Summary of experience

Transcription

1 Nicola Levington has over 20 years experience in global IT implementations, including 15 years in contract roles on financial SAP/ERP projects. Nicola has worked in senior change and training roles in implementations of large scale projects across the USA, UK, Latin America, New Zealand, Canada, and Russia. Nicola has experience in engaging stakeholders in the change process across culturally diverse projects, ensuring reports and presentation packs are suited to the targeted audience. Nicola has demonstrated capacity to identify, assess, and manage a range of stakeholders and build positive relationships across the business groups. Industries covered include FMCG, healthcare, oil, banking and finance, mining, utilities and retail. Nicola has managed audience analyses, communication and training strategies, impact assessments, business readiness and transition planning for projects. She is skilled in business process reengineering, process improvement with SMEs and Lean Six Sigma transformation opportunities. Summary of experience Change change management change and impact assessment stakeholder engagement business readiness assessments system implementation implementation strategy Strategy risk management strategy post-implementation strategy information needs analysis Process business process analysis process improvement process mapping process hierarchy development workshop facilitation process documentation Training training strategy training needs analysis training materials development training delivery Documentation information design plain English writing and editing document design and layout information mapping methodology Other project management mentoring and coaching team leadership quality assurance Lean Six Sigma methodology SAP Modules MM - procurement, inventory management, logistics, PP, WM SD and CRM, Retail FI - AP, AR, GL, PS, CO, BW/BI 1

2 Education and professional development Tertiary qualifications Professional courses Bachelor of Arts (Sociology & English), Monash University, 1988 SAPL0550 Configuration and Organisation Materials Management, 1997 Change Leadership, USA, 2000, Project Management Professional experience Toyota Motor Corporation, Victoria Department of Primary Industries, Victoria Contact Energy/Origin Energy, New Zealand July September 2012 SAP Training Manager Toyota is the biggest automotive company in. It sells more than 180,000 new vehicles per year and commands an 18 percent share of the country s newcar market. The project, involves a technical upgrade and merge of Toyota s SAP ERP4.7 and HR ECC5.0 systems to a newly integrated ECC6 platform. Change management activities cover stakeholder management, engagement and communications plans, change readiness assessments, training needs analysis and managing training documentation development. March March 2012 SAP Training Manager Victoria s earth resources and fishing industries generate over $6 billion in production value and $54 million in revenue for the State per annum. The SAP CRM project is charged with streamlining current business processes and replacing outdated and obsolete IT systems. Design and execution of the training strategy were the key responsibilities on this program. Managing a team who are developing CRM training courses using Productivity Pak(uPerform) with focus on a rollout of classroom training to regional staff. August 2010 October 2010 SAP Organisation and Change Manager Working at New Zealand's largest energy company, this role covered managing stakeholders through the initial phase of SAP project implementation focussed on Finance transformation - changing the procurement, project management, expense recording, and time management systems, using SAP, rather than legacy systems. Change team's focus was on stakeholder engagement, impact assessments, business readiness assessments, overseeing communications and rollout of classroom training in 6 locations in New Zealand and also quality check of online RWD uperform simulations, and documentation supplied by the offshore company. A practical approach to change, consistent teamwork, and final coordination of go-live and support, ensured a successful first phase of the SAP rollout at Contact Energy. 2

3 ORICA Mining Services, January 2010 June 2010 SAP Change, Communications and Training Manager A centralised hub global business model for value chain transformation was the key aim of the programme. Initial role was to manage change, regular communications to and manage key stakeholder groups. Working closely with the senior management and project team on a global level, to ensure consistent messaging in various forums - local, the centralised Asian Hub and adopting countries in North America. This role emerged to manage Global change and training rollout to Canada, USA and Singapore impact assessment, process and SAP training, managing trainers, business experts and managing online documentation, scheduling of classes, surveys and assessments. Results ensured change was embraced by all regions, with compliance to the project finance terms from Melbourne office. Powercor, May 2009 December 2009 SAP Change Manager Managing stakeholder engagement, change impact assessments and devise communication and training strategies for broader rollout to business. Responsible for scoping and conducting stakeholder workshops and facilitating view on best way to progress with new SAP functionality, to users who were embedded in older ways of working. Assisting with process re-engineering, positioning new functionality communications and stakeholder expectations. Meeting and brainstorming with Steering Committee on a weekly basis of what is required ongoing, and scoping sessions to evaluate best way forward. Spotlight Stores, March 2008 November 2008 SAP Change and Training Manager Manage stakeholders through new POS system rollout (Surefire). Identify change impacts and mitigate risks. Oversee all change activities and report to steering committee. Design, manage and assist business representatives in strategy and rollout of training and effective change. Incorporate effective communications for program. Manage a team of 12 trainers across documentation and training delivery for finance, buying teams, a distribution centre and 109 retail stores nationally. 3

4 Chevron El Segundo Refinery, Los Angeles, USA February 2007 August 2007 SAP Change and Process Design Manager Design and implement change management plan to re-design, map and document processes at El Segundo Refinery in Los Angeles. Engage and manage impact analysis, change process for team and senior management. Conduct detailed sessions to identify, measure and improve broken compliance processes. Stakeholder engagement was a key to this success. Facilitate weekly stakeholder meetings, and address key concerns. Report to monthly steering committee and monitor and escalate issues when required. Developed strategic implementation plans, business readiness assessments and transition plans for new methods of work. Provide online documentation of action plans, with visible accountability. Recommend solutions, benefits, solutions and ways to implement each stage. Provide communication plan for updates to actions. Support, coach and mentor refinery team (some Union based) to embrace change and new processes. National Foods October December 2006 SAP Training Consultant Manage all documentation and training for SAP Finance team. Develop and manage training materials in RWD Info Pak for SAP ECC6. Assist business representatives in strategy and rollout of training. National Bank, January September 2006 SAP Change Manager - Lean Six Sigma project Develop and manage the change management and training plans, stakeholder engagement and functional leadership teams, using Six Sigma processes (DMAIC). Oversee all change, training and communications work across divisions. Design and monitor change impacts and gap analysis. Manage key stakeholders and present to management teams for Global divisions (US, Asia, UK and Aust/NZ) Manage team of 6 staff members to work on training materials as well as help cards and online updates. Develop and implement Six Sigma training sessions for each phase. Execute Business Readiness and transition plans for changes to global processes. Interview board of directors for input to global treasury updates and ensure value-added results are implemented. Monitoring of training effectiveness Fonterra, Auckland, New Zealand January June 2005 SAP Training Consultant - JEDI project Delivery and update of globally-applicable training material across four regions. Specialised in CRM, Inventory processes and Sales processing. Onsite training delivery in Mexico City and daily SAP support at go-live for the warehouse and Mexico logistics and CRM/Sales team. 4

5 National Bank, May December 2004 SAP Change Manager - IFRS project Developing and managing the change management and training plans, stakeholder engagement and functional leadership teams, using Six Sigma processes (DMAIC). Oversaw all change, training and communications work across divisions. Designed and monitored change impacts and gap analysis. Manage key stakeholders and present to management teams for Global divisions (US, Asia, UK and Aust/NZ). Managed a team of 6 staff members to work on training materials as well as help cards and online updates. Developed and implemented Six Sigma training sessions for each phase. Executed Business Readiness and transition plans for changes to global processes. Interviewed board of directors for input to global treasury updates and ensure value-added results are implemented. Bureau of Meteorology, May 2003 June 2003 Change Management and Training (SD and FI - AR) Developed online training package which included the development of detailed process flow diagrams and transaction documentation. Focused on sales of weather services, quotes, cash sales, sales orders and subscriptions of products. Cadbury Schweppes, December 2002 April 2003 Training and Documentation (Logistics Warehouse Mgt) - Project PROBE Developed online documentation for instructors and class. Co-ordinated input from business representatives, ensuring business scenarios were included. Cadbury Schweppes experienced significant issues with the use of SAP warehouse management from both a systems, change management and process point of view. Focus was to ensure that customer service was achieved while the system infrastructure was redesigned and correct business processes were created and implemented. This involved the onsite support of warehouses, ensuring product was distributed correctly. The training rollout and ongoing support allowed insight and good understanding of the Cadbury Schweppes n supply chain across all states, as well as expanding knowledge in warehouse and inventory management skills in the SAP system. Country Fire Authority, April 2002 November 2002 Change and Training Management (MM, FI, CO, AP, AR, SD) Conducting Change Management surveys and Training Needs Analysis for all staff. Managed rollout of SAP to end-users at HQ and across Country Victoria. Developed online simulation work, using simulation tool On Demand, to develop simulations of transactions for end users. Quality review of all transactions test and train using the simulations. 5

6 n Wheatboard, January 2002 April 2002 SAP 4.6C Training and Documentation (BW) Developed documentation for Business Warehouse module and delivered training materials (slides, handouts and instructor guides). Reports on Type of Risk, Foreign Exchange, Forecasting, Daily Profit & Loss. Sakhalin Energy, Shell Exploration, Sakhalin, Russia August 2001 November 2001 SAP Training Analyst / Advisor (MM, FI, CO) Conducted Change Management surveys and Training Needs Analysis for all staff, cross section of existing and new users in Finance division. Interviewed and assessed management teams and finance staff, provided recommendations to project management and strategic way forward. Shell Services International, July 2000 April 2001 Upgrade SAP 3.1H to 4.6B Project (MM, FI, CO, SD PP) Evaluated communications methods and training options. Provided proposals for rollout of upgrade project. Ensured all deliverables are completed on time, on budget. McKessonhboc San Francisco, USA October 1998 February 2000 SAP 3.1H Change and Training Manager (FI-AP, AR, Fixed Assets, PS, GL, AP, MM) Managed Change strategies (communication, training and change leadership education) by using strategies, tools, and methods tailored to McKesson organization across various SAP projects. Owned overall execution of Change Management and classroom training conducted in three waves of training in Dallas and San Francisco, with approximately 800 employees trained. Conducted Change Leadership training sessions in roadshow format, ensure communication methods were in place bulletin boards, weekly update meetings, intranet strategy for end-users and line management. Managed a team of 12 change and documentation staff, some were external consultants. Shell 1996 August 1998 SAP Training consultant Documentation and trainer for SAP modules across all states in on Shell 's first SAP project. Shell February 1988 Various IT roles - Data centre operations, Call centre manager Joined Shell after graduating from Monash university and completed various IT roles for 10 years before entering a SAP project. Referees: Available on request 6