Lan Refresh Project: Selected Contributions

Moses Goosen
39 Banbury Park, Hunters Road, Northworld, Randburg, 2188

Cell: +27 77 314 5100 email: moses27za@gmail.com
PROFESSIONAL EXPERIENCE
Senior Manager IT: Seriti (formerly South 32) March 2019 – present
Selected Contributions
LAN REFRESH PROJECT

Project Background
The refresh is required for the following reasons:
 Wolvekrans local area network (LAN) equipment that has reached end of life and currently posing the risk of cybersecurity.
Project Description
 The LAN refresh project will include the refresh of all identified switches according to the CMDB managed by SAEC IT and BCX logistics;
 The implementation of LAN equipment will take place;
 An estimate team of up to 4 technicians will be performing the refresh;
 The estimated completion date for project is 30 June 2021.
Project Objectives & Deliverables
Objectives
The refresh of all identified switches according to the CMDB managed by SAEC IT and BCX logistics
Implementation Approach
BCX will replace the current network infrastructure in a phased approach to reduce downtime to a minimum. Testing will be done before each phase to ensure configurations are in place. The change
management process will be followed to include all risks, downtime, roll-back plans, and asset management.
Phase 1 – Access Layer
Replace each access layer switches with its designed Huawei counterpart while still connected to the Cisco core switches. This will allow reconfiguration of each switch and minimum downtime, as the
same cables and cabinets can be re-used. This includes all 165 access layer switches and the bulk of the project.
All removed devices will be factory reset once moved to the designated storage area.
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 Figure 1: Access Layer
Phase 2 – Distribution Layer

The new Huawei core switches will be set up to run in parallel with Cisco’s core. We will require extra power to run both old and new core switches in parallel. Distribution
switches will add redundancy to the entire network in the event of core failure.
The distribution switches will be implemented and dual connected directly to the Huawei core switches. Extra fibre patch cables will be required to connect access switches to
the distribution switches. Extra fibre patch cables will also be required depending on the location of patch panels at the designated distribution locations.
Once completed, the access layer switches can be moved to the distribution switches and moved off the Cisco core switches.
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 Figure 2: Distribution Layer
Phase 3 – Core Switches

The current Nexus 5k switch configuration will be reconfigured and moved to the Huawei core. Routing protocols will be amended.
 Figure 3: Server Farm
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PROFILE MIGRATION TO AZURE STACK
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REPLACEMENT OF ACCESS CONTROL MANAGEMENT TECHNOLOGY

Diagram: Integrated Access Management System
o Development of scope and sign off

 Define as-is vs to-be processes
 Develop the Integrated Access Control System
 Develop solution capability requirements
 Risks and business benefits
o Development of financial model and business case for the savings from the system to VPs and Finance Board
o Strategy session with IT team to map out the architectural roadmap
Improvement of Fleet Vehicle System

o Replacement of weighbridges
o Upgrade software and hardware
o Implementation of RFID tags for each truck and pair with driver for better control
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o Better tracking system for the load and route of each truck; better inventory management
o Management of fuel – reduce the fuel bill for all 4 major sites to below R1 billion
Budget: R35million
Virtual Team reports: 45 resources
ESTABLISHMENT OF DASHBOARD AND BI REPORTING FOR MEDICALS, INDUCTION AND SAFETY

PACKS
Diagram: Medical Dashboard Summary
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o Interview stakeholder for requirement
o Interview service provers for input data models
o Develop dashboards
o Present to VPs, General Managers and HODs
Upgrade of Milestone Technology

This program improves on the monitoring of activities at the mine to improve safety; prevent thefts and produce inter-active video capability
Critical Outcomes of the programme:
 Entrance: if there are protests, can be picked up & record the movements as they happen
 Diesel Bay: theft of diesel, have technology to record events
 Weigh bridge: coal theft, truck cloning
 Perimeters: people coming from outside cutting the fence. There are cameras need to be focused on the area
Budget: R15million
Project Lead Jan 2019 to Feb 2019

Tata Consultancy, Illovo
Barloworld Project Execution Framework
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Execution of migration projects via the SDLC Cycle from legacy systems to new system both from a logistical perspective and financial perspective. Working with and liaising with business analysts,
data migration team, developers, release manager and client teams to ensure that requirements are met; ensure that there is data integrity and seamless migration and management of servers.
Establishment of communication channels with users regarding the transition process and ensuring that users are trained during the UAT stages.
Steerco Presentations which included both internal stakeholders and client teams to manager expectations, give project/programme progress; align on strategies and resolve issues in a collective
manner.
Duties
 Execution of ERP Migration Project for various clients throughout the entire SDLC cycle
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 Tracking of budget and schedule
 Drawing up of plans
 Conducting daily standups to ensure progress of projects
 Migrated Telkom from old financial ERP to new financial ERP
 Migration of Supply Chain, Navision, Corobrik, PPC Zim and Kellog’s scheduled for mid-Feb 2019
Budget: R22million
Entrepreneur Incubator Coach June 2018 to Dec 2018

Impact Hub
Coaching Experience:
As a coach I used this model to re-shape the thinking of the young budding entrepreneurs:
Part A: Use of Tools to Re-Shape Think and Engender Self-Belief
Psychological – It explores the client both inside

and out, their beliefs, values, expectations,
assumptions and psychological patterns that
guide how they show up in life or the workplace
Humanistic – It builds on the assumption that
clients are whole, unbroken and they have the
resources they need to make changes
Integrative – Drawn from a wide range of schools
of thought, it enables coaches to find their own
unique, psychologically grounded way of working
with clients
Holistic – Coaches learn to pay attention to all
aspects of a client’s experience – the cognitive,
affective, somatic, relational and behavioural
dimensions
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The final step of re-shaping their thinking involved using this model:
This was to ensure they follow a step by

step process of self-realization in order to
achieve their objectives
Part B: Execution of Business Ideas

1. Use of Design Thinking Frame
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 Tacking Complex Problems: helps

them empathize with and
understand the human needs
involved.
 Defining : re-framing and defining
the problem in human-centric
ways
 Ideating: Creating man ideas in
ideation sessions
A well-planned Theory of Change can

2. Use of Theory of Change help ensure that the project framework
is fit for purpose and therefor more
likely to lead to desired changes.
Critically, a Theory of Change must be
the result of an effective participatory
process where stakeholders work
together to define and refine the
model.
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3. Use of Business Model Canvass
 Ability to substantially ideate, describe,

evaluate and discuss a business model
using the Business Model Canvass
 Hands-on understanding of how to use
personas and problem scenarios to
articulate the offer’s key drivers
 Hands-on understanding of how to use
AIDA (OR) framework and storyboards to
evaluate the effectiveness of customer
relationship and channels
 Understanding of business type and how
to evaluate Key Activities, Resources and
Partnerships in this context
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4. Building a Prototype (using Simon Sinek’s Start with “Why”)
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Prototyping is a process of bring your

product/service idea from mental concept to
physical world. A prototype is a model of your
product/service in a tangible shape and form. It
fulfils different goals, depending on your immediate
and future needs.
Examples of two companies I have coached into existence

a) SONEO- Application of Technology
https://angel.co/company/soneo-pty/people
b) Rooftop Roots
http://rooftoproots.co.za/
Manager: PMO Office June 2017 to Jan 2019
Liquid Telecom, Midrand)
Oversee the process implementation of the project management office and ensures that the appropriate information gets both to and from the sponsors. Responsibilities include managing the day-to-
day activities of the Project Management Office to ensure that programs and projects meet organizational goals and requirements and managing a team of Project Managers and Program Managers
while providing coaching, direction and leadership in a rewarding work environment.
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EXECUTION OF COMPANY- TRANSFORMATION STRATEGY

 Employ Design Think and Business Canvass Modelling to Execute Digital Transformation & Customer Journey
 Lead transactional deal between HCN and Sentech for Fibre Deal across the karoo and inland.
 Successful build of Liquid Telecom Data Centre.
 Executed BAFO (best & final offer) Due Diligence Data Centre Migration bid for 3 banking clients
 Executed integration project between two billing systems and establishment of middleware platform (ODIN)
 End-to-end Management & Execution of the Investment Bid Management process (Big Deals via RFIs, RFPs & Tenders)
Pre-sales engagement
Opportunity evaluation
Chairing of Steerco Panel Reviews
Bid Development (technical solution, pricing & business case development)
Budget: R14.5mil
SETTING UP OF PMO AND GOVERNANCE
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Overall Objective of PMO
 Align a portfolio of projects with an eye toward future strategy.

 Deliver projects within a program or portfolio within budget, time and scope.
 Understand the linkages and dependencies between various projects in the program or portfolio
 Improve communication within the program / portfolio team among all stakeholders
 Increase the awareness of the value of the PMO, PPM, and PM
DOING THE RIGHT THINGS AND DOING THEM RIGHT.
Objectives of PMO PMO Service Catalogue Services Provided

 Ensure that the LTSA delivers on Strategic Projects defined  Knowledge Management – custodian of the PMO central
by the Executive Committee e.g. Annual Operating Plan repository thereby creating a learning organisation to ensure Portfolio Steering Committee
(AOP) deliverables, Compliance Projects, Process organisational memory is retained
Automation, etc.  Delivery help – services that expedite the delivery of strategic a. Ensure that LTSA’s Strategy Steering Committee is adequately informed via the following
 Serve as LTSA’s authority on Project Management methods objectives or Projects channels:
and practices  Best practices – services that deliver and implement industry
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 Continuously improve the Project Management discipline best practices  General Management – monthly review meetings and/or dashboard reporting
and professionalism within LTSA  Consulting – services that offer Project advisory to Business  Chief Level – quarterly review meetings and or dashboard reporting
 Govern the use of Project Management best practices and Unit’s
quality requirements as defined by the hub PMO  Training – services that foster the development of Project b. Chair the Strategy Steering Committee meetings, ensuring the following:
 Keep the LTSA Management Team well informed of Management skills and proficiencies.
relevant Project and Programme status information via  Methodology – services that ensure Project Managers  Portfolio opportunities are identified
highlight and dashboard reporting implement the defined project methodology throughout LTSA  Portfolio risks and issues are identified, and owners allocated
 Review and improve deficient Project Management  Standardization – services that ensure that standards are  Provide over/under expenditure and action accordingly
processes with standard and best practice tools, methods & adhered to by providing templates on a central repository  Provide a portfolio overview and corrective action to address non-performance
processes
 Centre of Excellence
 Project Management training, coaching and mentoring on the LTSA adopted
standards
 Conduct Project audits to ensure consistency and maturity
 Represent Business as the Subject Matter Expert on Project Management Tools e.g.
MS EPM, Nintex workflows, MS Projects, etc.
 Maintain the CoE Portal to ensure latest available templates, tools and best practice
always.
 Participate in Business Case reviews post product launch for the NPI process
 Participate in Risk Management workshops to ensure common understanding and
management of Project Risks
 Project start up support by coaching and mentoring of Project Managers
 Benefits Management
 Assist Business with mechanisms to set and track Benefits realization (if required)
Resource recruitment
 Maintain in conjunction with Human Capital the Project and Programme

Management Job Descriptions and ensuring that the right people with the right
skills are appointed
Assist in the development of Project plans
 Advisory assistance to Project Managers in developing Project plans when required.
Portfolio dashboards reporting
 Performance metrics, benchmarking and continuous improvement based on best

practices.
 Enable standard Project Management dashboards based on agreed requirements.
Project rescues and support for troubled Projects
a. Assist business areas in expediting the delivery of Projects in need of rescuing.
Assist both Project Managers and business areas in resolving issues with troubled Projects.
Project & Programme data repository
b. Provide a centralized repository for all Project and Programme documentation and data.
Lessons learnt repository
Provide a centralized repository of lessons learnt that is easy to navigate.
Oversee the process:

Classification of Big Deals (Tiering)
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LTSA Three Bid Tiers
Tier 1 – Transactional Bid
• Straight Forward Quotation for Service or Product required. To be executed by KAM and Sales Manager on BidIT.
Tier 2 – Mid Sized Bid
• A bid that does not meet the Big Deal criteria, i.e. <R240m ACV et al., but does carry some complexity. To be executed by the Bid Specialist in the Bid office.
Tier 3 – Large and Complex Bid / Big Deal
• Meets Big Deal Criteria >R240m ACV et al.. To be executed by the Big Deal Management team together with the nominated Virtual Team from the business.
ESTABLISHMENT OF BIG DEAL PROCESS
With this process we able to manage intedepencies between different projects and programmes that were being executted via the process.
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Budget: R7.5 mil

DATA CENTRE IMPLEMENTATION
Client: Nedbank
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Data Centre Floor Layout at Liquid Telecom
Snapshot of Data Centre Architecture
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LEAD: STRATEGY AND COUNTRY ENABABLEMENT Dec 2015- June 2017
Standard Bank of South Africa, Johannesburg
Produced management information and insights to maximise return on investment on IT initiatives and demonstrated delivery of value. Identified and drove initiatives and approaches that enabled
the implementation of strategy and manage relationships with key regional, in-country and centre stakeholders.
Assessed and developed in-country Information Technology capabilities to enable self-sufficiency.
Optimised and facilitated service delivery by clarifying, analysing, monitoring and reporting service levels of all IT services contracted from the Group IT centre.
Formulated “One Africa” IT strategy based on the Group Universal Bank and line of business strategies while merging the reality of in-country capabilities. Operationalized strategic initiatives across
countries in Africa. Led Business Change and Communication, all external and governance reporting (including benefits tracking) and facilitated financial and risk management in the Africa IT function
and across 17 countries in the Africa portfolio. Formulated reporting for Group Boards and the South African Reserve Bank.
Selected Contributions:
 Delivered the strategic payments engine for the bank
 Developed commercial agreements & relationships with UK vendor to serve African countries
 Developed regional service delivery operating model within Rest of Africa (RoA) and international sites
 Advised & guided senior executives on critical strategic imperatives
 Provided financial oversight of Africa IT, including invoicing of IT services from SA to African countries along with formulation of service level agreements (SLAs)
SENIOR MANAGER: PORTFOLIO & PROGRAMME MANEGEMENT April 2015- Nov 2015
Standard Bank of South Africa, Johannesburg
Accountable for the entire Business Improvement Model for Finacle Core Banking Programme roll-out. This was a signature project for the bank and aims to provide better banking experiences for the
customer via an integrated banking system with greater standardization and lower cost base for the customer and the bank. High level Leadership of the Project Managers, Business Analysts,
Developers, Testing Team
Duties:
Programme managed across the SDLC of entire programme, i.e. Business Improvement Model, reported on Upgrades, Ramp-ups & including the Cloud roll-out. Adopted Scale Agile Framework (SaFe),
this included the adoption and use of various DevOps and agile methodologies for delivery throughout Africa by aligning to the SaFe Framework. Led a team of project managers, release train
engineers, feature analysts, developers, testers, scrum masters to deliver multiple backlogs of work defined by executive sponsors.
YBIYRI (You build it, you run it) ensured feature teams maintained and supported all solutions being implemented in all countries.
Collaborated with business analysts, developers and testing teams (part of feature teams) in testing of products requested by country counterparts.
Vetted requirements gathered by business analysts to ensure that business products are well defined.
Worked with functional analyst teams to prioritize products according to deployment schedule in JIRA for relevant programs i.e. upgrades, cloud, ramp-ups and actual roll-out.
Worked with senior management within head office and within the countries to ensure a smooth planning and implementation occurs; and to anticipate any changes outside project controls and to
ensure constant communication between development & operations team such that products developed are fit for purpose.
Tracked project plans of each stream (cloud, ramp-up, upgrades, CIB and core banking products) with related schedules, budgetary limitations, operational readiness of countries, regulatory changes
(reserve bank etc.).
Approved timesheets of all project teams in each stream in order to perform earned value management (EVM) to ensure schedule and budget talk to each other.
Selected Contributions:
 Successfully implemented Cloud in first 5 target countries in November 2015.
 Successfully delivered upgrades for 5 other countries to the latest version of Cloud.
 Improved the operability of several banks with new Core System to average of 5%.
 Harmonized the Personal/Business Bank IT strategy between Business and IT in SA and West Africa (Nigeria, Namibia, Angola, Ghana, Democratic Republic of Congo)
 Accountability for the IT Change the Bank budget for West Africa
Other Contributions:
 Deployed & operationalized the New BancAssurance in Kenya, Zambia, Namibia
 Deployed Base Contact Centre in 10 neighbouring African countries
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ROLL OUT OF CORE BANKING SYSTEM (FINACLE)
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Portfolio Project Manager 11/2011 to 03/2015)
Sasol Technology, Floor 1, 33 Baker Street, Rosebank
PROJECT UNDERTAKINGS
RESOURCE MODEL DEVELOPMENT

Development of the resource model tool that analyses the resource requirements for a particular project based on supply vs. demand and on chosen contracting strategies. Assist in building and
upgrading of the enterprise project management (EPM) system. The main objective of the project is to provide reliable information on the state of resources and their use within Sasol Technology.
Present the current resource demand/supply picture and predict the future requirements based on the projects in the rolling capital plan (RCP). The model needs to be comprehensive, thereby
ensuring that all aspects regarding resource are adequately captured and available for analysis. The approach was as follows:
 Phase 1 - New tool with improved resource data as ratified by functional managers and portfolio executives, focusing only on Sasol Technology resources. Includes defined set of project
roles, different contracting strategies, and historical SAP data for comparison.
 Phase 2 – Updated to include business unit roles and contractor information.
 Phase 3 – Use the modelling experts in the Decision Support team to model the resource usage per role/per phase to improve the resource input data.
Service Provider Capacity Model Development
Develop a model that determines service provider performance with regard to metrics as follows:
 Safety
 Quality
 Schedule
 Cost
This model assists ensuring we have the right service providers for the right projects; assist is assessing their performance; and with negotiations between client and service providers for new projects.
EPC/M Service Provider Performance Index

Safety + Quality + Schedule + Costs = Performance Index *colours are for the performance index for
each service provider and are ranked
accordingly
Blue = best in class (top quartile 20% of
peers)
Green = good
Yellow = average
Orange = poor
Red = inadequate (bottom quartile 20% of
peers
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Service Provider Data Mapping
Table 1: showing the high-level scope of the Data Matrix Project
TODAY FUTURE PROCESS

Data Extraction Current data is manually extracted / gathered from Having identified the sources of data either:
various sources by a team of people  Structure source- a system e.g. SAP
 Unstructured source- a file maintained by person X
We can:-
 Put data out of structured sources
 Identify owner to supply data-supply either to a data steward or directly into
a database
Database Creation Gathered data is sorted in Excel sheets Put a single database in place that data suppliers or data stewards will enter data into.
The database becomes the feed for the following transformation
Data Transmission & Presentation Stored data is worked up according to client’s calculation, A model will exist that will take data structured as an output from the database. The
worked up into graphs and presented in PowerPoint model will transform the data and can either produce the final reports or feedback the
results to a reporting database to produce reports through a Business Intelligence portal.
Diagram 1: Showing detail and flow of activities for Data Matrix Project
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Sastech-wide Data Mapping
Diagram 2: Showing the end state diagram
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Budget: R65mil
CAPITAL PROJECT PROOF OF CONCEPT PROJECT

This project involves developing a template for Sasol Technology Project Management Teams as a guide on how to execute projects successfully at each phase of the project. This involves a 360-
degree check points for all documentation, process and governance procedures required for each type and size of project being executed by project teams from cradle to grave.
Due to the high failure rates of many capital projects; this tool assists in ensuring that front-end loading is done thoroughly, thus ensuring that for each phase gate readiness review the project is
sufficiently prepared to present a strong and viable case for the gate up to capital approval and beyond.
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Table 2: Showing the BD&I with the embedded End-of-Job Procedure
FOCUS: BUSINESS DEFINITION BUSINESS ESTABLISHMENT OPERATE BUSINESS

IDEA GENERATION FRONT-END LOADING IMPLEMENTATION CONTINUOUS
IMPROVEMENT
IDEA PACKAGING PREFEASIBILITY FEASIBILITY BASIC DEVELOPMENT EXECUTION START-UP EVALUATION OPERATION
Strategic Alignment Business Planning Facility Planning Project Planning Provide assets Safe Start-up of assets Evaluation of project Optimise: guide
according to Business objectives improvement &
Plan sustainability
 Business needs  Identify & assess  Develop & select best  Optimised & fully  Implement with  End-of-job  Performance test  Opportunity
assessment opportunity alternatives defined scope min changes documentation  Start-up support identification
 Technology needs  Assess business  Select technology  Authority Eng  Facility & business  Steady operation  Post project audit &  Technical &
assessment alternatives,  Develop execution &  Finalise PEP systems ready for  In-spec product close-out report process support
 Project needs uncertainties & design philosophies  Accuracy +/- start-up  BU acceptance  Product acceptance  End-user support
assessment risk  Develop business 10% / 20%  Owner quality  Legal close-out in market  SHE systems
 Company opportunity depending on assurance  SHE management  Legal compliance
strategy  Accuracy +/-30% contracting  Product quality  SHE performance
 Accuracy +/-50%  Product dev & specs strategy assurance measure
 Identify products  Legal frame  Product  Legal
 SHE philosophy  SHE assessment & acceptance by entrenchment
design market  SHE management
 Legal defns
 SHE designs
Business/ Operations Business case Business Plan Final Business Plan The Business Running Entity Post audit report Optimise business &
product
Engineering / Technical Prelim Eng Proposals Conceptual Eng. Proposal Basic Eng Package Technical Integrity Start-up assistance Performance Certified Optimise facility
Project Management Project Execution Project Execution Strategy Project Execution Plan Project as per PEP Project close-out Project close-out report Project governance
Philosophy review
Sponsor Feasibility Charter Basic Development Charter Project Charter Governance Governance Governance Governance
 Strategy fit  Strategy fit  Strategy fit  Strategy fit  Strategy fit  Ready for  Beneficial  Need for change
 Continue / abort  Right  Right opportunity?  Right  Right commissioning? operation? identified?
 Accept next phase opportunity?  Continue / abort / opportunity? opportunity?  Ready for  Stable operating  Balance portfolio?
plan  Continue / rework  Continue /  Optimum project operation plant?
abort / rework  Principal approval abort / rework definition?  Approve start-up  Quality product?
 Accept next  Accept next phase plan  Accept next  Continue / abort / 
phase plan phase plan rework
 Accept next phase
plan
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Engagement Manager …………………………………………………… 008/2008 to 10/2011

KPMG, 85 Empire Road, Johannesburg
General Consulting Duties
Serve as the main driver of the client relationship and communication. Manage the budget, timeline, resources, scope, change requests, status report
and sales interface. Produce a detailed project plan to match customer requirement
Involved in all aspects of the engagement, leading the team to: identifying issues, forming hypotheses, designing and conducting analyses,
synthesizing conclusions into recommendations and helping to implement change
Preside over lively brainstorming sessions; build consensus; recognise and accelerate peers’ strengths; delegating the right tasks to the right person
thus build powerful teams. Advise on technical issues around projects and contract administration; provide coaching and training project finance, risk
and compiling of compelling business cases. Develop integrated strategy between departments.
PROJECT UNDERTAKINGS
EXXARRO GROOTEGELUK MEDUPI EXTENSION PROJECT (GMEP)

The objective of the review is to analyse the impact of the timing and quality of the Design Consultants’ Engineering deliverables on GMEP,
specifically the following:
Late Issue of Approved for Construction (AFC) engineering deliverables
Engineering deliverable changes and errors which has resulted in delays and re-work. This will include those caused by:
 Design Consultants
 GMEP Project Team
 Owners Team
The affected Engineering deliverables, with their associated time and cost impact, will be classified in
accordance with the above. This will be done with the assistance of the following personnel:
 Project Quantity Surveyors, (PCC)
 GMEP Planning Manager
 The Project General Manager has selected 50 (fifty) construction contracts that will be reviewed and has also identified the priority
contracts.
Budget: R350K
ELEVATOR PITCH OF THE WORK AT BHP BILLITON

Table 3: Showing Elevator Pitch for Establishment of PMO
Assist Projects Dept. to develop capability to: Plan

OBJECTIVE Deliver Capital Projects
Stabilise existing project pipeline  Training on business cases

 Prioritising FY13/14 portfolio
Drive alignment of project management with Asset Governance Framework  Implement PGC-individual projects
 Implement PRC-project portfolio
Hardwiring the Asset Governance Framework  Reporting- RPMs
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 Quality assurance- coaching
Project Requirements
Set-up and maintenance of PMO to track and plan major programmes consisting of 20+ projects. Required to own full lifecycle of each project from
request and sponsor engagement to delivery, training and benefits tracking. Required to develop, train and maintain standard Project Management
Office processes and techniques to all divisions within the business. This included all Business Change teams impacted in the Project implementation
lifecycle for all approved changes. Additional requirement to implement process change to allow senior stakeholder management information to be
collated. This key requirement allowed analysis of progress of change initiatives to ensure progress in line with strategic goals and planned value.
 The implementation of an asset project management framework (APGF) to prioritise and govern the projects functions for small/medium
capital projects;
 Analytical project prioritisation using the Canfield Grid;
 Coaching and Training in the framework;
 Combated resistance by conducting one-on-one and group training sessions to help staff understand nuances of systems;
 The development of a 5-year capital replacement plan and schedule for BHP Billiton (Manganese);
 Wiring of the project reporting cycle from project manager to the EXCO for the Manganese Asset (BHP Billiton)
 Designed & Deployed the PMO process framework (more than 100 process assets) and trained the staff to use them
 Mentored and coached personnel to sit the PMP exam (15 trainees, 95% success rate)
 Enabled a culture switch to win buy-in from senior stakeholder’s hostile to a matrix organization
 Established the Project Controls and Financial Controls functions for the company and the program
 Established the Risk Management function and managed the Risks for the program
Budget: R950K
LONMIN PLC ASSIGNMENT (SUPPLY CHAIN)

Performed supply chain benchmarking survey of the two Lonmin business hubs (Marikana and springs); compared the operational effectiveness of
each firm to fourteen others in the industry to ultimately identify best practices. Developed a model to highlight the cost trade-offs between facility
closures and employee reductions, across 6 business units affecting 3000 employees; identified consolidation strategy that would generate over
R40million in synergy savings.
 Wiring of the Capital Supply Chain Lonmin Platinum Asset (Lonmin Plc.), by proper contract administration; improved contract spend (via
conversion of one time tenders into long-term contracts; established healthy rapport between Supply Chain and Business (end-user);
 Developed a new Capital Supply Chain Policy for Contract Administration;
 Analyse current contracts and T&Cs in order to align with new policy; and
 Design of new templates for the whole tender process which will make Capital Procurement more efficient
 Led and directed corporate supply chain strategy across Lonmin facilities
 Delivered continuous improvement opportunities in Lean supply chain including supplier rationalization and inventory reduction
 Led efforts that produced approximately 15% reduction in active raw materials inventory from 2009-2010
 Negotiated key supplier partnerships across strategic commodities such as steel, plastics and finished goods, resulting in lower
inventories, better cost controls and more robust, reliable supply chains
 Designed and developed supplier report card for launch in Q1 2009
 Developed and implemented supplier NCM (Non-Conforming Material) process requiring root cause analysis and written corrective action
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 Led and directed team of salaried supply chain and materials professionals, including Materials Manager, Supply Chain Manager,
Schedulers and Buyers
 Recognized as key leader and contributor on Senior Operations Leadership team
 SME (Subject Matter Expert) for Lean supply chain development and project management methodology
Budget: R450K
DRAKE AND SCULL (FACILITIES MANAGEMENT)

 Examined Drake and Scull business partner operations to ascertain why sales were diminishing against larger industry trends for the
consumer electronics retailer.
 Instituted turnaround initiative by performing test groups of customer habits at company’s 3 largest stores and managing competitive
analysis in both brick and mortar and digital sectors.
 Reviewed marketing, advertising and employee training.
 Met with company owners to do detail findings, which included steps to eliminate inventory redundancies, training strategies for
employees, remediate communication affecting chain, and enhance marketing and advertising efforts online and in targeted communities.
 Resulted in sales increase of 15% in 2009 and 22% in 2010
Budget: R200K
VENMYN RAND (PTY) LTD

 Worked with senior management to develop strategy for business operations after the company grew a new business offering called
Venmyn Independent Projects (VIP).
 Created organisation framework which allowed Venmyn to eliminate redundancies and maximise output by consolidating departments.
 Met with potential investors and developed key contact in both foreign and domestic markets to explore merger and sale opportunities.
 Liaised directly with sales and marketing teams to assess opportunities in marketplace, establish targets, and prioritise goals.
 Venmyn Rand is now acquired by Deloitte as a result.
Budget: 340K
CFA Global Investment Challenge …………………………………………………………………

Wits Business School MBA
As an MBA student, as part of financial analysis (Corporate Finance) we formed syndicate groups competing against each other for best financial
analysis based on a particular theme.
Group Work
 Analyzed companies, performed financial modeling and valuations; worked on potential sell-side and buy-side M&A deals
o Media Company’s Acquisition of Internet Company
 Researched list of potential targets for technology company and narrowed down list from 100 to 10 based on
geography, market cap, and product line
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Moses Goosen
o Mining Company’s Potential Sale
 Assessed best buyers for mining company and created list of 30 based on acquisition proclivity, financial
wherewithal, and product overlap
 Write a report and each of the M&A deals and rationale for them both from a strategic and financial point of view.
Independent Investing
 Managed portfolio and selected US and foreign stocks to invest in; earned 9% average annual return over 2years
o Oil Stock
 Analyzed market fundamentals and invested 5% of portfolio in company due to planned expansion into deep
ocean fields and hedging strength relative to competitors
o Biotech Stock
 Compared company to competitors in similar niche market and found that pipeline was weaker; shorted stock
and earned 10% return over 6 months
Clean-Tech Group (International Companies)
Analyzed ethanol and solar companies’ performances and reported on key financial and market characteristics
 Collected financial performance data on solar cell manufacturing companies and concluded that post-IPO companies missed
earnings expectations in 50% of cases due to overly aggressive forecasts;
 Tracked individual ethanol producers based on management teams, strength of intellectual property, and rounds of venture capital
funding
Completed Writing Books (Personal Goal)

I also took on a long-awaited challenge of completing my two-book project of 4 years ago. I have since written to completion “A Lot Like Life” and
“The Black Billionaire” which are being review for publication.
Lead Process Engineer (Commissioning Manager) …………………………………… 04/2007 to 06/2008

G&H Consulting Engineers, Johannesburg (Marshalltown), Gauteng
Selected contributions
 Collaborated with Senior Anglo Platinum management on safety efforts and resulted in best record for working at heights for major capital
projects (Louwill Engineering 100 000 LTI free hours). This record applied specially to working at heights with the group doing the sheeting of
the crusher building. I ensured that the workforce understood the importance of working safely while maintaining the time targets set for them
to finish. I ensured they took the necessary breaks for refreshments by drinking MEGA. This was essential as they were working long hours to
meet deadlines and having regular safety talks with the crew helped keep them vigilant;
 Established comprehensive control sheets for each discipline and/or contractor and this improved times on project deliverables. This was a tool
used to track all the activities and ensured that all the crews worked to the new schedule due to time/budget constraints. This tool ensured
that teams could work simultaneously, and activities had to be coordinated such that they do not clash.
General Duties
Project managed commissioning of WCM (Waterval Converter Matte) Crusher Project for Anglo Platinum (Rustenburg), with a budget of R350million.
Planning, implementing, supervising and monitoring every phase of the project (Civil; Construction; Mechanical, Electrical & Instrumentation
Installations; Programming & actual Plant Commissioning). Preparation of project documentation, bidding, negotiations, sub-contractor selection,
material purchasing, scheduling. Supervision of crew of up to 60 trade workers.
Preparing and reviewing process specifications and control narratives and other related documentation viz., project execution method statement
(PEMS); process design criteria (PDC), risk assessments; and hazard & operability studies (Hazop & Hazcon).
Reviewing and approving line lists, equipment lists, flow sheets, isometrics, plot plans and specifications before release. Commissioning a new
crusher within the Anglo Platinum mining facility and ensuring its seamless integration with existing plants, processes and operations.
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Moses Goosen
Ensure that every aspect of the construction, integration and operation of the plant meet the design budgetary, operational and corporate
requirements of Anglo Platinum. Drafting process flow, piping and instrumentation diagrams and preparing equipment specifications and process
descriptions. Obtain and review progress and expenditure reports from contractors, make cost revisions and absorb contract changes and
negotiations into project budget.
Engineering Superintendent (Reduction B & C Plant) ………………………………………………………………………………

BHP Billiton ASA, Richard Bay, KZN
 Directed and coordinated budget planning and development, schedules, work plans, and resource utilization.
 Identified and assessed the impact of project management risks and developed backup plans accordingly.
 Evaluated communications and archiving of the project progress to the sponsor and all business owners of the project.
 Negotiated scope of work and manpower resource planning for project with leadership executives, line management and project sponsor.
 Prepared the planning timeline coordination and resources of the activities of the project team according to project deadline.
 Supervised and communicated vital information regarding scope, timing, cost risks and performance of project timeline to the
management and board.
General Duties:
Plan, manage, and oversee the daily functions, operations, and activities of the project and service engineering teams to continuously improve
organisational productivity and customer service.
Coordinate and direct projects, analyse technology, resource needs, and market demand, to plan and deliver complex projects, on-time and within
budget. Develop business case for projects for board approval.
Undertake development of systems to fulfil changing legislative requirements and value engineering when required, and pro-actively develop and
standardise procedures and methods to improve the efficiency and effectiveness of engineering services and projects.
Provide high level technical support in the management of warranty claims and appropriate correct actions thereafter.
Confer with management, production, and marketing staff to discuss project specifications and procedures.
Direct, review, and approve product design and changes.
Prepare budgets, bids, and contracts, and direct the negotiation of research contracts
Project Specialist …………………………………………………………………………………….

BHP Billiton ASA, Richards Bay, KZN
 Collaborated with senior management and BI team on business process re-engineering (BPR) efforts gaining 5% in productivity and quality;
 Established preventative maintenance schedule, ensuring optimal equipment operation in the crucible workshop without costly downtime;
 Redesigned floor layout of crucible workshop achieving 10% improvement in overall productivity while reducing required manpower by at least
4%. This involved marking floors for empty and full crucibles respectively, working out the turning circle for the tractor to make the process
efficient as delays in moving the ladles led to metal freezing & most of it going to waste (Kanban Methodology);
 Implemented just-in-time strategy to optimize metal tapping and ladle transportation to cast-house. This was linked to the above work. This
meant tapping by crane instead of the conventional way via a crucible. This reduced tapping times, increased safety and tied to improved
crucible workshop area, let to lower turn-around times. The molten Aluminium was delivered to the cast house quicker and much more
volumes of material could be converted into the value-added products the organisation produced;
 Created cost models to support internal customers’ proposals and cost reduction initiatives;
 Monitored and analysed workflow, processes, procedures and line activities, identifying & resolving bottlenecks to maximize efficiency.
General Duties
Provide project management expertise on both green-fields and brown-fields project work for BHP Billiton Aluminium Smelter with budgets ranging
from R100 000 to R640million (80mill US). Project types ranged from process improvement; cost reduction, innovation; sustainability; and
environmental.
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Moses Goosen
Perform pre-feasibility studies, do market research on available technology. Confirm accurate foreign exchange cover and import costs. Generate
draft scope of works; establish budget prices (man-hour budget); and verify savings or opportunity income. Gather technical information required for
tender documents. Handle site inspection and due diligence on tender adjudication processes. Expedite contractual documentation (bonds & proof
of insurance); check & witness invoices; generate variation orders as per negotiated claims; compile safe working procedures; and arrange safety
induction sessions. Minimise costs by ensuring efficient implementation of the designed system/equipment. Collaborate with administration and
financial teams to establish viable support of safety standards. Provide ongoing production support and troubleshooting with internal stakeholder
clients’ business improvement (BI) team. Generate contractual documentation viz., bonds; variation orders; capital expenditure requests, purchase
requisitions/orders. Follow project management using PMBOK methodology.
COMMERCIAL PROCESS (PROJECT FINANCE) PROJECT EXECUTION (PROJECT MANAGEMENT)

 Develop Scope of Works  Engineering Blitz (project scrubbing)
 Request for quotation  Approval of capital by management
 Develop Work Breakdown Structure  Approved list of tenderers
 Early stage project equity valuation  Draft PEP (project execution plan)
 Develop and maintain valuation template tool  Draft PDC (process design criteria)
 Risk identification and mitigation  Draft organogram with battery limits
 Selection of financial instruments  Draft contract documentation (FIDIC)
 Packaging funding requirements of projects  Draft commissioning manual
 Understanding & negotiation of shareholder and project  Draft handover material from project milestones
development agreement such as off-take agreements, EPC/M  Track project using MS project and cash flow (earned value)
contracts, operations & maintenance agreements  Performance risk assessment and hazops
 Understanding & negotiation of commercial agreements
including CTA, inter-creditor and facility agreements
Senior Metallurgical Engineer ………………………………………………………

De Beers Consolidated Mines (Venetia Mine), Musina, Limpopo
 Commissioned the Paste Thickening Plant for the Water Recovery section in line with government regulations for slimes dams. By having a
denser sedimentation process, the material from the settling tanks could be pumped to the slimes dams and also used to build the walls to
prevent seepage. This was a very important sustainability project to both protect the environment and also ensure that the organisation
continues its operations;
 Devised a plan to improve productivity via a time study for Optical Sorting Project. The team recovered 3500 carats instead of the mandated
2000 carats. This contributed to the established gain-share scheme. This was one of the big five initiatives of De Beers. The project was called
Optical Sorting using a machine hired from IST Technik. The whole idea of recovery was that the machine separated diamonds from other
material when a light shone through the diamond. The important thing was to ensure that material was dry, as water particles would have also
been perceived as diamonds. This meant that any material that had a water particle would be sorted into the diamond stream.
a. Time constraints: the project took place initially in the winter months and there was very little sunshine. This meant that it took
extra long to dry the material before processing it through the Optical Sorter. We asked the security to allow us to leave
material overnight drying out in the dump. The other time constraint was due to the fact that same team had to still sort the
absolute diamonds by hand from other material that had similar features to diamonds;
b. Security regulations: we had one security that assisted us during the project. The presence of security was important, as this
was an area deemed to be red area due to high concentration of diamond material. The main problem came up when the
collection drum of material was full and had to be taken into the building to the volt. This meant that the machine be stopped,
and everyone gets into the building so that nobody is left alone in the dump to be tempted to steal a diamond. It took +/-
20mnutes to fill up a bag with material. Due to the fact that the whole team had to leave the area, most of the time was
37
Moses Goosen
wasted taking the drum up to the volts. Within one hour, only one drum was processed, and the rest of the hour went to
waste. We negotiated with security to install a camera in the optical sorter to ensure that while others took the drum to the
volt, the rest of the team could continue to process further material;
i. The other challenge was when we had to calibrate the machine with the diamonds already sorted from the normal
diamond process. This meant that we had to declare how many diamonds left the building and also ensure that all
the diamonds were returned thereafter. If there were any missing, disciplinary action would have been taken. We
made sure we maintained constant communication with security of all our activities and report any problems that
might have arisen. This helped especially if we did not recover all the diamonds that we collected for calibration
purposes;
c. Difficult material to treat: Due to the Red Kimberlite material mined, it presented a problem of being flaky and caused the
machine to shoot haphazardly to a point where it has to be re-booted. This caused a lot of delays and we counteracted this by
dividing the team into day and night shift to process more drums of material.
 Engineered a way of purging spent (used up) fine Ferrosilicon (FeSi) from the fines stream to the course stream. This was based on the
understanding that spent fine FeSi has similar characteristics as course FeSi. This meant a saving on the usage of course FeSi. There are two
streams, course and fine, in the area called DMS (dense medium separation). FeSi is the agent that separates diamond-bearing material from
gangue material. Fine FeSi contained 90% microns of fine material while course FeSi contained 60-70% microns of fine material. By being spent,
fine FeSi had the same number of microns as course FeSi. I made a proposal to purge the spent fine FeSi from the fine stream toward the
course stream and it could be used there. Course FeSi was the more expensive of the two. By reducing the consumption of course FeSi, it
reduced the cost of production of diamonds from the course streams;
 Optimised the Magnetic Separators in the dense medium separation (DMS) area, which reduced FeSi losses by at least 10%;
 Optimised the Magnetic Roll Separators in the Red Area (Diamond Recovery), which improved the catchments of diamonds into the correct
streams. This involved doing calculations of the slide positions, which would result in higher catchments of diamonds according to the strength
of the magnet. Non-diamond bearing material is magnetic and thus working out the optimal positioning of the slide ensured that an
improvement of 30% diamonds going into the right stream was achieved;
 Investigated feasibility of and applied the Split On-line Camera Technology used to analyse particle size distribution and provide live feed. This
involved placing the cameras at specific exit points of critical equipment that gave an idea of their efficiencies. This improved the results
provided by laboratory and served as secondary information;
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Moses Goosen
 Endeavoured to increase plant utilisation by performing a study on overall plant utilisation initially on all conveyors in the plant. By collecting,
analysing and collating each section’s data, I was able to ascertain the historic and current OPU’s (overall plant utilisations) and began with
some Kaizen activities to remove some of the bottle-necks. This improved the OPU from 81% to 95%. This was achieved by holding a workshop
with shift supervisors using the RCA methodology (Root Cause Analysis).
General Duties
Provide technical services support to production teams and perform project undertakings. Plan projects while taking cognisance of management
principles, steps & guidelines. Perform technical investigations via ISO audits and revise ISO procedures. Identify possible opportunities and threats in
production sections and formulate plans to enhance or counteract. Diagnose problems; determine time parameters and resource requirements; and
setting performance specifications. Served on quality assurance team, developing guidelines and procedures to improve standards & performance.
Developed documentation system to ensure accurate, timely updates. Apply statistical methods using Citect and Statistica. Ensure security of
sensitive documentation/information and general security adherence. Establish sound working relationships and on the job awareness (BBSHE-
behaviour based SHE). Identify non-compliance to personal protective equipment (PPE); health and safety policies.
39

Lan Refresh Project: Selected Contributions

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Moses Goosen

39 Banbury Park, Hunters Road, Northworld, Randburg, 2188

LAN REFRESH PROJECT

The refresh is required for the following reasons:

Project Objectives & Deliverables

 Figure 1: Access Layer

Phase 2 – Distribution Layer

 Figure 2: Distribution Layer

Phase 3 – Core Switches

 Figure 3: Server Farm

PROFILE MIGRATION TO AZURE STACK

REPLACEMENT OF ACCESS CONTROL MANAGEMENT TECHNOLOGY

o Development of scope and sign off

Improvement of Fleet Vehicle System

ESTABLISHMENT OF DASHBOARD AND BI REPORTING FOR MEDICALS, INDUCTION AND SAFETY

Upgrade of Milestone Technology

Project Lead Jan 2019 to Feb 2019

Barloworld Project Execution Framework

Entrepreneur Incubator Coach June 2018 to Dec 2018

Part A: Use of Tools to Re-Shape Think and Engender Self-Belief

Psychological – It explores the client both inside

This was to ensure they follow a step by

Part B: Execution of Business Ideas

 Tacking Complex Problems: helps

A well-planned Theory of Change can

3. Use of Business Model Canvass

 Ability to substantially ideate, describe,

4. Building a Prototype (using Simon Sinek’s Start with “Why”)

Prototyping is a process of bring your

Examples of two companies I have coached into existence

Manager: PMO Office June 2017 to Jan 2019

Liquid Telecom, Midrand)

EXECUTION OF COMPANY- TRANSFORMATION STRATEGY

SETTING UP OF PMO AND GOVERNANCE

 Align a portfolio of projects with an eye toward future strategy.

Objectives of PMO PMO Service Catalogue Services Provided

 Maintain in conjunction with Human Capital the Project and Programme

Assist in the development of Project plans

 Advisory assistance to Project Managers in developing Project plans when required.

Portfolio dashboards reporting

 Performance metrics, benchmarking and continuous improvement based on best

Project rescues and support for troubled Projects

a. Assist business areas in expediting the delivery of Projects in need of rescuing.

Project & Programme data repository

Lessons learnt repository

Provide a centralized repository of lessons learnt that is easy to navigate.

Oversee the process:

ESTABLISHMENT OF BIG DEAL PROCESS

Budget: R7.5 mil

Data Centre Floor Layout at Liquid Telecom

Snapshot of Data Centre Architecture

ROLL OUT OF CORE BANKING SYSTEM (FINACLE)

RESOURCE MODEL DEVELOPMENT

Service Provider Capacity Model Development

EPC/M Service Provider Performance Index

Service Provider Data Mapping

Table 1: showing the high-level scope of the Data Matrix Project

TODAY FUTURE PROCESS

Sastech-wide Data Mapping

Diagram 2: Showing the end state diagram

CAPITAL PROJECT PROOF OF CONCEPT PROJECT

Table 2: Showing the BD&I with the embedded End-of-Job Procedure