Mr. John W. Middlemist, is a Programme Manager of exceptional achievements. An engineer by training, Mr. Middlemist brings his experience in managing manufacturing projects and production scheduling to the PMO disciplines. His experience is wide and varied, leading both public and private sector PMOs on three continents.
Mr. Middlemist has been a certified Project Management Professional (PMP) with the Project Management Institute (PMI) since 1996. He became the first person in Australia to gain the Program Management Professional (PgMP) certification with the PMI. This is a new qualification introduced in October 2007 aimed at Programme Managers.
Mr. Middlemist has superior and demonstrated experience in establishment and management of a sophisticated PMO including, among others:
- Establishment and leadership of the Commonwealth Bank of Australia Programme Management Office for their AUS$1.2B Core Banking Modernisation Programme
- Establishment of a PMO for Stockland CIO which included development of the Project Management Lifecycle (PMLC), Solution Delivery Lifecycle (SDLC), Tools, Processes, Methodologies and Training
- The Consumer Lending Programme Management Office for the Commonwealth Bank of Australia. A very large Business Change Programme in CBA valued at over AUS$300M
- Programme Management Office for the Commonwealth Bank NetBank Replacement Programme, an AUS$90M initiative with 10 major projects
- Enterprise Programme Office for EDS' Telecom New Zealand outsourced account, the largest IT outsourcing programme in NZ history, valued in excess of NZ$1.5B
- Programme Control Department for the UK MoD's Accounting Systems Integrator ("CAPITAL") programme, at the time the largest (over £150M) system integration and change management programme in Europe
- Programme Management Office for Canadian Department of National Defence, CFSSU programme, valued at CND$150M
- Programme Management Office for Hibernia GBS Outfitting Engineering, Procurement & Construction, valued at CND$200M
This necessitated the development of the vision and strategy for each organisation, the tactical design and the successful operational execution. Mr. Middlemist has many times proven his ability to formulate the operational vision for an organisation and translate this into meaningful strategy.
Mr. Middlemist has demonstrated his knowledge of industry developments covering the domains of PMO Development, IT outsourcing and co-sourcing. Not only has he successfully applied his knowledge to PMO situations, but he has published a number of papers on a variety of topics including project/programme management and managing outsourcing. He has knowledge of the workings of a variety of government departments.
Mr. Middlemist has time and time again displayed his ability to build an efficient and results-oriented culture within the PMO. He is active in leading and mentoring his PMO staff, and established a culture that led to one of his clients achieving a CMM (SEI's Capability Maturity Model) level 2 for Project Management-related key performance indicators.
Mr. Middlemist's responsibility for the PMOs of multi-billion-dollar initiatives means that he has developed experience in managing a variety of high level stakeholders from a head office or Departmental role.