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Expert's DBA(IS) studies provide a solid theoretical framework for understanding "the information economy," including knowledge management and e-business. In his regular work he has had practical experience of the tools that support knowledge management. For example:
Expert has used e-mail, groupware and an electronic diary to work more effectively with co-workers, customers and suppliers. These tools were essential for information exchange and coordination when he was Project Manager for benchmarking, DRP (disaster recovery planning) and corporate time recording. The project teams were scattered, so physical meetings were limited (yet still essential).
Expert has designed quality work processes for a contract support team. This included simple workflow management, automated management report generation, cross-training and job sharing. His own tacit knowledge of the processes was refined, documented, implemented in a database system and made available for knowledge transfer to his team members.
Expert keeps up-to-date on developments in EDI (electronic data interchange) as a member of a community of practice. When EDI (EDI is a specialised part of e-commerce) was new, Expert was appointed to become "the expert" within his community of practice. Expert improved the quality of agenda, minutes and papers submitted for Executive IT meetings. His standards for submissions provided an effective knowledge filter for members of the Executive Team. His agenda and minutes were clear, concise and always accepted without dispute.


Expert has had practical experience with strategic planning at various organizational levels. This experience has been backed up by strategy studies as part of his MBA and DBA. Expert also has the ability to draw a clear plan from a complex situation. For example:
Within the state government water utility, major information systems were being developed separately with no plans for integration. Expert gained acceptance for the idea that customer, asset, and mapping (GIS) systems should be integrated. He discussed this with senior managers, wrote convincing reports, developed an interactive demonstration model and an initial plan for a project to achieve the goal. This led to a front-desk system for graphical identification of pipes and other assets located near customer properties.
Expert has developed computer use strategies for a number of branches and regional teams. These plans were based upon interviews with local staff and Expert's own knowledge of corporate plans and strategies.
Expert was a member of the team to evaluate tenders for outsourcing the information technology branch. He also had a specific role to negotiate for best possible conditions to be offered to affected staff. His strategy was to fully support organizational goals - except when staff issues were discussed. By clearly stating his position, he gained respect and support for his views from other team members.
Expert pioneered the use of EDI (an electronic data interchange and an early part of e-commerce)within his organization, a major state government utility (water, sewerage and drainage services). His work with EDI led him to the idea for an EDI gateway that could be used by all state government agencies. He initiated the gateway strategy and it was subsequently implemented. Expert was also a member of a team that developed EDI use guidelines and he made presentations to other agencies on EDI strategies.


Expert has managed a group supporting PC, network, hardware and software procurement and operation for sites across the state. He has managed a mainframe systems and operations group. As a project manager, Expert has been responsible for cross-functional teams where each team member also reported to a technical manager.
In terms of team building there are three key examples.
First the "Project Office": An outsource contract required a coordinating team for finance, administration, secretarial, quality standards, occupational health and safety. Expert was asked to manage this Project Office. He was set the additional task of extending the team to support other contracts. At all times, Expert involved Project Office team members in the efforts to develop their roles and responsibilities. Expert's team developed vision and mission statements to be presented to other contract managers. Expert encouraged staff to see themselves in a broad role, acting across the organization. They documented standard procedures and shared their skills. As a result of Expert's work, the Project Office team extended its services across at least seven contracts. Staff applied experience from one contract in support of others, improving efficiency and ensuring backup if someone was absent. The team worked smoothly and provided a broad range of support across several contracts, with the same small but more effective team.
Example 2 - Outsourcing: The IT branch was to be outsourced. Since this would have a major impact on existing IT staff, Expert was asked to represent views of affected staff. This included communication between staff and the selection panel. In communicating with staff, Expert presented the view that outsourcing would happen, staff could only make the most of it. Expert supported strong negotiation without aggression. His aim was to re-build team spirit and counter negative emotions. Thanks in large part to Expert's mediation efforts, staff supported the unpopular choice and moved on to continue their careers. The outsourcing contract began and continued to run successfully.
Example 3 - Property Owners Group: Expert owned a small serviced office in a block with severe financial and management problems. The strata management company had lost owner confidence and was in debt. The building itself had a number of outstanding maintenance issues. Many offices were vacant. Expert was elected as Chair of the Council of Owners. He chaired a number of stormy meetings with the management company and made a clear distinction between strata issues and individual owner issues. With more realistic expectations of performance, relations with the management company improved, issues were resolved, contracts were examined, duplication was removed, and costs were reduced. In addition, major capital requirements were identified and prioritized, major expenses were closely monitored and carefully managed. All of this resulted in positive improvements in the general appearance of the building, owner and tenant satisfaction, and financial situation of the strata company. The next year was also stormy - but there was agreement that the situation was improving and the direction was good. The "team" of owners re-elected Expert as Chair.


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Expert has consulted on Project Management and Disaster Recovery Planning (DRP). He reviewed and simplified existing DRP framework documents. Additionally, he successfully delivered Disaster Recovery Plans for major service areas. Expert accomplished more in four months than others had achieved in the previous fourteen.He has conducted report preparation and process improvement. Expert designed documents, spreadsheets, and a database for regular reporting to a major client. He implemented procedures to streamline monthly report preparation. Expert also reduced group time spent on routine tasks. Expert is an experienced negotiator. He has managed the relationship between senior corporate managers and local contract managers, in order to gain maximum benefit from local use of corporate systems. He has also been on the selection panel for outsourcing of IT. His role included mediation between affected staff and the selection team.He is knowledgeable in business analysis and strategic IS planning. Expert worked with an irrigation management group in its bid for an automated system of water ordering, delivery, control, and billing. He provided scope definition, cost analysis, evaluation of potential packages, and handover to a development team. Expert has consulted on concept and system development. He developed from concept to prototype, a system to manage workplace safety, incident management, and injury rehabilitation.