It is important to me that I form strong relationships based on trust with every interaction. When I started in my role, I made a point to get to know the key stakeholders and began to set up meetings with them to discuss what expectations we had for each other and what are the key pain points we could work together to fix. I did this with our Identity Management and Service Management vendors and key personnel that used ServiceNow extensively. After the initial conversation, I stood up frequent meetings to discuss the progress on the activity we were doing to rectify the issues as well as have an open and safe conversation on how we were working together. Through this activity, I have built strong relationships that have helped me not only improve as an employee but also improve the reputation of my team.
I have experience in leading organisation-wide change projects that have resulted in successful and significant outcomes with high employee adoption and minimal resistance. An example of this is The TAFE Assist Portal (TAP) refresh. I began this project by surveying the staff on how they interact with TAP and what features they liked, disliked and what they would like to see in the future. In conjunction with this, I also had conversations with people on the ground as well as holding workshops with key stakeholders to find out what could be done to improve the experience. I analysed the data and compiled a report showcasing the key findings and included the feedback gathered from the workshops and on the ground conversations. One of the key issues was the time it took between incidents to be logged and resolved. I investigated this issue further and found that tickets were funnelled through to the Service Desk and then sent around the business trying to find the right team to resolve these tickets. With the help of colleagues, I was able to get a list of business systems and the support teams responsible for these systems. This information allowed me to automatically assign tickets based on the business system selected. If the ticket still came through to the Service Desk this list was shared with the Service Desk to help them find the right team to assign a ticket to, and by making this minor change there was a significant reduction in incident reassignment count.
This project was supported by a communications campaign explaining the new changes and building excitement. I created a stakeholder matrix to inform what kind of information needed to be communicated to different stakeholders and the channels this should be communicated through. The change to TAP was extensive so using the stakeholder matrix, I developed an email marketing campaign that included a hype video to get people engaged and showcase the changes. I also used guided tours on the portal to step the staff through how to use the portal when they first logged on. The go-live for the portal refresh was successful with very low impact and the feedback received from the post-implementation survey was positive and showed there was an improvement in the user experience resulting in an increase in using TAP as the preferred method to log a ticket. I also had multiple teams reach out to see how they could use TAP to improve their business processes.
I possess knowledge of current best practice frameworks such as ITIL 4 and Knowledge Centred Support (KCS). I have experience and knowledge with Agile project methodology, specifically DSDM (formerly Dynamic System Development Method). I have used Agile practices to successfully deliver projects such as upgrades and the TAP refresh. I keep up to date with current industry theories through trusted sources such as Gartner and ServiceNow. I have attended workshops and seminars around user adoption and how to effectively manage change in a way that reduces resistance. I have been working with key stakeholders within the business to adopt some of these theories. One of the theories I have adopted is the change champions. I have collected a group of individuals across the business to help explain new functionality to other users that are relevant to their day-to-day operations.
I enjoy being part of a fast-paced team environment. I have had to manage competing priorities in many of my previous roles. An example of this is with my current role, in March 2020 the Covid-19 pandemic hit Queensland and we were sent into lockdown. During this time, I was in the process of delivering my first major upgrade project and had to adapt and react to competing business requirements as a result of the workforce being transitioned to working from home. One of the ways I was involved in helping this transition was the development of the Well-being survey. The survey was so well received that my team and I won the 2021 Corporate Staff Great Safety Award. I was able to help deliver the survey and successfully send live the upgrade with only a few weeks impact on the project delivery timeline.
I see the importance of being customer-focused, taking an analytical approach to problem-solving, and working collaboratively. I genuinely believe my experience and education would be a valuable asset to this project. I am excited about the opportunity to go on this journey with TAFE Queensland to build a customer-focused product that would enhance our customer experience.
