Project Manager, eMedications Management at NEHTA
South Brisbane Area, Australia
- Current
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- Project Manager, eMedication Management at NEHTA
- Past
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- Principal Consultant at e-CentricInnovations
- Project Manager at Deakin University
- Director at Appropriate Approach Pty Ltd
- Project Manager at Department of Education, Training and the Arts
- Business Analyst at Department of Pemier and Cabinet, Queensland
- Project Manager at Department of Primary Industies and Fisheries, Queensland
- Business Analyst at ACI Glass Packaging, Australia
- Enterprise Architect at ACI Packaging
- Program Manager / Senior Business Analyst at ACI Packaging
- Consulting Business Analyst at Owens-Illinois Inc.
- ICT Manager at ACI Glass Packaging, Penrith
- Project Manager / Analyst / Developer at ACI Glass Packaging Brisbane
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Kieron McGuire’s Summary
• An accomplished project manager with experience in managing business transformation, application development, IT infrastructure, and process control projects.
• Experienced in business process reengineering, product development, knowledge management, and intellectual property management.
• Experienced in program governance, benefits management, change management, enterprise requirements management, agile application development and enterprise architecture.
• Skilled at defining the right project to solve the right problem.
• Skilled in developing cost-effective, fit-for-purpose solutions that best leverage existing resources and assets.
• A cooperative and collaborative approach to working with executives, peers, team members, customers, suppliers and other colleagues. A strong customer focus.
• Skilled in effectively engaging stakeholders to build buy-in and agreement.
• Attention to detail coupled with a big picture view.
• A comprehensive understanding of the critical success factors in business transformation projects.
• Proven ability to manage complexity.
Kieron McGuire’s Specialties:
Project Management, Program Management, Program Governance, Business Analysis, Requirements Analysis, Business Process Improvement, Business Process Re-engineering, Requirements Management, Iterative Development, Risk Management, PRINCE2, Rational Unified Process (RUP), Software Architecture, Enterprise Architecture, Information Strategy, Logical Framework Approach, DMR/Fujistsu Value Management, Benefits Realisation, Vendor relationship management, GITC5 Procurement
Kieron McGuire’s Experience
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Project Manager, eMedication Management
NEHTA
(Non-Profit; Hospital & Health Care industry)
October 2009 — Present (2 months)
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Principal Consultant
e-CentricInnovations
(Privately Held; Information Technology and Services industry)
April 2009 — October 2009 (7 months)
Providing program and project management and governance services, business transformation, change management, system development, and system integration services.
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Project Manager
Deakin University
(Educational Institution; Higher Education industry)
May 2008 — April 2009 (1 year )
Deakin University had been attempting to develop a Learning Repository solution for a period of 12 months. The project lacked clearly defined scope and objectives had deployed two releases of the solution that did not meet stakeholders’ expectations.
• Implemented PRINCE 2 project management practices
• Gained Project Board approval of a clearly defined set of business objectives and project stages
• Rebuilt project team morale through consultative leadership and clear direction regarding tasks and timeframes
• Rebuilt stakeholder confidence in the ability of the project team to deliver a simple and practical solution with real business value
• Delivered on-time, on-budget milestones including deployment of production system -
Director
Appropriate Approach Pty Ltd
(Information Technology and Services industry)
April 2003 — April 2009 (6 years 1 month)
Appropriate Approach Pty Ltd provides project management and business analysis services to public- and private-sector organisations in South-east Queensland, from Brisbane to the Sunshine Coast
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Project Manager
Department of Education, Training and the Arts
(Professional Training & Coaching industry)
October 2004 — May 2008 (3 years 8 months)
• Engaged stakeholders to develop the strategy, vision, and scope for a program to build organisational capability capability in intellectual property management and online training delivery across Queensland’s 12 TAFE institutes.
• Built and led a professional, highly-effective team of up to 36 staff to engage TAFE institute stakeholders, manage change and implement the procured Learning Content Management System and Learning Management System.
• Led the development of effective change strategies, staff capability strategies, and support models to address barriers to uptake, drive cultural change and to sustain ongoing organisational capability.
• Built the business case for the 4 year, $10 million program and facilitated Governor-in-Council expenditure approval.
• Developed and led the procurement process to select products and services to support the program within and led the development of contacts under Government Information Technology Contracting (GITC) framework version 5. -
Business Analyst
Department of Pemier and Cabinet, Queensland
(Government Agency; Executive Office industry)
April 2004 — July 2004 (4 months)
• Engaged stakeholders from the Department of the Premier and Cabinet, the Office of the Queensland Parliamentary Counsel, Queensland Treasury, Queensland Police Service, the Department of Justice and Attorney General and the Department of Corrective Services to develop a whole of government approach to the creation and maintenance of master definitions for criminal and other offences.
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Project Manager
Department of Primary Industies and Fisheries, Queensland
(Public Policy industry)
December 2003 — March 2004 (4 months)
• Engaged stakeholders across fifteen teams in seven separate and independent business units to agree to the vision and scope for the development of an enterprise application architecture.
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Business Analyst
ACI Glass Packaging, Australia
(Public Company; 1001-5000 employees; Glass, Ceramics & Concrete industry)
August 2003 — October 2003 (3 months)
• Reengineered the glass packaging product development process (60 activities, 20 participants, 4 business units) to improve the accountability, repeatability, measurability and predictability of the process.
• Used shuttle diplomacy to resolve mistrust and animosity between business units and to build buy-in and agreement to overhaul business rules based upon outdated assumptions that severely constrained the product development process and the responsiveness to ACI’s customers. -
Enterprise Architect
ACI Packaging
(Glass, Ceramics & Concrete industry)
November 2001 — July 2003 (1 year 9 months)
• Improved ACI’s organisational capacity to define and implement business transformation and application development initiatives that are aligned to the corporate strategic plan.
• Developed a new organisational capability in J2EE application development.
• Developed a corporate J2EE application architecture.
• Developed and evolved ACI’s enterprise business model and ACI’s enterprise requirements management framework as the foundations for integrated business solutions.
• Developed and evolved ACI’s enterprise information management architecture to support the business units throughout the Asia-Pacific region. -
Program Manager / Senior Business Analyst
ACI Packaging
(Glass, Ceramics & Concrete industry)
December 1995 — November 2001 (6 years )
• Maintained ongoing engagement between the Information Technology unit and manufacturing business units in Australia, New Zealand, Indonesia, Malaysia, China, India and the United Kingdom.
• Engaged stakeholders to develop the strategy, vision, and scope for a program of interdependent business transformation and application development projects to improve productivity and information availability in the areas of process management, plant maintenance and inventory management.
• Managed the successful delivery of projects to improve the resolution, quality and availability of process and production information.
• Contributed to a halving of unscheduled plant downtime
• Made significant contributions to the corporate IT strategy, policies, budget, business processes, project governance and human resource management, recruitment and development. -
Consulting Business Analyst
Owens-Illinois Inc.
(Public Company; 10,001 or more employees; Plastics industry)
April 1998 — March 1999 (1 year )
(Secondment from ACI Packaging)
• Developed requirements specifications for business support systems for the glass packaging industry.
• Provided architecture guidance to project team. -
ICT Manager
ACI Glass Packaging, Penrith
(Glass, Ceramics & Concrete industry)
March 1993 — December 1995 (2 years 10 months)
• Successfully managed information infrastructure projects, including the installation of a site-wide structured cabling system, the development of site-wide LAN and email systems, and the relocation of the site data centre.
• Successfully managed projects to commission process control systems and instrumentation.
• Managed application development projects to improve process analysis and information availability
• Improved the capabilities and reliability of a critical third-party process information system.
• Met the availability requirements for IT infrastructure and process control systems. -
Project Manager / Analyst / Developer
ACI Glass Packaging Brisbane
(Glass, Ceramics & Concrete industry)
January 1992 — December 1993 (2 years )
• Led a team of 3 to successfully scope, design, develop and implement a plant-wide information management system.
• Improved the availability, reliability, and resolution of process information for analysis and decision making.
