Griffiths - Project Manager - Johannesburg, GP, South Africa

Minette Griffiths

Johannesburg, GP, South Africa


Project Manager

Work History

Project Support Office Manager

Gold Fields Innovations

August 2012 - June 2013

and (Twin and South Shaft) Mining & Engineering August 2012 to 30 June 2013
Position Held Project Support Office Manager
Referee Suzette Marais (contract obtained through PM Square)
Reasons for wanting to leave
Fixed Contract however due to status in the mining industry consultants responsibilities being internalised and given to permanent employees i.e. Engineers and/or Mine Managers.

Managing, implementing and delivering of Projects within the Portfolio of the PSO.
Full PM Role. 4 Project Governors, 1 Developer and 1 Administrator in my immediate team.
My core responsibilities included but were not limited to;
• interacting with my clients'
• EXCO members
• suppliers contracted to complete, design or manufacture equipment from time to time.
• Interpreting Engineering language to develop the product(s) required by the client.
Currently I am managing a portfolio of 6 Programmes with approximately 50 sub-projects (Trans4Mine).
Majority of these projects to improve production on the mine and to encourage mining with technology.
My duties includes but is not limited to:
• the day to day running of a project office and managing my team and other project team members
• underground inspections. I will elaborate on this matter if asked to do so as some of the methods utilised is confidential.
NOTE: The objective of the Trans4Mine Portfolio of Projects is of a confidential nature and some of the objectives I can elaborate on verbally.
Integrated Action Schedule reporting to EXCO highlighting risks, issues and any additional items that may require immediate decisions to be taken.
Monitoring the mines commitment with the NUM.
Ensuring that there is no duplication of effort across shafts.
Set-Up SharePoint environment with respective Dashboards to show any issues and progress in real time.
Identifying additional new business.
Regular meetings with SME's, i.e. Rock Engineers, Structural...

Training Project Manager

JD Group

August 2011 - July 2012

Referee Denise Channer
Reasons for wanting to leave Fixed Contract has ended
Managing, implementing, and delivering of Training for new Financial Systems for JD Group.
Total amount of people to be trained is in the region of 8000
Training all Regional FSAM and FSGM staff and stores.
Ensuring training material meets company standards. loaded onto simulations that is linked with the assessment tool (January 2012).
Ensuring training material is loaded onto Eppiplex for simulation training.
Identifying of 14 Regional Training venues and co-ordinating Properties and Facilities to set-up venues. These facilities had to have network points, routers, PC's and cabling installed together with furniture. Some venues required an entire rebuild with dry walling, painting, carpeting, power cables to be installed and power points.
Monitoring of training assessments on Moodle and reporting to Executives.
Weekly Status Reporting.
Tracking, Scheduling and Monitoring of Training and Budget
Stakeholder engagement
Reporting daily on how many people has completed assessment and updating in Project Plan
Ongoing communications between me and the FSGM's and FSAM's due to the changes in the project on a bi-weekly basis.
Utilising the FSAM's as my master trainers to facilitate the training requirements in the various Divisional Regions. Providing daily support to the FSAM's in all aspects pertaining to the training.
Scheduling of entire training approach that will be done over a 18 month period across all chains in the JD Group, this includes the Communication engagements, the Change Management interventions together with IT support, and Deployment updates.

Project Manager Finance Transformation

SAB Miller

January 2011 - July 2011

Referee Priya Garach
Reasons for wanting to leave Fixed Contract
I was approached by KPMG whom is onsite working with SAB Miller on the Transformation Project. KPMG and I worked together on the Finance Transformation Project at Hollard and Etana, due to the good working relationship between KPMG and myself KPMG recommended me to SAB Miller.
Managing the planning, scheduling detail of the project, and handing it over to the outsourcing partner to deliver upon.
Meet with Stakeholders and Team members to facilitate planning and scheduling.
Relationship management between identified outsourcing partner and SAB Miller Finance
Project consist of People and System implementation and training together with relocation and job role changes
(Due to the confidential nature of the project I am unable to elaborate in detail)

Senior Project Manager

Claire van der Merwe

August 2010 - December 2010

Sandbox Projects 1st August 2010 to 20 December 2010
Position Held Senior Project Manager
Referee Claire van der Merwe (Consulting Director)
Reasons for wanting to leave Retrenched
Managing the delivery of the Project in partnership with Stakeholders and Team members
Relationship management between Sandbox team and client

The client predicted the timeframes and the budget and as a PM I had no input
Full PM function, attempted to use PBOK methodology throughout the project life cycle, but client used a TOC (Terms of Constraints) methodology together with Concerto.
Daily progress project meetings
Weekly timesheet and approval of teams timesheets

Snr Project Manager

Stephen Green

October 2008 - July 2010

i5 October 2008 to July 2010 (during July/August 2010 consulted for i5)
Position Held Snr Project Manager
Referee Stephen Green - Managing Director Mark Laming - Stakeholder on project for Hollard
Reason for Wanting to Leave Head Hunted by SBP
This project I basically ran solo without support from i5 Directors, I recruited and build my own team to deliver, Managing the delivery of the Project in partnership with Stakeholders and Team members
Relationship management between i5 and client

Identification of projects within other Projects to generate increased revenue Business Units
Ensure elimination of duplication of effort by producing realistic schedule that is transparent
Involving team and customer in scheduling to ensure buy-in and successful delivery of project
Tracking of schedule to meet not only deadlines but remain within budget without compromising quality
Strict change control measures to ensure that neither cost, quality or time effects will resolve in a low quality delivery of product
Managing of external contracts for contractors and/or suppliers, ensuring that such contracts is closed-out in time to eliminate costs to company or client
Ensure successful implementation of GP v10.0 with minimum customisation, whilst managing budget, time frames, resources and ensuring quality
Full PM function and PMBOK methodology throughout the project life cycle
Facilitation of scoping session, workshops and weekly progress project meetings
Direct reporting to Steercom and EXCO
Weekly reporting on budget and project performance, timesheet and invoicing, budget forecast review and update
Ongoing liaison with client to ensure prompt payment of invoices
Negotiate and Manage key stakeholder wants, needs and expectations in-line with realistic project deliverables and package capability
Comply and ensure that...

Snr Project Manager


March 2008 - October 2008

Brandon Lawrence (Snr Advocate)
Suzette Marais (Executive Manager NPA PMO)
Pierre Smith (Snr Advocate)
Bulelwa Makeke (Communications Head)

Reason for Wanting to Leave Contract position.
Although we implemented GP there was a significant amount of SDLC included in this project.
Stakeholder relationship management between PMO and other NPA Business Units

Identification of projects within other Business Units
Ensure elimination of duplication of effort and cost across all projects
Managing of own Projects, OCM, MyNPA MyValues, Change Management, Annual Report and Integration, SOCA TCCs'
All aspects of Project Management
Facilitation of scoping sessions, workshops and weekly progress meetings
Weekly and Monthly Reporting.
Presentations to EXCO from time-to-time as and when required.
1. Assisted Programme Manager in setting up Project Management Office establishment and rollout.
2. Assisted Programme manager functions managing 33 projects at NPA to a value of R26M per annum.
3. Project Planning (Expert User):
❑ Setup, maintain, control and update (MS Project)
❑ Working on all tasks views (Gantt, Pert, etc.)
❑ Resource allocation, levelling and control (various projects and sub-projects)
❑ Workgroup (Team assignment of tasks and updates)
❑ Sorting and Filtering of projects and tasks
❑ Tracking project via baseline / critical path
❑ Budget and Costing
❑ Linking of projects to sub-projects
❑ Integrated Justice System (IJS) participation.
❑ Project Report writing / compilation.
❑ Use of PMBOK-based project management methodologies.
❑ Coordination of projects and various sub-projects.
❑ Budget maintenance, estimation and control.
❑ Resource Management.
❑ Service Level Agreements.
Project Services:
1. Project Management
2. IT Project Management
3. Business Change Management
4. Business Process Change Management
5. Procurement Bid Management
6. Package Selection and Implementation Projects

Snr Project Manager


February 2007 - February 2008

(was a 3 month contract and was made permanent)
Referee: TBA
Reason for leaving: Resigned
Achievements: Our project was nominated as one of the 10 best projects for the year, we may not have won but the accolades speak for itself.
This project was purely based on SWDL

Fully responsible for the compilation and execution of relevant project plans that pertain any project identified within eBucks environment, hand holding and constant guidance and on the job training
Monitoring of all projects to ensure the achievement of all project objectives according to project plans as well as the achievement of all project deadlines and timelines within project budgets.
Compilation Task Log of actions as per the various different project plans, as well as following up daily on outstanding actions with all relevant parties together with distribution of Task Logs and Issue logs
Responsible for holding JAD sessions with the stakeholders and project team members to ensure that the correct information is extracted a
Compilation of process briefs with flowcharts into standard format, obtaining the required sign off and compiling suitable policies and procedures related to the process briefs.
Full Project Management activities, with all accountability and responsibility pertaining to the relevant project deliverables, quality, cost and escalations.
Compilation Task Log of actions as per the various different project plans, as well as following up daily on outstanding actions with all relevant parties together with distribution of Task Logs and Issue logs And
The main objective of the contract and the subsequent permanent employment was to set-up a operational Project Office on one methodology across all business units with a fully staffed Project Team.

1. PMU Methodology Toolkit and MS Projects
2. Facilitating of Training
3. Facilitating of project scheduling
4. Facilitating of progress meetings

Change Management Specialist on Projects (Team Leader)

South African Revenue Services SARS

January 2005 - June 2006

Qualifications & Certifications


Success Correspondence College

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