Eugenie Brittz

Project management of a workflow replacement project. Project management of a programme, including the expansion of the company's current offering across multiple systems, to enable additional clients to be administrated. The programme also included onboarding clients to the company.

Programme management of all Silica / FNZ projects for Sanlam Collective Investments. This includes project management of projects directly, as well as mentoring and supervising 2 additional project managers, delivering to the programme. Additionally, I managed some company wide, key strategic projects for Silica / FNZ.

Responsibilities:

Contracted to Curo to assist with their investment accounting platform replacement project.

The project encompassed the customization of a software system, development of reports, migrations from the old system(s) to a new system as well as the business processes around this.

Leading 3 of the project streams, to drive delivery and focus, and ensure that stakeholder milestones are met. This includes the management of risks, vendors, change controls, planning, strategic problem solving, as well as guiding BAU resources on project methodology and best practices. Also responsible for internal and external client and vendor communications at all levels for the 3 streams.

Responsibilities:

Managing multiple development projects for 5 clients in various industries, following an Agile methodology throughout all project phases. This includes the management of the project timeline, risks, change requests and project scope, vendors, project resources, project budgets, the quality of the deliverables and communication with all project stakeholders (client and internal) on all levels.

Responsibilities:

Manage multiple projects for an architecture renewal programme following the Project Office Methodology throughout all project phases. This includes the management of the project timeline, risks, change requests and project scope, vendors, project resources, client resources, project budgets, the quality of the deliverables and communication with all project stakeholders (vendor and internal) on all levels. The projects include both IT and business (financial services industry) areas.

I did not request a renewal of my contract as I was expecting a baby.

Responsibilities:

Responsible for all project delivery for both Platform clients (Investec Management Services as well as Ashburton Investments). The role entails managing, providing guidance and oversight to additional project managers to ensure successful delivery of their projects as well as looking after all HR needs. This is a strategic role within the organisation and the position includes being part of the Platform Exco, and leading Project Steerco for the company when required.

Responsibilities:

Manage the programme of projects for Ashburton Investments. This role entails strategic planning to ensure that all the clients’ deliverables and strategic project objectives are met including big impact requirements, regulatory requirements, etc. Project priorities are managed (new strategic requirements, vs. regulatory, etc.) as well as project budgets and project deliverables and timelines. A range of 6 to 14 projects are managed concurrently following a more Agile development approach, with a traditional governance methodology. The programme management also includes management of risks, change requests and project scope, vendors, project resources (human and technical), client resources, project budgets and invoicing, the quality of the deliverables and communication with all project stakeholders (client and internal) on all levels.

Responsibilities:

Manage a team of four Project Administrators. This entails guidance in terms of quality assurance of documentation and instruction and oversight in Project Administration. All management and HR functions also form part of this role.

Responsibilities

Manage the programme of projects for Nedgroup Investments for the financial year. This role entails strategic planning to ensure that all the clients’ deliverables and strategic project objectives are met including big impact requirements, regulatory requirements, etc. The project budget for the year is also managed and taken into account when completing the strategic plan for the year. 6 to 14 projects are managed concurrently following the Project Office Methodology (based on PMBOK and PRINCE2 standards), throughout all project phases (Initiation to Closure). This includes the management of the project timelines (between 4 months and 14 months), risks, change requests and project scope, vendors, project resources (human and technical), client resources, project budgets (through the Earned Value Analysis method), the quality of the deliverables and communication with all project stakeholders (client and internal) on all levels.

Responsibilities:

Manage multiple projects for multiple clients simultaneously following the Project Office Methodology throughout all project phases. This includes the management of the project timeline, risks, change requests and project scope, vendors, project resources, client resources, project budgets, the quality of the deliverables and communication with all project stakeholders (client and internal) on all levels. Most projects managed run across both of the main company focuses – IT and business (financial services industry) and involves business area and system integration.

Responsibilities:

Team leader of the Project Administrator team (4 people).

Managing smaller projects, some using a lighter version of the Project Office methodology.

Performing all functions listed below.

Responsibilities:

Facilitate the adherence to the Project Office methodology (based on the PMBOK and PRINCE2 standards), general project administration duties (on multiple projects simultaneously) including: scheduling meetings, taking notes, updating and maintaining template sets for the Project Office, liaising between project teams and clients. The Project Office is also tasked with the Quality Assurance of all company documentation.