Anita Jordaan

Experience

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  Anglo American: De Beers

  Mar 1990 - Mar 1995

  KEY ACTIVITIES:Quality Assurance & Testing on Group Systems (Financial, Materials & Maintenance) Unit and integration testingDevelop test plans, test scriptsExecute testingCoordinate end user testingTraining Group systems (Materials and Maintenance systems at all SA operations)Develop training material and schedulesCoordinate training planningDeliver trainingPlan and implement assessmentsContinuous improvement of all aspects of trainingChange Management for MS implementation Show less

  • JNR BUSINESS ANALYST

    Apr 1992 - Mar 1995

  • GRADUATE TRAINEE

    Mar 1990 - Mar 1992
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  De Beers Group

  Mar 1995 - Feb 1998

  PROJECT SUPPORT SPECIALIST

  De BeersGRADE: Start CU (Supervisory) End DL (Management; KEY ACTIVITIES:Project ManagementCustomised and implemented Project Management MethodologySetting-up a Projects Office for Group Systems Provisioning DepartmentThis included development, implementation, facilitation and continuous improvement of:ToolsProcessesGovernanceTraining of staffReportingAnalysis to continuously improve service delivery and project managementAnalysing performance and benchmarking estimates Consult on annual planning and project execution Facilitation of user group and project planning and definition workshops across multi discipline projects (not limited to Group Systems)Call Management:Sourced, customised and configured call management system for Group Systems Provisioning DepartmentImplemented processes, workflow and governance for call managementImplemented reporting and analysisEnsure continuous use and improvementFacilitated training of staff in the above Show less

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  ASTROLABE TECHNOLOGIES

  Mar 1998 - Dec 1998

  PROJECT MANAGER

  KEY ACTIVITIES:Project ManagementDesign and implement Project Management standards and methodologyManage ProjectsEnsuring successful implementation of multi million rand projects for Financial Institutions.Managing delivery of projects on time, in budget and according to set standards where the project team members reside across five companies.

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  De Beers Consolidated Mines

  Dec 1998 - Dec 2001

  PROJECTS AND WORKFLOW SUPPORT SPECIALIST

  KEY ACTIVITIES:Customer Relations and WorkflowImprove efficiencies and customer service by re-engineering workflow between customers and in house systems provisioning departmentRe-engineer internal processes to improve service deliveryContinuous monitoring of processes to ensure that value add activities are undertaken on projects for turn around times and processesCall reporting and analysis to evaluate efficiencies and ensure continuous improvementManage Projects OfficeAudit effective usage of methodologiesProvide consultancy on project managementProject prioritisationContinuous improvement of reportingStatistical analysis for benchmarking Show less

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  De Beers Group

  Jan 2002 - May 2006

  PROJECT: Implementation of Shared Services across 20 sites in total for HR, Supply Chain & Finance. Included SAP R/3 implementation for Supply Chain, Finance and Plant Maintenance.Managerial: Managed two key teams: Core Change team consisted of 11 fulltime consultants. Change agent network consisted of on average 20 De Beers staff. Training Team-(developers and leads) consisted of 30 people at peak.Trainers totalled at 68. Team members consisted of De Beers employees as well as staff from 3different consulting houses and independent contractors.Manage budget. Identify and effectively deal with emerging business and team dynamics throughout the project lifecycle.Change Management and Training solution: Deliver a change management solution and a training solution within agreed and controllable budgets. Plan, resource and execute the Change management initiatives as well as Training initiatives as per the approved strategies.Ensure the solutions are sustainable. Show less KEY ACTIVITIES:Demand ConsolidationSingle point of contact for customersImplement SLA'sSign off and bed down SLA's with all DBGS customersEstablish measurement mechanisms and reporting requirementsEstablish customer satisfaction management processes and customer engagement Chair demand aggregation, report back on projects and performance reporting meetings with HOD's of all DBGS business unitsProject PrioritisationProvide customer base leadership to business solutionsGuide customers in terms of business solution based on business imperatives Show less Demand Consolidation and Customer SatisfactionSingle point of contact for customersDemand aggregationGuide customers in terms of business solution based on business imperativesImplement and Manage Customer SLA’s Manage external vendors against SLA’s Change Management and TrainingProvide Change consultancy and guidance on customer driven projects.Build Leadership Change management toolkit.Ensure user base is enabled (through formal training and various informal education methods) to optimise business owned end user solutions.Organisational Impact assessment study for Namibian SAP R/3 implementationSustainability, Benefit Derivation and Continuous Improvement ManagementChair eBusiness User Group. Drive benefit derivation and business performance on business owned eBusiness solutions.Ensure adherence to standards.Project Management and PrioritisationProvide customer base leadership to business solutions Show less Drive optimal use of the project management methodology. Develop work breakdown structures for different types of projects. Audit adherence & deliverables. Provide consolidated project reporting. Develop & implement Dynamic Benefit Realisation model for developing business cases, investment decisions & prioritisation. Key in designing & implementing the first Group IT Balanced Scorecard. Ownership of the “Customer &Stakeholder” quadrant. Design and Development of KRA’s, objectives, targets, measures (criteria and source) &initiatives to reach KRA .Alignment of Balanced Score Card to CobiT. Ongoing participation in Improvement Initiatives. Develop and implement first IT survey re-used for benchmarking purposes. Developed first survey report linking results back to CobiT & BSC. Project Manage CRM project.Key to first CobiT implementation team for Group IT. Own CobiT control objectives for: Customers & Stakeholders; Service Delivery; Project Management. Show less

  • Change & Training lead for Shared Services & SAP R/3 implementation

    Apr 2005 - May 2006

  • CUSTOMER RELATIONS MANAGER

    Dec 2004 - May 2005

  • Customer Relationship Manager for eBusiness and then Group IT

    Oct 2003 - Mar 2005

  • Programme Office Manager

    Jan 2002 - Sept 2003
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  De Beers Group Services

  May 2006 - Aug 2006

  Customer Relationship Manager

  JOB SCOPE:To ensure the establishment of the required Demand Aggregation and Support processes and structures for the newly implemented SAP solution and ensure the embedment thereof within the business as well as the SAP Customer Competency Centre and IT in general relating to SAP services.KEY ACTIVITIES:Boards and CommitteesKey member of the Financial, Supply Chain, HR and Plant Maintenance Change Advisory Boards.Key member of the Integration Committee.Key member of the Process Modelling approval and working group (CMMI)Demand Aggregation and Processes embedmentIdentify and analyse high level demand where projects are required.Facilitate business ownership for the processes and activities they need to take ownership of Regularly engage with the relevant business individuals and attend forums (CAB"s Close-out meetings) to identify: issues where the processes are not working/understood where the service delivery fails how to improve the services and comply with service levelsHighlight the issues and work with the relevant parties to resolve (through education, change of practices, work arounds, etc.) Ensure resolution and provide regular feedback on progress on issues to the business Follow-up until all parties agree that the issues has been resolved Ensure that Support and Change processes are understood and embedded. POSITION: CHANGE MANAGEMENT AND TRAINING TEAM LEAD - DBGS and DBCM SAP Implementation (Project Gemini)GRADE DU (Management Show less

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  De Beers Group

  Aug 2006 - Mar 2007

  Change Manager: Group IT Outsourcing Programme

  PROJECT SCOPE:This programme investigates, decide and implement the most appropriate sourcing model for IT services to the De Beers Group. It involves the outsourcing of various entities in the Contact Centre, SAP Customer Competency Centre, Applications provisioning and IT Operations areas from RFI (Request for Information) to embedment phase.KEY ACTIVITIES:Managerial activities:Key member of various RFI and RFP scoring and evaluation teams.Key team member to model the AS-IS state.Key member for RFP developmentKey member of the respective De Beers/Outsourcing partner executive Steering Committees for the implementation and embedment phases.Change Management Develop the Change management strategy and obtain sign off by the Steering committee.Deliver the change management solution within agreed and controllable budget.Plan, resource and execute the Change management initiatives as per the approved strategy.The activities as per the strategy include, but are not limited to:Leadership AlignmentStakeholder identification and managementChange Impacts AssessmentsCommunication with the business and relevant external partiesSupport the project team through team building and renewal sessions Show less

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  Rio Tinto

  Apr 2007 - Jan 2009

  Principal Consultant: Transition Support EMEA Lead

  Transition Support for the Europe, Middle East and Africa (EMEA) region Project Scope:The Aligning Business Systems Programme (ABS) is a long term programme, implementing a template of standard business processes and enterprise resource systems globally across all the product groups and business for Rio Tinto. Rio Tinto is the third largest mining house in the world.Accountability: Accountable for all aspects of change management and training, on ABS projects in the EMEA region. Managing implementation delivery through the network of external consultants appointed to the various rollout projects. Key role in improvement of the Global Change Management Methodology Guide the change and training embed and sustain activities post implementation.Business Unit implementations completed: Rössing Uranium in Namibia and QMM in Madagascar. Show less

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  Shell

  Jan 2009 - Dec 2010

  Principal Change and Engage Project Management Lead Consultant

  Project Scope:Shell Downstream-One is a global programme with rolling out to all its Downstream businesses. The programme objectives are to standardise, streamline and align business processes and systems globally. The core ERP is GSAP. Various other connected applications complete the technology landscape.Accountability: The Change and Engage (C&E) stream consist of five work streams. Guide, Change and Mitigate Risk, Mobilise Leadership/Leadership Development, Align the Organisation (organisation design), Prepare the Workforce and Communication (internal and external).I am accountable for delivery in Guide, Change, Mitigate Risk and Mobilise leaders steams, whilst project managing the remaining streams with the assigned leads from realisation through to completion of Hypercare phase.In addition to the Project Office C&E team I manage a network of Change Managers located in the respective Classes of business and functions Show less

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  Transnet SOC Ltd

  Jan 2010 - Jan 2013

  Key initiatives:Change management on the Market Demand Strategy, Transnet's current 7 year strategy.Develop and implement a change management capability across TransnetDevelop and implement a formalised Employee Value Proposition across all Transnet divisions Change manager for the Transnet HR Transformation programme

  • Executive Manager Group Change

    Jun 2012 - Jan 2013

  • Principal Change Management Lead Consultant

    Jan 2010 - Jun 2012
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  Transnet SOC Ltd

  Jan 2014 - Apr 2017

  Executive Manager Group Change

  Translate the current Transnet 7-year Market Demand Strategy (MDS) into a change management strategy enabling delivery against MDS,Develop and implement a change management capability across TransnetKey roleplayer in the development and implementation of employee Value Proposition (EVP) across the GroupLead the EVP Branding stream; ensure EVP integration into processesResource management inclusive of budget management on individual programmes, budgeting guidelines to OD’s, recoveries, sourcing, staff and service provider management.Achievements:MDS Change Management strategy and plan development, EXCO signoff and executionIntegrated organisation-wide Line Manager and Supervisor Leading for Delivery workshops as a first for Transnet across OD’s and functions to enable Strategy execution Sourcing and customisation of Transnet wide Change management methodology and standardised change management capability building as a first for TransnetStandard Change control framework formalised in the GRC, audit assessments across the organisation and reporting on a quarterly basis as a first for TransnetManaging service provider and employees in conducting Transnet wide Employee Value Proposition research and EVP development as a first for TransnetInstrumental in adoption of EVP and Implementation approach at Transnet EXCO.No audit findings on any Procurement, Sourcing or complex and often integrated Service Provider managementElected :as alternate member on Transnet Acquisition Council for three termsmember Transnet Value Chain Coordination programmeto attend and completed the Transnet Women’s Accelerated Development (WALD) Programme at GIBS. This programme is intended to accelerate readiness for women who have proved their performance and talent to progress to the next levelto attend and completed Lean Six Sigma training at GE in the USAAll programmes delivered within budget and 100% recovery. Show less

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  Boerqi Bistro

  Jul 2017 - May 2019

  Co-Owner

  Re-brand and Marketing of the establishment which is a Restaurant, Gift Shop, Prviously loved items and General Retailer.Re-engineer operational processes with the intent of performance improvement; Implement required systems for the Tourism and Entertainment Industry, aligned with legislation and Health requirements.Design and Implement HR processes for the establishment (from signon of staff; training for staff, time and attendance, contracts, disciplinary code; alignment to labour laws.Manage the establishment on behalf of the ownerHandover to owner. Show less

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  USAID - Bureau for Humanitarian Assistance

  Jun 2019 - Nov 2019

  Principal Change Management Consultant

  High patient volumes and lack of human resources within public health facilities haveresulted in increased patient waiting times and ultimately affects access to medicines andquality of treatment.Patients meeing specific criteria spend hours going through the processes in clinics unnecessarily in order to receive their monthly medication. The Central Chronic Medicines Dispensing and Distribution (CCMDD) programme is an initiative to improve access to essential chronic medicines to patients in the public health sector. The programme will allow stable chronic patients to bypass their health care facility and collect their medications from a convenient external Pick-up Point (PuP), thereby decreasing the patient volumes in health care facilities. The CCMDD process has been largely paper-based and therefore subject to process inefficiencies and lack of transparency, A system was developed to rectify these issues and introduce a standardised, automated process in all provinces implementing CCMDD.IT technicians were recruited to conduct the installations and user training, Being aware that the old process was mostly paper based; most clinics did not have computers before, that the role-out included all clinics - many in rural areas, the technicians had to be skilled up in change management as user acceptance was critical.I was contracted through end2end SC as one of two consultants to:Assess and identify the key change management skills the technicians will requireDevelop the change management upskilling programme; including an understanding of what people experience during change and how to address it.Develop training material and key change management deliverable templatesConduct Readiness Assessments; analyse and make recommendationsConduct the upskilling workshops; including presentation and conflict management skills. Show less

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  ARC - Africa's Public Health Supply Chain Institution

  Sept 2019 - Mar 2021

  Principal Change Management Consultant

  The Affordable Medicine Directorate (AMD) as part of the National Department of Health was implementing a number of systems and processes which impacted Pharmaceutical Services. The objective was to, in a nutshell, create visibility of the state of play; improve the accuracy of demand and supply forecasting; manage pharmaceutical requirements on a national and provincial level, enable pharmacists to ultimately be in a position where they were better able to service the community. All the simultaneous changes placed strain on the Pharmacists and Pharmaceutical practices. When end2end Supply Chain was contracted our priority was to conduct targeted scientific assessments to understand how well the already implemented systems and processes have been adopted, where the pain points were. Detailed analyses were conducted, analysed and a change action plan developed. As a number of different organisations were delivering on the processes and systems, the assessments indicated the change management discipline was not applied consistently, adoption and benefits realised was very low. Our main focus was on AMD National level, Gauteng, KZN, some support to Northern Cape.Highlights:Developing a standardised change management methodology and approachDevelop appropriate Governance Structures and mandatesDeveloped and commenced change methodology training, enabling and empowering Pharmacists to hold service providers accountable and lead change.Covid-19 struck before this process were concluded; we changed tac by shifting emphasis from projects to support, enable and empower Pharmacists to recognise the stages of change with practical activities to deal with each phase and become change leaders equipping them with the knowledge and empowerment to support them and their staff through this incredibly difficult time, personally and in their roles at work, Show less

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  End2end Supply Chain Academy

  Aug 2020 - Nov 2021

  Principal Change Management Lead and Business Consultant

  Sandock Austral Shipyards' Vision is "Building the African Marine Legacy". As a Shipbuilding and Manufacturing company the CEO realised that Supply Chain Management (SCM) is critical. The business units operated in silos. A 3-day workshop held with the CEO and Management team brought about the realisation that SAS does not only need an SCM leg; but that the operating model of the entire company needs to transform into a Supply Chain based Project driven organisation. This meant a massive transformational change.My accountabilities included:Support development of the new operating model and develop some of the executive-level job descriptions.Developed and conducted Change Management competency building series with the leadership teamConduct various targeted change assessments during the project; analyse results, make recommendations, develop corrective actions and support execution thereof (e.g. existing culture vs desired cultural behaviours Organisational Change Readiness against 11 criteria; ADKAR; Risks Assessments; Stakeholder analysis and engagement plans, Lessons Learned, etc)Co-design; prepare content, and execute various workshops with the executive level.Co-design, prepare content, coach BU Leads and execute a Formal Launch week where every employee and contractor were introduced to the new operating model by the new Business Unit leads and had an opportunity to meet with the CEO and all.Developed Project Portfolio Management Office (PPMO) Organisation Structure and job descriptionsDeveloped Value Chain and processes for PPMO (Portfolio Management; Project Management (to SOPS and templates level;) Knowledge Management; Integration Management)Developed Programme/Project-based Governance structures and mandates.Implemented and chaired the Steering Committee based on the new Governance structures for the largest ship repair job the SAS has ever undertaken.Ensuring change management runs unnamed, but as a golden thread throughout. Show less

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  Boerqi Bistro

  Dec 2021 - Dec 2022

  General ManagementEnsuring legal and labour law complianceCustomer and stakeholder managementSocial Media ManagementStock Control General ManagementEnsuring legal and labour law complianceCustomer and stakeholder managementSocial Media ManagementStock Control

  • Co-owner/Manager

    Dec 2021 - Dec 2022

  • Co-owner/Manager

    Dec 2021 - Dec 2022
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  The Time Factory

  Feb 2023 - now

  Accredited Assosicate

  Co-responsible for Business Growth and MarketingChange Management ConsultingStakeholder EngagementResponsible for LinkedIn profile