial systems and tools to effectively manage delivery of financial tracking and reporting for the MII Program.
• Established tracking document for all program closure activities and governance requirements to manage formal handover products to business and close the Program according to the ATO Program management method.
• Effectively led monthly Status Reporting across the MII Program.
• Highly commended for program governance practices as part of Department of Finance gateway review of MII Program
• Provided key leadership to project managers, directors, and other team members.
• Managed complex projects from inception to completion, ensuring timely delivery of high-quality results.
• Organized workshops and trainings for stakeholders, increasing understanding of program goals and objectives.
• Maintained detailed documentation on all aspects of programs, creating an accessible knowledge base for future reference.
• Facilitated stakeholder engagement sessions, incorporating valuable feedback into program development processes.
• Collaborated with cross-functional teams to design and implement innovative programs that addressed community needs.
• Mentored Corporate Division Project Managers and support officers to improve program management.

• I led a team in the MBR Program Management Office responsible for tracking program status and delivering consistent reporting outputs for the Modernising Business Registers (MBR) program. I provided strategic leadership in the establishment of Program governance practices successfully leading the implementation of the MBR program reporting arrangements and supported the establishment of the MBR program management processes, since initial 2019-20 MYEFO funding to program closure 2023.
• Achievements:
• Designed and implemented the MBR Program reporting arrangements and guidelines for the life of the program.
• Iteratively developed a single consolidated status report for the whole of MBR Program. A Key challenge was the dynamic operating environment of the program leading to frequent changes in requirements and audience.
• Completed delivery of closure governance activities including management and secretariat for MBR closure forum through to end of Program - September 2023.

• Providing high level and complex advice coordinating corporate level project/program reporting, including the ATO corporate project method, tools and processes. I developed and delivered information-based data solutions, in support of the Portfolio Management branch and ATO whole of government reporting obligations.

• I provided leadership and strategic advice for business system and development for the Tax Practitioners Board (TPB), supporting the TPB Register and Online interfaces supporting compliance with the Tax Agent Services Act 2009 (TASA), including the Code of Professional Conduct (Code). My primary responsibilities included leadership and direction for the Business Systems and Services (BSS) team; Managed and allocated BSS resources to maintain TPB IT systems according to legislative, APS and ATO policies and instructions. Managed relationships with external stakeholders (ASI, ASG) to support TPB IT Business systems including desktop, website, online forms, and Enterprise systems and IMIS database. Provided technical expertise in leading the design and implementation of new technologies to meet business needs, and produced high level IT technical, operational and procedural advice.
• Achievements:
• Led the decommission of legacy forms (Application Manager), replaced with updated system and forms, and delivered in October 2017. Delivered new online form interfaces to replace old and unsupported systems, providing alignment for all live online forms.
• Implemented Application fee and Category changes to TPB Business systems, 1 July 2018.
• Implemented the Registered Tax Practitioners Symbol (RTPS) Automated system delivery in 2016.
• Significant contributions to the TPB – Chairs Award (Certificate of Appreciation) (2013)

• I engaged with internal and external stakeholders and service providers for the TPB. I ensured compliance with TPB policies and processes and TPB and Service Provider contractual obligations; Managed relationships with all stakeholders in support of the TPB complex IT environment. Led performance management, supplier relationship management, financial management and contract governance. Took appropriate action to resolve complex IT contract management issues and implement solutions; and provided Knowledge transfer and consulted with work areas to achieve IT objectives.
• Achievements:
• Successful completion of the TPB Business Recovery Plan.
• Managed relationship with business support stakeholders for the TPB, Advanced Solutions International (ASI) and ASG Group.