Timothy Grimston

Experience

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  WA Police

  Jan 2006 - Dec 2007

  Project Director - Firearms Licensing & Permit Management System (LPMS)

  Project Director for the WA Police's Firearms Licensing & Permit Management System (LPMS). The LPMS Project was undertaken to replace an existing firearms licensing product house on the mainframe computer that was due to be decommissioned. Managed the relationship and engagement of internal and external clients. Led WAPol project staff through the proposed business process change as a result of the new system and provided succint communication of the projects milestones to all stakeholders.

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  Department of Finance Shared Services

  Jan 2008 - Jan 2010

  Project Manager - Government Oracle ERP Solution

  Led a multi-disciplined team to undertake agency ‘roll in's’, involving scheduling data migration, business process reengineering, change management and defining system integrations and interfacing. Worked in partnership with agencies to develop project plans, and integrate these into the overall Project Integrated Plans.

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  CSG Services Pty Ltd

  Jan 2010 - Sept 2010

  Project Manager - Consultant implementing CRM solutions

  Microsoft application project manager. Implemented Customer Relationship Management (CRM) solutions for Relationships Australia WA (RAWA), a Not-for-Profit counseling organisation. Managed resources, budget and deliverables, and supported the client through the change management process and training development.

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  Rio Tinto Iron Ore

  Mar 2011 - May 2013

  Development and implementation of Application Governance Framework for Rio Tinto Exploration. Developed the structures, processes, tools, activities and defined the roles and responsibilities. This ensured that an application in Production was managed, supported, maintained and continuously improved efficiently and effectively. Using highly developed negotiation skills, managed the relationships of the global stakeholder group, to ensure that delivered requirements met diverse cultural conditions. Show less

  • Project Manager - Rail Automated Route Setting System

    Jan 2012 - May 2013

  • Project Manager - RTIO Production Reporting Portal

    Jun 2011 - Mar 2012

  • Project Manager - Exploration Application Governance Framework

    Sept 2010 - Dec 2011

  • Project Manager - Argyle Diamonds Stock Reporting System

    Mar 2011 - Nov 2011
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  BHP Billiton

  May 2013 - Jun 2014

  Merger of two mine sites, OB24 & OB25, PCN and SCADA systems creating a single Eastern Ridge view; delivering business benefits of a simplified Citrix deployment, reduction in Citect software licence costs and the management of the two sites from a single IROC position. Mines fibre network remediation project, driven by the need to reduce risk of network failure by diversifying fibre connectivity, upgrading old fibre and remediate poorly installed fibre.

  • Project Manager

    May 2013 - Jun 2014

  • IT Project Manager

    May 2013 - Jun 2013
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  Western Australian Department of Parks and Wildlife

  Aug 2014 - Feb 2015

  Oracle Database MigrationAug 14 – Jan 15Migration of all Oracle platform system and databases to a standard operating environment.Major Achievements:Project Brief completed and signed offProject Initiation Document (PID) completed and signed offSchedule completed and sign offSystem stakeholders identified and communications plan agreedConvening of project boardIdentification of relevant risks and creation of mitigating strategiesUpdating of all technical documentation Decommissioning of end of life hardware and non-compliant environmentsSuccessful migration of 26 databases, more than 200 applications from 4 standard environments – TEST, DEV, UAT & PROD – on time and on budget.Project Closure report completed and out for review Show less Asset trackingAug14 – Feb 15Review of all end user devices on the corporate network and matching these devices to a centralized asset register.Major Achievements:Project Brief completed and signed offProject Initiation Document (PID) completed and signed offSchedule completed and sign offRegional cost centre stakeholders identified and communications plan agreedConvening of project boardIdentification of relevant risks and creation of mitigating strategiesTechnical workshops deliver workable interim solution allowing all regional departments to continue current working practices; minimal business impact. Show less

  • Project Manager

    Aug 2014 - Feb 2015

  • Project Manager

    Aug 2014 - Feb 2015
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  Rio Tinto

  Feb 2015 - Sept 2015

  The Remote Draft Survey (RDS) system is a system to measure and calculate the air draft, list trim and hatch clearance of a bulk carrier ship whilst loading iron ore in the port. The system enhances the operator’s ability to keep the vessel within set List limits during loading and to obtain correct trim effectively and efficiently on the last loading cycle in preparation for the vessel sailing. It provides information on the vessels air draft during loading which is used to prevent ship to ship loader collision. My role was to support the existing project team and help develop a set of standard reports for the business.Major Achievements:Gather and document reporting requirementsDevelop SQL queries for reports Show less Development of AutoHaul MetricsAutoHaul introduces a number of new systems and components when compared with a traditional manned rail network, such as additional computing nodes on board locomotives, centralised servers, communications links and sensors.The responsibility for maintaining the entire system is split across different groups – Rolling Stock Maintenance, for ‘base locomotive maintenance’, Signals and Systems Maintenance for the on-board and rail systems, ASTS for ‘AutoHaul components, IS&T for some of the required computing infrastructure and Ansaldo for Level 2 Support and Maintenance.The focus of this project is to provide reporting on a system wide level by developing metrics and easy to use/understand reporting tools. This will allow the Operations team to quickly understand trends in performance and raise attention to improve performance. Show less

  • Project Manager

    Jun 2015 - Sept 2015

  • Project Manager

    Feb 2015 - Sept 2015
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  Iluka Resources

  Oct 2015 - Feb 2016

  Manage Iluka Data Centre MigrationIluka given 90 days by data centre owner that it was shutting down the facility. I was requested to provide Project Management support to the BIS team in the migration of the data centre, with the work scheduled to be undertaken over a single weekend. Created and implemented a risk mitigation strategy which included:· Developing a detailed stakeholder register containing all contact information including back up resources if required. · Facilitate a risk workshop to identify all risks and develop mitigation strategies.· Implementation plan including system start up sequence.· Document health and safety plan, to ensure that there was strict adherence to company regulations over worked hours and breaks between shifts.· Ensure that all resources working on the migration had completed relevant training and site access had been approved.· Facilitated workshop on disaster recovery plan with senior management to ensure that correct processes would be in place should this eventuate.· Notification to key vendors, EMC & CISCO, to have resources available during critical phases of the migration.The data centre migration was completed successfully with all Production systems up and running by midday Sunday. Show less

  • Project Manager

    Sept 2015 - Feb 2016

  • Project Manager

    Oct 2015 - Nov 2015
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  Tronox

  Feb 2016 - May 2017

  IT Project Manager

  Successfully managing the upgrade of two business critical integrated systems on time and on budget, both of which were out of support with their vendor. Delivery of training across four business sites within Western Australia, to five different business areas and over 150 resources.Tronox had been using MineMarket V3, which was implemented in February 2007, with a number of customizations that are unique to the company. Whilst it has been performing satisfactorily, MineMarket V3 is currently out of support by ABB – the solution vendor.To sustain current operations and future expansions, the integrity of software solutions needed to be maintained. To this end, Tronox sort to upgrade the current environment, bringing its customizations into the products core code whereby ensure it is able to take all future system upgrades and ensure a more robust and long term solution for the company.Ellipse is a fully integrated Enterprise Asset Management (EAM) application suite that provides complete visibility and management of Tronox Australia assets.The Ellipse Upgrade project was undertaken to ensure that this business-critical system remains within support. The project was aligned with the Tronox corporate strategies for Operational Excellence and which ensures that they are able to provide systems that will aid them to plan and produce.Major Achievements:Delivery - Successful delivery of both systems on time and on budget.Risk management – delivery of training, sourcing of replacement trainers with only 7 days’ notice prior to commencement and delivering training to over 50 users across 3 sites.Risk management – identification of alternative vendors to undertake work when internal resources seconded from project at short notice, drafting of business requirements, ascertaining 3 quotes and the successful offering of work enabling the project to remain on target.Delivery of both systems to the business Show less

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  Wilson Group

  May 2017 - Apr 2018

  Program Delivery Manager

  Management of the program of works and implementation of the Digital Strategy through Australia, Singapore, Korea, Malaysia and New Zealand within the Information Technology division across all four key business areas of Parking, Security, Storage and Health. Major Achievements:Alignment of the program strategy with the Business Digital StrategyManagement of the group IT program of works across the Australasian region Standardisation of Agile project methodology and documentation across the business.Implementation of DevOps and Agile principles across the business.Implementing Digital Transformation by leading teams to work in different, agile, ways, through education of themselves and their peers and the creation of constant cycles of focused innovation.Maintenance of Portfolio Kanban board, prioritisation of Epics and review of Portfolio Backlog.Provide standardised portfolio reporting of all current projects and to ensure delivery of the right projects against corporate strategy and prioritiesPortfolio financial management planning and prioritisationEducation of business stakeholders on their roles and responsibility within an IT project.Manage the delivery of projects and products using the appropriate agile project management methodology, learning & iterating frequentlyLead the collaborative, dynamic planning process – prioritising the work that needs to be done against the capacity and capability of the teamMatrix-managing a multidisciplinary teamEnsure all products are built to an appropriate level of quality for the stage (alpha/beta/production) Show less

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  ABB Enterprise Software

  Mar 2018 - May 2019

  No system is allowed to interface with the ATO Production environment until it has been Whitelisted. This involves a rigorous set of testing by the ATO, to which a number of standards are to be adhered to; once passed, all other users of this system may then approach the ATO to integrate their solution. The a compliance project triggered a new Whitelisiting requirement with the ATO; Western Power offered to undergo the process with ABB and the ATO so as to ensure compatibility as early as possible. Show less Project Manager – Ellipse ERP Upgrade Preparation Project (EUPP)Confirm scope for pre-upgrade activity in relation to current customisations, integration and reporting relating to the Ellipse system.Confirm and develop Western Power’s requirements identified in relation to customisations, integrations and reports currently in use and identify use of these ongoing post-upgrade.Consult, plan, direct and control related project activities.Managed the investigation and requirements gathering to the Ellipse ERP Upgrade Preparation project (EUPP).Forged productive relationships by engaging with sponsors, stakeholders, executive/senior management as well as with operational teams in the client environment. Manage the development of technical designs and requirements for all customisations required to support correct workflow and product implementation. Worked in close collaboration with consultants to develop and achieve optimised results for stakeholders. Provided solutions, facilitated product training, and imparted knowledge and insight about best practices in design and deployments up to the value of $5m Show less

  • Project Manager for Whitelisting of Ellipse ERP with Australian Tax Office (ATO)

    May 2018 - May 2019

  • Project Manager - Ellipse Upgrade at Western Power

    Apr 2018 - May 2019

  • Project Manager for Ellipse Compliance Project

    Mar 2018 - May 2019
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  BHP

  May 2019 - Feb 2020

  R&D Principle

  Actively managing Project budget of over $5 millionAccountable for project schedules, budgets, resources, equipment, and information Manage technical design, documentation, procurement, site mobilisation, hand over documentation and training.Determine labour requirements and schedule technical resources to meet project schedules.Consult with key stakeholders to identify, manage, and implement project requirements.Responsible for all aspects of site safety, ensuring all company, client and legislative safety policies, guidelines and procedures are adhered to both internally and with all contractors.Responsible for all aspects of site quality assurance, ensuring all company, client and legislative quality assurance policies, guidelines and procedures are adhered to both internally and with all contractors.Prepare and provide documentation to Vendors, internal teams.Manage Vendors / external sub-contractor teams’ site works ensuring everyone works as a team to deliver to scope and budget.Manage the deployments of medium to large integrated technology systems from inception to completion, into universities, mining, airport, emergency services and several others.Leading an R&D stream of work for Value Chain Automation from mine design to mine gate, developing a decision automation capability and platform delivering fully integrated, automated processes, decisions and equipment across sites, supply chains and functions. High value program, using hybrid waterfall/agile approach and vendor partnership.Developed using local and international development, test and delivery teams. Show less

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  Rio Tinto

  Feb 2020 - now

  Wide Area Network (WAN) Transformation Program of WorksMajor achievements Build program team to begin capturing business requirements for the future vision of the RTIO Pilbara WAN and ensure this is strategically aligned to the RTIO 10 year business plan.Organise and lead consulting engagements for scope definition. Draft all tender documentation for the program’s initiation phase.Combining TOGAF, Agile and PMP methodologies to provide the best governance for the program of works.Review and score all vendor submissions and make final recommendations to the program board.Accountable for project schedule, budgets, resources, equipment, and communication of information to all business stakeholdersResponsible for consulting and managing vendors (JVP) for works approvals and site visits.Consult with CMS and Mine Engineers for mining plan and site audits.Responsible for all aspects of site safety, ensuring all company, client and legislative safety policies, guidelines and procedures are adhered to both internally and with all contractors.Responsible for all aspects of site quality assurance, ensuring all company, client, and legislative quality assurance policies, guidelines and procedures are adhered to both internally and with all contractors.Prepare and provide documentation to vendors, internal teams, and key stakeholders. Regular evaluation of project risks and implement controls where necessary.Regularly meet with project board & senior leadership team for discussions surrounding project planning and work scope execution.KEY ACHIEVEMENTSCollation of future Capital Expenditure (CapEx) cost model of $120m USD over 4 years for the WAN Program of Works.Creation of all tender documentation for WAN Transformation Program.Capital management through the replacement of business-critical replacement of over 350 Wi-Fi Wireless Access Points and 400 switches across 14 mine sites to ensure the business is able to maintain production levels. Show less

  • Program Manager

    Apr 2023 - now

  • Project Manager

    Feb 2022 - Nov 2023

  • Project Manager

    Feb 2020 - Feb 2022