donna andronicos

Supported Programme and Project Managers in completion of HR related activities for UK implementation of Shared Services Model for non-ring fence bank. Provided coverage of PM on Training and HR system changes whilst on leave, completion of Implementation Readiness Review for UK go-live, supported creation of People Services Agreement Implementation Plan and completion of RFB Programme Stakeholder Matrix.

Lead in detailed current to future state Impact Analysis (IA) and associated change impacts for deployment across Group People and Productivity. Responsible for delivery of BAU Operating Model for first phase UK and international transition and deployment. Working with Functional/Process Leads and selected suppliers to validate change impacts and assign associated ‘stop/start/continue’ status and associated effort and volume of impacted activities. Completion of supporting 'deep dive' IA's documenting Supplier and FTE change impacts to validate anticipated savings and align Group-wide Sourcing Startegy. Providing PGL (post go-live) support for go-live and hyper-care including creation on daily Dashboard and associated metrics, changes to IVR and creation of PGL Resourcing Plan (SMEs, Triage Team and Floorwalkers) and associated rota.

Business Change Management lead for Technology for the implementation of ServiceNow as part of Service Management Platform Programme. Creation, management and implementation of Business Change Management, Communications and Training Approaches and Plans for Pilot and first releases. Completion of current to future analysis to drive out business, team and role impacts post each phase of implementation. Driving post go-live activities to ensure successful transition for Technology and third parties post each release. Creation of KPI framework to identify and monitor business benefits and change management outcomes resulting from each stage of Programme release and completion of associated surveys and reporting. Creation of Knowledge Management Approach, Plan and content database for ServiceNow Knowledge Base including sourcing/creation of required Knowledge Articles to populate various Knowledge Base categories.

Contract role: implementation of Internal Communications Strategy and associated support collateral.

Production and implementation of Communications Strategy and Plan, restricting of Intranet, creation of on-line CEO site and forum.

Change Manager on the Global Procurement People Programme managing the refresh of existing, and development of new people related Performance Management and Capability tools and processes. Delivery of pilot Performance Dashboard tool prior to handover for wider rollout across Procurement. ExCo level recommendations for capability uplift and development activities including capability gap analysis, colleague capability self-assessment tool and creation of 'good to great' model to address capability 'gaps' and maintain strength areas. Supporting organisational change activities through management of Job Description changes and mapping of related capabilities to Master Matrix to guide career and learning pathways. Management of 'BAU' activities, including overseas Exchange Programme and on-boarding of HSBC and host organisation participants.

Development and management of Mentoring Programme, Staff Rotation scheme, CIO communications and Internal Communication Strategy and Plan.

Short term contract position to provide interim resource support. Business Change Manager providing change management SME support to the Services Capability Programme in delivery of change across Design, Change and Technology Divisions. Contributing to multiple working groups in the definition of new role Taxonomy, associated skills and professional development, HR supply/demand and resource mobility model, data and tooling migration to Plan View V11 and creation of integrated communications and training plans for the programme. Creation of change management plan to manage refresh of existing Career and Capability Framework for Technology and supporting Strategic Workforce Planning change initiative to ensure integration of critical skills in to Services Capability Programme deliverables. Creation of various roadmaps to demonstrate linkages between change activities across Technology People Programme and Services Capability programme.

Business Change Management support for Risk Division, working with Risk's business areas and Group Change Management to embed a variety of localised and Group led change initiatives across Risk Division. Representation for Risk Division on a number of working groups for the Group led Change Development Programme (CDP), ensuring change initiatives were fit for purpose for Risk Division, and engaging with key stakeholders to manage required implementation and embedding activities. Monthly monitoring of Risk Division's change resource population to enable change resource optimisation initiatives, supported IT related implementations within Risk and Group led programmes promoting effective use of people and customer related change impact tools and the promotion of change excellence across Risk Division.

Business Change Management for Group Legal and Compliance Change (GLCC), working across Sanctions and Anti-Money Laundering change initiatives for the Barclays Group. Management of Business Change team, providing strategic direction and operational execution of required change activities, to enable technology and process related Sanction changes to be successfully implemented across the Barclays Group. Creation of Business Change Framework with defined change deliverables and sign off gateways -providing structure to change delivery for GLCC change programmes.

* Represented the Contact brand on the Retail Enterprise Transformation Programme (SAP implementation) working alongside external third party providers. - Shared management of Organisational Change Team (resourced with Contact and Third Party representatives) * strategic planning of change transition to future state * resource planning * stakeholder management across Contact and Third Party management teams * change impact analysis and management of associated risk profiles.

Seconded position leading business transformation, cultural change and change management activities for Finance Customer Management (FCM) Business Unit and NZ Customer Collections Programme (NZCCP) using Appreciate Inquiry model for Tallyman Debt Collection system. Strategic planning for transition to desired future state and alignment of Tallyman implementation as part of wider FCM strategic direction. Stakeholder management and supporting Communications; alignment of proposed Training activities with wider FCM Learning and Development model and implementation of supporting Performance Management model to monitor success of change activities.

Embedding new internal cultural change programme to reinvigorate the National Bank brand and internal culture within the ANZ Group. Worked with Senior Managers to create an internal cultural philosophy to re-energise the organisation and its people behind the Bank's external brand and marketplace proposition. Programme Management of the rollout of the finalised visual and verbal identity and embedding of new internal Brand guideliness and associated cultural change across internal Business Units and within Retail, Business and Rural branches across New Zealand.

Management of existing Service First Programme (internal cultural change) across The National Bank to support external market proposition. Assessment of current state and past activities to design on-going strategic direction of change programme. Identification of critical competencies required to enable change and management of related communication activities and internal Service First brand.

* Completion of a variety of projects working as an internal consultant within the Fonterra Group. * Organisational Design and Integration Project: Communications and supporting activities relating to IT Business Unit merger (Sept 01-May 02) * Organisational Development Project: resource planning model (internal marketplace) for staff development (Sept 01-Feb 02) * Strategic Change Management: creation and management of NZMP/IS change management application process and blueprint (Aug 01-May 02) * Portfolio Management: Communication management, stakeholder engagement and risk profiling for Corporate Project Office (Aug-Sept 01) * Global Supply Chain Management Programme: change management, communications , performance evaluation and analysis for Global Supply Group projects (Jun-Sept 01)

* Responsible for development and management of Change Management, Communications and Training Strategies and Plans for the implementation of Oracle i-Procurement software application. * Role also included the completion of additional change management projects; * Change Management Performance Measurement Framework: to measure and monitor the success of change activities within The NZ Dairy Board (Sept-Dec 2000) * Project Orion (Singapore): two week secondment providing on-site communications support for NZ implementation (Dec 2000) * Project Titan: Communications support for IT network installation (Dec 2000) * Project Zeus and Programme Sam: change consultancy, project scoping and impact analysis (Jan 2000)

* Three roles during tenure with Telecom Network. * Communications Co-ordinator: strengthening internal communications systems and processes (Mar 98-Aug 99) * Communications Manager: management of customer relations for Broadband network rollout across New Zealand (Apr 97-Mar 98) * Complaints Resolution Manager: management of customer communications and relationships for rollout f Broadband network across New Zealand (Sept 96-April 97)