Areas Of Expertise:

• Project Delivery
• PMO establishment and management
• Financial Management

Education:

• Bachelor of Arts (Honours), University of Bedfordshire, England

About Dave Rider

Dave joined Seven Consulting’s Melbourne team in January 2022. He is an experienced project management professional, with strong career experience in project delivery, process development and refinement, methodology, governance implementation, business change and delivery maturity development.

What Dave brings

• Experience in the establishment of traditional, hybrid and agile PMO practices.
• PPM toolset expertise.
• Strong Financial Management skills.
• PMO management; creation & management of budgets, schedules, issues & risks management, scope management.
• Track record of delivering business process improvements in a customer centric environment.
• Strong Stakeholder Management, Governance and Reporting to an Executive & Director level in project delivery and portfolio environments.

Key Clients:

• Australia Post
• AGL 
• Macquarie Bank
• VMIA
• Bunnings
• Database Consultants Australia (DCA)
• Energy Australia
• Internet Business Systems Australia
• Origin Energy
• TRUenergy
• AGL
• Jemena

Key Achievements:

As Senior PMO Consultant at Australia Post, Dave managed the enterprise level establishment of project planning and mobilisation capability, he uplifted and standardised the business case development across multiple business units. Dave also designed and developed the project categorisation and integration with strategic planning and was also responsible for PM and business unit training and support in business case development. 

As Senior PMO Consultant at AGL, Daved supported AGL’s first phase Retail Transformation with a combined international development and delivery team of over 200, implementing a salesforce retail solution. He joined the program part way through delivery with disparate ways of working; limited, politicised and subjective reporting, divided between delivery support vendor and SI team. Dave worked with the program directors, sponsors and all stream leads across the program to agree and oversee standard build tracking, establish program and governance metrics, create and progressively improve general program and specific issue targeted reporting for both visibility and executive action.  Dave continually adjusted and responded to structural changes to ensure a consistent and consolidated view of delivery to plan, coordinating and publishing twice weekly reporting to steering committee and the broader stakeholder group of over 300, as well as setting up an implementation framework for tracking all criteria for the program deployments. 

As IT PMO/Scheduling Manager at AGL, Dave worked within a Program Management Office and acting in an advisory role to the Enterprise Value Management Office, to develop and mature the centralised, consistent, and continuous development process for PMO and project management practices; while in parallel developing project pipeline management, to provide an ongoing view of future work and resource requirements, aligned to business operational and strategic drivers. He was responsible for the rollout of tracking and reporting approach to PM and Stakeholder community, program Scope and Change Control, review and advisory to PMO maturity development process, management of enterprise IT program schedule, ongoing improvement and maturation of schedule management capability, development of SharePoint sites and toolset for project communication to stakeholders, and development of a set of requirements for and vendor evaluation for portfolio management tools to facilitate maturing of the PMO offering. 

As Senior PMO consultant at Macquarie Bank, Dave set up and led a significant international, transformational program of work across multiple business units and a headcount of ~200, work to establish a bespoke framework, leveraging Jira ad Confluence to manage the structure and hierarchy for delivery, the consolidation and reporting against key outcomes, along with risk and issue management.  Over the course of the program, from initial set up, engaging with key stakeholders, workshopping, prototyping and implementing tools, processes and leading forums,  Dave then worked to manage the team in the oversight and continuous development of both the tools and processes as an ongoing consultative exercise; resulting in a solution which provides real time objective and key reporting insights on delivery, feeds relevant information and escalation items into program forums to support decision-making all the way from squad level sprint boards for day to day delivery management, to steering committee consolidated reporting against key strategic assets.

As Project & Program Specialist at VMIA, Dave worked within a PMO to establish single point of reference control for governance of project delivery for transformational program and broader organisational project management to a consistent framework, including process and structural review and solution development. He managed the application and oversight of VMIA project framework requirements into PPMS toolset (reviewed and updated progressively, from active business stakeholder engagement), and configuration, establishment and publication of tailored project and portfolio reporting from PPMS toolset including Risk, resourcing, and project roadmap reporting. He was responsible for the initial framework for integration of benefits realisation tracking alongside project delivery tracking, Portfolio risk control, and the review and support of Project Management adoption of project framework and utilisation of standard toolset.

As Project & Program Specialist at Bunnings, Dave managed the determination of customer journeys and associated outcomes (and metrics for measurement), including the review of project environment and establishment of baseline data set and prioritisation framework for the commencement of a transformational program and introduction of project controls within the broader business. He set up the PPM toolset (Clarizen) including study and recommendations on integration (with other associated task and project tracking software – primarily Jira & Sharepoint). Dave conducted an audit of all project activity across the organisation, process Development and senior stakeholder engagement, delivery control process and toolset development, management of data analytics, strategic reporting capability establishment, Integration of strategic roadmap with agile delivery framework (Scrum & sAFE), and development of program backlog and quarterly PI planning (with ongoing retro and improvement cadence).

As Project Management Consultant for DCA, Dave was responsible for the delivery maturity assessment, toolset review and establishment of a transformational program of work in collaboration with senior management, for the efficient and progressive development of the ResearchMaster software business within DCA through: Establishment of Product Control capability and associated delivery roadmap, process and toolset rationalisation, clarification and roll-out, agile delivery facilitation through alignment of development and client support team activity and communications, and long term transformation planning, quantification and analysis (for business decision on transformation approach)

As PMO Lead at Energy Australia, Dave set up and managed the delivery and governance for the back-office transformation program across the following business Functions: Finance (core solution S4 HANA) HR (core solution Success Factors) & Procurement (core solution Ariba). He managed a team of 6, including development of capability through mentoring, goal setting and tracking. David established and facilitated the RFP process to engage SI partners across full design and specific Finance, HR & Procurement solutions. He conducted the delivery of solution documentation and executive level stakeholder management to agree approval for execution approach, development of tailored best practice delivery structure and integration into developing governance framework for broader transformation program, agile and Waterfall methodology integration, and toolset implementation and Governance (for budget, deliverables, schedule, resourcing, methodology and escalation process).

As Project Manager, at Internet Business Systems Australia, David was responsible for the establishment and management of a project for core financial management software implementation. He managed a team including development & Business Analysts, fostering cross learning to establish hybrid delivery to suit both client and internal requirements. Dave managed a virtual team interstate to coordinate and manage solution design and delivery, integration of Automotive regulatory requirements for custom development, establishment of hybrid waterfall / agile methodology and quality assurance across disparately located teams, client requirement development (workshop and sign-off management).

As Senior PMO consultant and Project Manager at Origin Energy, Dave managed PMO controls for the Post Transformation Stabilisation Program (Retail Stabilisation), Major Capability Development (RISE Program), and establishment and delivery on a Strategic Business Change Program (Project Simplify). Working in a series of autonomous roles, providing project management and program governance expertise across a range of business units and disciplines.

Dave managed a PMO team of 4 with development of capability in scheduling and reporting across a larger virtual team, followed by project management of a team including directly allocated team and engagement of subject matter expertise from relevant business units to foster a team and deliver collectively. He established and managed the governance structure and stakeholder engagement model for a business-critical project recovery, business cases, budget, forecast, costs, benefits, and risk management of an initiative; from initial ideation, through to approval for execution of a $6m program of work. Dave managed the RFQ process for a project SI through from initial requirements to contractual establishment and governance oversight of subsequent engagement, and the business Requirements definition and validation workshops across 15 business units.

As Project Management Control Lead at TRUenergy, Dave set up and managed a framework of controls, governance, and stakeholder management to effectively support successful delivery of a major $28m suite of Infrastructure installation and Applications deployment along with management of dependency projects. He was responsible for the project Management of projects up to $750k, program wide Stakeholder engagement and delivery of RACI matrix control, management of Delivery Schedule, Dependencies and Status Reporting, and set up and management of Program Control Groups for governance/decision making and information sharing.

As IT PMO/Scheduling Manager at AGL, Dave worked within a Program Management Office and acting in an advisory role to the Enterprise Value Management Office, to develop and mature the centralised, consistent, and continuous development process for PMO and project management practices; while in parallel developing project pipeline management, to provide an ongoing view of future work and resource requirements, aligned to business operational and strategic drivers. He was responsible for the rollout of tracking and reporting approach to PM and Stakeholder community, program Scope and Change Control, review and advisory to PMO maturity development process, management of enterprise IT program schedule, ongoing improvement and maturation of schedule management capability, development of SharePoint sites and toolset for project communication to stakeholders, and development of a set of requirements for and vendor evaluation for portfolio management tools to facilitate maturing of the PMO offering.

In delivering a Qualitative Schedule Analysis Toolset Roll-Out at Jemena, Dave managed the development and roll-out of tools, templates, and processes, to cater for a large program, requiring tracking both for time and scope, as well as fixed price vendor contracts.  Roll out to all delivery partners and business stakeholders. He conducted the analysis of the range of delivery methods contractually obligated to the program and development of a process for schedule management, alignment of schedule process to broader project delivery methodology, including walkthroughs with senior stakeholders and sign-off of deliverables, and workshop facilitation.