Matthew Tan

The Credit Balance Remediation project dealt with forensic investigation of unclaimed money. The engagement had an aggressive target, with a short timeframes to familiarise myself with the project, its background and produce deliverables. The key objective was to decompose exposure into categories for further investigation.

The following objectives were achieved; documenting analysis, findings (including reasoning and categorisations), establishing next steps, and recommendations… Show more

The Credit Balance Remediation project dealt with forensic investigation of unclaimed money. The engagement had an aggressive target, with a short timeframes to familiarise myself with the project, its background and produce deliverables. The key objective was to decompose exposure into categories for further investigation.

The following objectives were achieved; documenting analysis, findings (including reasoning and categorisations), establishing next steps, and recommendations. Objectives were completed in a challenging environment where data was not easily accessible, the subject highly sensitive, and the organisation was going through major change. Show less

Telstra’s Structural Separation Undertaking (SSU) program was a compliance transformation program separating retail and wholesale information.

As part of the User Access Management (UAM) stream, deliverables included business requirements, process mapping and improvement, and user access management.
Led tasks to enhancing the UAM system scope and managing the transition from project UAM to target state of operational UAM. Sought out as a ‘subject matter expert’ in UAM with the program.

As part of the process re-engineering work in this project, I mapped the ‘as-is’ process, and provide recommendations for the ‘to-be’ state of the back-end home loan fringe benefit tax (FBT) process.
Deliverables included creating process flows and accompanying documentation, recommendations for a ‘to-be’ system, and an executive summary highlighting the outstanding issues and areas of improvement.
Completed artefacts formed a business case to the steering committee for uplift of the… Show more

As part of the process re-engineering work in this project, I mapped the ‘as-is’ process, and provide recommendations for the ‘to-be’ state of the back-end home loan fringe benefit tax (FBT) process.
Deliverables included creating process flows and accompanying documentation, recommendations for a ‘to-be’ system, and an executive summary highlighting the outstanding issues and areas of improvement.
Completed artefacts formed a business case to the steering committee for uplift of the home loan FBT process. The secondary function was risk mitigation, as the process was undocumented and reliant on key individuals Show less

Project MAMBO was an inter-bank online payments system project.
I worked on requirements for the Settlement and Reconciliation. This included Use Case diagrams and specifications, process diagrams, and sequence diagrams. I liaised with both the Settlements and Reconciliation team and the Technology teams to elicit requirements.

At VicRoads, my role was to perform a gap analysis of desired and existing functionality of the VicRoads’ Financial Whole of Life (WOL) project tracking tool.
I created a list of recommendations and implemented some minor enhancements to the tool.

Produced and managed documentation for two major data warehouses. Other responsibilities included assisting with documentation for a number other projects and minor application development.

I worked in the Enterprise architect group who were shaping enterprise architecture in the organisation by collectively populating, validating and identifying IT architecture.
As a member of the Enterprise architect group, responsibilities included constructing IT models and infrastructure reporting. The group facilitated disaster recovery, business continuity, impact assessments, and held an overall synopsis of the enterprise architecture within the department.

NAB had decided on the early adoption of IFRS 9 Financial Instruments, whilst compliance to IFRS9 was only mandatory in 2018. NAB adopted the standard as of December 2014, making NAB one of the first banks in the world to use IFRS9.
As the Lead Business Analyst on the program, I led a team of up to 5 Business Analysts; including planning, managing and forecasting of business analysis activities. Additional responsibilities included management of requirements, test cases, support model and… Show more

NAB had decided on the early adoption of IFRS 9 Financial Instruments, whilst compliance to IFRS9 was only mandatory in 2018. NAB adopted the standard as of December 2014, making NAB one of the first banks in the world to use IFRS9.
As the Lead Business Analyst on the program, I led a team of up to 5 Business Analysts; including planning, managing and forecasting of business analysis activities. Additional responsibilities included management of requirements, test cases, support model and operational models, process mapping, transition plans, and work instructions. I presented analysis and requirements to the Project Advisory Board and managed changing requirements scope. I also managed UAT in the Prototype stream, collaborating with global finance stakeholders. This was achieved in a highly complex environment, with multiple vendors (Oracle and Infosys) and platform limitations including legacy issues and external forces such as other implementations occurring on the platform. Show less

My role on Loss Given Default (LGD) Phase II was the lead business analyst. The project consisted of two streams and was a regulatory driven enhancement to an existing credit risk application.
Requirements management was his key role and included elicitation, prioritisation, and documentation of both high level and detailed requirements. Secondary tasks included change impact analysis, project scheduling, solution design and implementation planning. I worked closely with the solution… Show more

My role on Loss Given Default (LGD) Phase II was the lead business analyst. The project consisted of two streams and was a regulatory driven enhancement to an existing credit risk application.
Requirements management was his key role and included elicitation, prioritisation, and documentation of both high level and detailed requirements. Secondary tasks included change impact analysis, project scheduling, solution design and implementation planning. I worked closely with the solution architects, developers and testing teams to ensure that requirements were appropriately represented.
Working with the business and technology teams, I was able ensure the solution was fit for purpose. The solution was implemented on time and in budget. Benefits included scalability to cater for future enhancements, a more accurate financial model and enhanced product clarity to end users. Show less

The electronic Customer Rating System (eCRS) was a global credit risk system that calculated a customer’s rating. There were regular enhancements due to stakeholder requests and changing regulations.
As the Senior Business Analyst on eCRS, I was responsible for requirements management, including high level requirements, detailed requirements (work requests) and requirement traceability matrices. Other tasks he performed included business analysis planning, UAT testing and overhauling… Show more

The electronic Customer Rating System (eCRS) was a global credit risk system that calculated a customer’s rating. There were regular enhancements due to stakeholder requests and changing regulations.
As the Senior Business Analyst on eCRS, I was responsible for requirements management, including high level requirements, detailed requirements (work requests) and requirement traceability matrices. Other tasks he performed included business analysis planning, UAT testing and overhauling documentation.
I was a part of three successful eCRS releases. Each implementation delivered to stakeholder expectations, meeting all regulatory requirements and delivered on time. Show less

As part of the NAB Technology Business Analysis Practices initiative groups, it was identified that Non-Functional Requirements (NFRs) required a standardised approach. To meet this objective, the Working with NFRs Job Aid was created.
I was responsible for the creating Job Aid and validating its content. I worked with various stakeholder levels across the organisation to gain an understanding of the existing gaps when dealing with NFRs. I developed and delivered training for the Business… Show more

As part of the NAB Technology Business Analysis Practices initiative groups, it was identified that Non-Functional Requirements (NFRs) required a standardised approach. To meet this objective, the Working with NFRs Job Aid was created.
I was responsible for the creating Job Aid and validating its content. I worked with various stakeholder levels across the organisation to gain an understanding of the existing gaps when dealing with NFRs. I developed and delivered training for the Business Analysis practitioners (approx. 200 people) within NAB. In later stages of the project his responsibilities shifted to socialising the initiative with the wider technology community; including solution and security architects. Show less

Project Oxygen was a transformation program which integrated a financial services firm (Advantedge) into NAB.
I was initially involved in the desktop applications stream which including the deployment of various desktop software (including Microsoft Outlook 2007 and Office 2007) and later in Project Oxygen Change Management.
In desktop applications, I contributed to the requirements and methodologies. I liaised with a breadth of stakeholders and end users in order to determine… Show more

Project Oxygen was a transformation program which integrated a financial services firm (Advantedge) into NAB.
I was initially involved in the desktop applications stream which including the deployment of various desktop software (including Microsoft Outlook 2007 and Office 2007) and later in Project Oxygen Change Management.
In desktop applications, I contributed to the requirements and methodologies. I liaised with a breadth of stakeholders and end users in order to determine requirements, deployment timings and communications. I also assisted in implementation schedules and user training.
As part of Change Management, my responsibilities included raising changes and managed them end to end in Service-Now, the Change Management platform. I worked with stakeholders to understand changes and their objectives. I worked with both the Advantedge and NAB teams in order to ensure that the changes met the required governance criteria. Show less

Telstra's Office 2007 project was scope was deployment of Office 2007 to the whole organisation, across over 44,000 workstations.
Some of my functions included analysis, reporting, stakeholder management and deployment management. Other duties also included being site owner of the Office 2007 intranet page, managing the Office 2007 application and remediation database, and playing a major role in the development and requirements of the automated deployment form.

Primarily working within Network Operations, but also working with Unix Operations and Change management, tasks fulfilled included: developing applications and databases, developing the internal media wiki and working in the organisational change management function.