Organisation: Birth Deaths and Marriages
Job Title: ICT Personal
1. Customer Registry of Births, Deaths and Marriages Queensland
2. Title of Project eBusiness (Intelligent Scanning Solution) Project
3. Site of Engagement Registry of Births, Deaths and Marriages, 63 George Street, Brisbane QLD 4000
4. Specified Role Required System/Business Analyst
(with knowledge/experience in preparing Requirement Specifications for a Scanning & Imaging Solution of all inbound paper correspondence for a large organisation)
5. Number of Vacancies 1
6. 8. Project Brief including Tasks / Duties to be Performed The position is required for a new project. This project will engage in a successful offeror to deliver a forward solution to electronically capture all the RBDM paper records from a nominated timeline. The task/duties to be performed will include:-
• Conduct business & system analysis
• Prepare comprehensive business & functional requirement specifications;
• Prepare tender/offeror documentation
• Prepare system specification documentation for an electronic business solution
The successful applicant will be required to work as part of a project team to engage with the successful offeror and assist with the implementation of an effective and efficient solution which satisfies the requirements of clients and support the business of the department.
7. Proposed Commencement Date 20 June 2013 Mandatory Commencement Date?
8. Proposed Completion Date of Engagement 20 December 2013
9. Optional Period of Extension to Engagement
(Customer to nominate possible extensions) One (1) extension of a six (6) month period.
10. Business Day / Hours:
(Customer to specify if other than 8 hours per day) Business Hours: 8:00 am to 6:00pm.
11. On Call Requirement (Customer to specify) No
12. Customer Work Environment including facilities available to candidate.
(customer to specify)
Access to Appropriate Staff
13. Reporting Requirements Including Review Procedures. The successful candidate will report to the Project Manager, eBusiness (Intelligent Scanning Solution) Project
BDM Revitalisation Program, Community Justice Services, DJAG
The successful candidate will be required to report progress against work packages assigned by the Project Manager.
The successful candidate will be monitored by the nominated BDM Revitalisation Program, Project Manager, through weekly technical meetings if required.
14. Is there a current Incumbent in each of the vacancies required?
15. Criminal History Check A Condition of this engagement is that each Candidate may be required to undergo a Criminal History Check.
16. Notice Period for termination of Contract by the Customer to the Recruitment Provider
(The Customer to change if other than 30 days) 14 Calendar Days.
17. Compliance with Laws, Standards and Codes The ICT Personnel will abide by all relevant Department of Justice and Attorney-General policies, guidelines and applicable standards, including the code of conduct and the requirements of the Information Privacy Act 2009 while undertaking the ICT Contracting Services.
Any other specific codes, policies, guidelines and/or applicable standards that the ICT Personnel shall comply with will be as directed by the Customer from time to time during the engagement provided that such direction is reasonable and appropriate to the services provided by the ICT Personnel.
ICT Personnel who are engaged through this ICT Personnel Engagement Request must not discuss their rates with other ICT Personnel or enquire from other ICT Personnel as to the rates for which they themselves have been engaged.
Candidate Response Schedule
A separate response schedule is to be provided for each candidate. If you do not wish to nominate a candidate or you cannot meet a mandatory commencement date, insert ‘Nil Response’ at item 1 below and submit the Part 2 response per the lodgement details on the Cover Sheet.
Evaluation Criteria Response
The following table must be completed by the Candidate in detail for each of the listed evaluation criteria. Supporting examples are to be provided where relevant. NOTE: Responses such as “Complies”, “Meets Requirements”, “Refer Resume” or similar may be considered as not meeting the minimum requirements. Statements must be made which address the individual Evaluation Criteria.
Response by Candidate
EV1 Mandatory Requirements (if applicable) as listed below:
• Knowledge & demonstrated experience in developing an effective electronic imaging solution for a large organisation.
In April 2010 I was the lead BA responsible for the rollout of Objective to Air Combat Group (ACG). ACG is section within the Air Force branch of the Defence hierarchy and is located in several states within Australia. The ACG rollout consisted of about 3,000 end users that had corporate data on both Defences Restricted and Secret networks that needed to be identified, analysed and restructured in preparation of the data migration activities that would take place over several months. The geographical spread of ACG including sections based in Darwin – RAAF Tindal and RAAF Darwin, NSW – RAAF Williamtown, VIC – RAAF Williams and QLD – RAAF Amberley. I was based at RAAF Amberley for the majority of this rollout as that is where the HQ’s element was situated. The implementation team that I was responsible for overseeing consisted of a seven business analysts (BA’s), seven trainers and fourteen business support officers (BSO’s). A BA was located at each RAAF base as well as a junior BA who was working alongside me at RAAF Amberley. I was responsible for training and educating the junior BA the aspects pertaining to the project phases and associated tasks. To add complexity of this particular rollout it was occurring at the same time the existing F1-11 fighter jets were being decommissioned and the newly acquired Super Hornets were to be delivered to replace the old F1-11 fleet.
The task was to successfully implement the Objective software to ACG within a four month timeframe as well as capture the legacy technical documentation relating to the out of service F1-11 fleet so that it could be used as reference material and archived in accordance with Defence’s legislative requirements as set out by National Australian Archives (NAA) to capture and retain records for specific periods of time.
I completed the initial scope of work which required me to visits each of the ACG RAAF locations and meet with key stakeholders. During these initial meetings I identified and calculated the amount of corporate data they generated, what specific applications they used, how their information was currently being created, stored and shared throughout the organisation as well as the number of current computer users that accessed, and created ACG records. After completing the scope of work I then followed up with project requirements documentation which outlined the human resources required at each of the ACG sites, the anticipated timeframe the project would need to run its full lifecycle from initiation to closure, as well as identifying existing and future hardware requirements to store the data on Objective servers. I had to complete sever performance testing in Darwin to ensure the benchmarking for accessing and searching and modifying documents in Tindal back to the RAAF Darwin site were the single Objective server was located would be optimal without the need to install an additional server at RAAF Tindal. These tests included reporting on the times documents of various different sizes would open from the Tindal site that were home on the RAAF Darwin server. Once the tests were run and the human resources arrived at their designated sites I then needed to ensure that the project activities remained on schedule as per the Project timelines I had devised after the scope. I worked very closely with all of the BA’s trainers and support staff to ensure that any potential issues that could cause the project to slip were identified and resolved quickly. I managed this through a risk log which all staff had central access to and could add issues as they arose in their respective regions. I also generated high level weekly reports which provided my senior management and the key stakeholders of ACG with a detailed analysis of the current project activities completed throughout that week. A single project dashboard was maintained and updated by all of the BA’s which mirrored the work breakdown structure (WBS) which would flag by coloured markers any project activities that were in need of attention to complete within their designated time frame. As well as general WBS reporting I would also analyse the percentage of documents staged ready for migration as well as the percentage of documents that were duplicated. I use a tool called directory analyser which is an access database which runs a bit sum check over a selected data set that will generate reports that amongst other things provides a listing of documents and folders that the content of are exactly the same as documents / folders elsewhere within the hierarchy of folders. This aspect of the project is called data cleansing and involved me ensuring that all the BA’s at their sites were working with their respective points of contact to ensure that the duplicated folders and documents were being identified and removed accordingly. The migration branch of Defence who completed the physical migration activities would not accept a set of information to migrate if the content contained more than 5% unexplained duplication. So it was my task to ensure that each of the BA’s were steadily identifying, removing and confirming the level of duplication their site had weekly so that it could be included in the weekly reports.
The end state of the project was that all milestone and critical path activities were met and the entire ACG organisation was systematically migrated over a 8 week migration window. No data sets were rejected by the migration cell in Canberra as a result of containing excessive unexplained duplication. The potential conflict of priorities arising from the conflict of ACG’s needs to decommission the F1-11 fleet as well as bring into service the new Super Hornets and capture the vast amount of legacy F1-11 technical data resulted in all of the electronic documents being categorised into an archive repository to ensure that any internal or external audit completed would determine that ACG’s corporate data is compliant with recordkeeping legislation that all corporate data must be retained in a recognised records management system.
EV2A Proven ability to conduct system analysis and design and provide realistic solutions within tight deadlines and commitments. The Heads of Defence (HADS) have been requesting that Objective be implemented in their international locations based in London and Washington for the past two years. IN January of 2011 this body of work was approved and funded. I was selected by my directorate to be the BA responsible for the rollout to HADS based at the Australian Embassy in Washington D.C. In November of 2011 I flew to the U.S .This task was challenging and had very tight time constraints having to be completed in just six weeks. This rollout was very different and particularly unique from any other implementation project I had completed in that it consisted of implementing Objective to tri service Army, Air Force, and Navy as well as Defence Science and Technology Organisation (DSTO) and Defence Intelligence Organisation (DIGO) into one working space of Objective. Each of these groups had very different requirements for how records would be captured, accessed and shared in the eDRMS within a very condensed timeframe of just six weeks.
As the timeframe for project initiation to closure was fixed I was required to condense and fast track a lot of the phases of the project. During the first week of the project I ran twice daily information workshops that provided the key stakeholders the opportunity to see Objective running and understand what the product was and how it could be utilised to undertake current business processes. From these sessions I was able to understand the requirements of each of the organisations and then formulate the project activities within the allocated time constraints. I quickly learned the Defence Hierarchy of these organisations, who reported to whom, how information was compartmentalised and how data was shared both internally and externally for the purpose of identifying points of contact (POC’s) that I would engage and work with on the preliminary pre migration activities. Next, I formulated a functional folder structure to be used as the basis as the model to house the HADS data in Objective. I completed this task In consultation with the branch POCs to ensure their needs and expectations were addressed and as they are the subject matter experts (sme’s) of their branches data and business processes. At the end of week two I had a draft structure that I presented to the senior execs of HADS for review and approval. After some refining and restructuring the Objective functional folder structure was approved and mandated as the structure HADS would use to maintain their corporate records. At this stage I embedded a blank template of this model in the existing windows explorer hierarchy where the existing HADS data resided. In weeks two to four of the project I worked with each of the section POC’s to provide further instruction and briefs on how Objective would be utilised and also assisted in the transition of their existing data holdings into the newly formulated Objective folder structure in preparation to migrate. At the end of week four all HADS data was 100% staged and cleansed of unintentional duplication ahead of schedule by one week.
As I have my Cert IV in Workplace Training and assessment as well as creating the scope of work, creating business process and work flows and migration of existing data holdings, formulating new functional folder structures to store the electronic departmental records and security models I also was required to train executive level staff in the use of the eDRMS, which also was required to be completed in the same 6 week period. In week five of the project I completed all the training to the senior execs that were entitled to receive face to face training. All non exec staff completed computer based (CBT) via Defence’s on-line CAMPUS application. One particular example of how I was able to provide a specific working solution was for the Director of DSTO. I had ascertained through his personal assistant that his use and need of creating and accessing documents in Objective would be minimal as he carried out most of his work via e-mail. Having this information allowed me to tailor the training needs to meet his specific requirements and the training concentrated on explaining and identifying the Objective plug in that can be utilised in Outlook. By taking advantage of this plug in the director learned how he could use Outlooks interface as the front end to access stored content in Objectives backend. What this meant is that he could access stored content from Objective without having to navigate or learn another interface. He was also able to meet his record keeping obligations by storing relevant DSTO business e-mails directly into Objective simply by dragging and dropping them into Objective files that appeared in the left pane within the outlook interface. After I had completed and checked that all of the exec level staff entitled to one on one training had been accounted for and all other staff had completed the CBT training I was able to migrate all of the HADS data at the end of week five. Again this was ahead of schedule.
By completing the training and migration activities in week five allowed me to spend the last remaining week on-site to follow up with the individual users, ensure that correct access to data sets had been applied, answer any questions users had whilst using the system for the first few days as well as educate and train selected personnel how to maintain the structure, provide and deny access and further enhance the HADS Objective data set once I Left. On the 14th of December I left Washington to return to Australia, knowing that I had completed all required phases of the WBS, be it in a very compressed time frame. I am very proud of the work I did in Washington and can report that the project commenced on the 1st of November and the closure meeting and installation completion document was signed of by the client on Friday the 14th of December. I received high praise for my work whilst in Washington by the project sponsor who reported that it was a pleasure to work with me and that no task or obstacle was to hard for me to overcome and I presented and delivered all aspects of the project in a highly organised and professional manner and that I was a credit to my organisation.
EV2B Ability to work autonomously or as part of a multidisciplinary project based team achieving objectives with limited supervision and within specified timeframes and following a contemporary project management framework. I am currently working in Western Australia on the implementation of Objective to Special Air Services Regiment (SASR). I have two other BA’s and a trainer directly reporting to me on this project. This is the single biggest implementation as far as data volume I have worked on in my nine + years implementing Objective to Defence organisations. The data set consists of over half a terabyte of data made up of some 600,000 documents on the restricted network and close to two terabytes or 1.8 million documents on the secret network. This project is being run in parallel with a separate project to utilise SharePoint as a collaboration tool in conjunction with Objective document silos. The installation manager who I directly report to is based in the head office of the directorate I am contracted to located in Campbell Park Offices in Canberra.
Due to the vast size of the data identified as in scope for migrating to Objective new on-site servers were required to be installed at SASR. This task required me to engage with local ICT support staff in WA as well as the capability development (Cap Dev) team who along with the installation manager are also situated in Canberra. I was required to ensure that the hardware was built to the specifications that would allow for the large amounts of data to be homed to the new servers as well as anticipating organic growth of the data set over time. Once the server was delivered and installed I was required to run tests for the Cap Dev team so they could ascertain that the server was behaving as expected in regard to replication of data from this server to other servers situated across the country. Working with local ICT support in WA I am also required to ensure that the appropriate requests are raised through the service desk to ensure that existing windows explorer network drives for SASR are modified to read only access as the appropriate times prior to migrations of these data sets to Objective servers occurs. All of the Defence eDRMS projects I have worked on follow a standard WBS which is based on Prince 2 methodologies. Utilising this WBS for each project ensures that all aspects of the project from initial scoping to project closure is followed in a specific format and that all relevant correspondence is recorded and captured for future reference. My directorate also utilises Objective for the management of the WBS. As this current project along with most others requires me to manage a team of other BA’s and trainers independent of managerial input it is important that I provide weekly reports and regular stakeholder engagement so that all interested parties are aware of the current status of the rollout. I am currently contracted until the 30th of June which is also the required completion date for the implementation to SASR.
Currently this project is ahead of schedule in that all restricted (DRN) and secret (DSN) network data is now staged in the Objective format on the existing networks. I have developed a security model design which identifies the folders that require limited access controls applied once migrated to Objective. Current duplication is at around 6% on the DRN and 12% on the DSN. The migration dates have been set for Friday the 7th of June for the DRN data and Friday the 14th of June for the DSN data. Completing the migration ahead of schedule will again allow me and my team to provide follow up support to end users prior to the end date of my contract on the 30th June.
EV2C Knowledge of innovative and proven technology in digital imaging and integration into a comprehensive records management system. In June of 2011 I worked on the digitisation project for Central Army Records Office (CARO) on this project I had to work out the technical requirements and human logistics required to scan world war one and two personnel records that in paper form were falling apart.
The initial tasks I completed on this project was to find an immediate solution to preserve the vast amount of physical records in their current paper based form. A lot of the records had been stored in sub optimal conditions, old toilet blocks, rooms with high humidity etc. Damp conditions and less than adequate storage methods and cataloguing of these records was resulting in important historical records deteriorating to the point of being beyond repair and in some cases not accounted for and misplaced altogether. I researched and organised procurement of appropriate air tight storage boxes and located more suitable physical locations for the records to be stored whilst waiting to be digitised. I then identified the appropriate scanning solutions, liaising with Defence ICT to ensure the scanners being selected were from those that could be attached to the Defence networks and supported. I also gathered information from NAA again to ensure that legislated requirements in regard to scanning and destroying of Defence records was understood to ensure the correct on-going preservation of historical data was met, and then finally develop a process for the transfer of the scanned records into Objective. I identified that several positions would needed to be created to have staff appointed in positions responsible for the physical aspect of scanning the physical records, checking the quality of the scanned image and then electronically filing and cataloguing the records into the CARO Objective repository.
I am currently studying towards a bachelor of Information Systems through Open universities. I love to learn and adapt to changing technologies and my enthusiasm to further my professional qualifications allows me to be kept up to speed with changing and emerging technologies.
EV2D Demonstrated experience in and the ability to prepare business analysis reports including requirement specifications in conjunction with Request to Tender documentation. As well as running the SASR project in WA I am also running the Forces Command Project (FORCOMD) rollout of Objective. This project is in its final phase. The FORCOMD rollout is the longest running project having spanned now over three consecutive years to all FORCOMD units Australia wide which covers approximately 90% of the Army in the Australian Defence Force (ADF) equating to over 40,000 uniformed and civilian personnel. At the end of the current contract period (30th June) all of FORCOMD will be using Objective as their records management system on both the DRN and DSN networks. The remaining sections to be migrated for FORCOMD include 13 Brigade a reserve detachment located in WA which I am the lead BA for with two other BA’s and a trainer in region and 5th Brigade another reserve unit located in Victoria which has an additional two BA’s and a trainer working on their rollout.
As well as ensuring that the rollout to these units is completed I am also now scoping areas of FOCORMD that will require additional implementations or re-implementations. I am revising all areas of FORCOMD that have been implemented within the past three years and identifying units and sites where the use of Objective is not in accordance with Defence requirements. I have identified Gallipoli Barracks in Enoggera, Brisbane as a site of concern as they were the first FORCOMD site implemented to Objective in 2010 and have since restored migrated Objective data back to windows explorer and by passing storing new records in Objective. I am in the process of developing a detailed report which outlines the specific units that are using Objective down to the types of records that are being stored, i.e. e-mails word docs etc and by whom (document owners). This report was generated through crystal reporting completed by the second level Objective support in Canberra on my request. This information is then provided back to the project manager of FORCOMD for evaluation ahead of a decision being made as to when and how they should be revisited.
Although I am not responsible for the tender of works that is undertaken within my directorate I have had exposure to the process and understand how the tender process works and would gladly expand my knowledge base by completing procurement courses if and when required to do so.
EV2E Demonstrated effectiveness in both oral and interpersonal communication skills as evidenced by good working relationships with business clients, technical specialists and other stakeholders. In March of 2008 I managed my first large scale Objective implementation as the senior BA. Up until this time I had worked with other BA’s as a junior BA or assistance project manager however this was my first role out where the responsibility of the projects success fell solely on my shoulders. The implementation was to the Army Recruit Training Centre personnel based at Wagga Wagga in NSW. This is the location that new army recruits complete their initial induction training before being deployed to their units for specific core job function training. Being responsible for the entire rollout from inception meant that I was required to conduct the formal kick of meetings with the key stakeholders. The kick off meeting /project initiation meeting was held at the ARTC HQ’s main conference room and I had to provide a detailed presentation outlining the entire process of implementing Objective to the organisation. The kick off meeting included roles and responsibilities of the project, defining what the phases of the project entails as well as provide a detailed overview of the Objective product. This particular kick off meeting was facilitated by me and had about 10 key staff representing ARTC. I am an excellent, confident public speaker so explaining and demonstrating the Objective application to these staff was easy for me to do and I could tell by their engagement and questions they were asking they could see the relevance and entrusted my knowledge of the system and indeed the project as whole, They were not aware that this was in fact my first time managing a project. Having spent two years previously to switching roles in the directorate as an Objective classroom training had provided me a good background for public speaking, developing and business relationships and engaging with staff of all different levels of seniority.
As this was my first project I was eager to impress and ensured that all of the documentation I developed and distributed had the highest amount of attention to detail. I was responsible for writing the standard operating procedures (SOP’s) which is the high level instruction outlining how ARTC would manage and maintain their records within Objective. This documented included details of the specific naming convention documents and folders were to be titled when saved into Objective the workflows of how correspondence would be distributed and approved in Objective using workflows and approval specifications as well as detailing the information structure, where documents should be saved within the structure and by whom. This document was highly detailed and very specific and would be used in conjunction with training personnel on the use of the application. Added pressure to this rollout came from the fact that ARTC was indeed a training establishment full of trainers and staff that had extensive experience in delivery of training and workshops and writing of their own directives and SOP’s etc. My aim was to ensure that the standard of my own documentation met their high standards and expectations. I met with the chief clerk of ARTC HQ’s and gathered as much information as I possible could which I used to develop the requirements and specifications documents that assisted me in developing the SOP that suited the business needs of the organisation.
As ARTC is primarily a training organisation the corporate data and the way in which the personnel accessed and utilised their information was vastly different from that of a Finance unit or combat operational unit. Taking this into consideration I formulated a functional folder structure that ensured that all of their common data and information that was used in lesson delivery and presentations was located in a central common library folder within the structure. My analysis of their current data structure identified a vast amount of duplicated folders and documents as trainers were saving information for their particular lesson plans in their own working folders. I introduced the concept of using the one central library structure that contained commonly used data for lessons including images, presentations, movie files etc. If the information from the library folder was needed to be visible in a particular lesson plan instead of creating a copy or moving it from the Library folder into the lesson plan folder a shortcut (referred to as an alias in Objective) would be placed into the relevant lesson plan, thus ensuring that the instructor delivering the lesson would still be able to utilise the resource in the form of a shortcut and also would reduce the high level of duplicated data as all instructors would use the common library structure for common resources as apposed to compartmentalising ARTC information in their own structure. This also assisted in the locating and retrieving of data which was identified as a potential pitfall and nuisance for trainers needing to access information quickly when delivery of training to trainees. The introduction to the concept of using aliases instead of copying data was accepted throughout ARTC and effectively helped reduce duplication, ensuring version control was maintained and helped with user acceptance of the Objective application.
EV2F Analytical, conceptual and problem solving skills, including an ability to analyse business processes related data in improvement of business systems. Whilst working in Washington in November of 2012 I was required to work closely with my counterpart who was working at the Australian Embassy in London who was responsible for the HADS contingency in the U.K. I had identified a potential issue regarding on-going assistance and support to these two sites that operated out of Australian Business hours.
I was required to draft a business case that outlined the potential issues of support of these two sites only being able during AEST. I identified that having support to hardware including server maintenance and the ability to restart crashed servers was a matter of severe consequence under the current support arrangements which involved London and Washington reporting the issue back to support in Australia via e-mail who would then action the request the next business day. This could potentially disrupt business operations and accessibility of mission critical data for an extended period of time. As both the HADS sites work under operational conditions the need to have access to their data in a non interrupted manner is very important. Also if one of the HADS Objective servers was down for an extended period I identified a need for a full replication of all data, not just the metadata was also important. I suggested that a full replication of data between the two HADS sites would be a possible solution that could be explored. This would allow the user base at either of the embassies to continue to access stored data from either site through Objective by adjusting the server options on logon to point to the server still operating. I also ensure that the importance of 24hr support was provided to both HADS sites in my business case. This document was then published through the chain of command at the HADS embassy in Washington to the chief technology officer (CTO) in Australia for considering, funding and subsequent approval.
The key stakeholders at the embassy and indeed my counterpart in London were happy with the effort I went to, to ensure that they would not be migrated and then forgotten about. Although a service level agreement (SLA) was not changed whilst I was still in location by the end of December 2012 both remote sites had 24hr support through extended services in Australia. Local ICT support at both embassies were authorised to re-start the Objective servers in case of a failure and a plan to further evaluate the possibility to mirror the content of both embassies was being investigated.
4. Reference Sites
A reference site for the Candidate is required, preferably involving activities of similar size and complexity to the specified requirement. The Recruitment Provider will supply additional references if required by the Customer.