Planner, Scheduler, Project Manager, Project Director, Earned Value Analyst, Risk Manager, Australian DoD, Ball Solutions, QinetiQ Australia, Various including P3-Orion Upgrade (Texas), Wedgetail 737 AEWC Project (Seattle)

START Date: 
July, 1992

Earned Value Management, Planning and Scheduling.

Steve was the Earned Value Manager and Principal Analyst for several Defence Major Capital Acquisitions, including two overseas postings to the USA with DMO Resident Project Teams. He was responsible for the Earned Value Management implementations on those Projects and the development and maintenance of their schedules. On return to Australia he oversaw the introduction of an improved and standardised scheduling and reporting system in Defenc. Since joining QinetiQ has been engaged with the development of planning documentation and schedules across QinetiQ’s client base. He is a regular contributor to planning and scheduling forums. His technical expertise with respect to specific planning and scheduling tools is primarily with Open Plan Professional and Microsoft Project, although in his role as systems reviewer, he is familiar with other major scheduling platforms, such as Primavera.


Project  and Program Management.

Steve was the Project Director for a major culture change project aimed at improving the organisational ability to plan and report schedule performance across the DMO. He was responsible for the direction of this project from development of Business Cases and Project Plans, through to managing stakeholder involvement, drafting reports to senior management, chairing Project Management Stakeholder Group meetings, resource management, and general Project Office administration. He has also supported clients in the early planning stages of projects, identifying and defining requirements, establishing Governance regimes, and developing documentation to manage projects through the approvals process. He holds a Masters degree with a specialisation in Project Management from the University of Southern Queensland.


Risk Management.

Steve has developed the Risk Strategy and Reporting framework for HRRP and assisted the Program Office staff in the development of Risks, through identification, evaluation, analysis, and treatment strategies. He has also presented Risk training to government bodies such as Defence, the AFP, and Geosciences Australia.


Policy Development.

Steve is the formerDirector of Project Management Systems (DMO) responsible for the oversight of Earned Value Management, Risk Management, Project Management Methodology v2 (PMMv2) - a Prince2 based Project Management Methodology adopted by the DMO.In this capacity he represented the Australian DoD on the Standards Australia committee for Earned Value Management (development of AS 4817-2006). He also represented Defence on the International Performance Management Council, a Government to Government body tasked with the unification and standardisation of Project Performance Management policies and practices among member countries (i.e. Britain, USA, Canada, Sweden, New Zealand, Japan, and Australia).


Training and Facilitation.

Steve has been a facilitator for Diploma courses in Project Management for Australian Institute of Management, as well as delivery of Project Management, Earned Value Management and Risk Management training to DMO, AFP, and other government bodies. In addition, Steve has designed and delivered training programs specifically tailored to the needs of organisations, such as a major Defence Systems Program Office, in the lead up to major management systems reviews. He has delivered lectures on Project Management to students ADFA as well as to the ADF Technical Staff Officers’ course. He also holds a Certificate IV in Training and Assessment.


Management Systems Maturity and Compliance Assessments.

Steve has performed assessments of the Project Performance Management Systems of some of the largest Defence and Aerospace companies in the world, including Boeing, Lockheed-Martin, Northrop Grumman, Raytheon, BAe Systems, ELTA, Tenix (formerly AMECON), and Telstra. Additionally he has reviewed and provided advice to the DMO on ways to improve its project performance management. Specifically this included establishing and improving measurement methodology and practices, embedding and improving the application of the DMO’s Prince2 style Project Management methodology across the materiel lifecycle, and establishing and implementing methodologies for in service support management in the DMO.