Experience
PROJECT MANAGER/GOVERNANCE CONSULTANT, TORONTO HYDRO, Toronto, ON May’08-Jan’09
- Managed project to implement CobiT governance framework for the company with revenues exceeding $2.5 Billion CAD. As the result, Toronto Hydro achieved Level 3 process maturity in management of software projects and management of IT human resources
- Established organizational and process controls within IT&S organization and mapped risks to controls; developed metrics and performance indicators that were used in executive reporting package
- Rationalized portfolio and project management framework; enhancements introduced appropriate best industry practices (PMBOK, Iterative and Agile Methodologies, RUP, etc) and resulted in significant organizational benefits
- Designed, implemented and mentored senior management and professionals with best practices for Requirements Gathering, Design and Development, Software Quality and COTS Implementation based on TOGAF and Zachman frameworks
- Conducted training after which more than 200 members of IT personnel were exhibiting desired behaviour
- Assessment, conducted by panel of senior managers, concluded that Level 3 maturity was exceeded for both projects
PROJECT MANAGER/MANAGEMENT CONSULTANT, DIRECT ENERGY, Toronto, ON Oct’07-Apr’08
- Managed several projects with budgets up to 1.5M that were based on SharePoint Portal, Infopath & .NET infrastructure
- Prepared business case, defined project approach, created project plan and detailed estimates for a major enterprise initiative focused on migration of enterprise web applications to MOSS(SharePoint 2007).It was valued at $2.5M CAD
- Established IT Corporate Systems PMO and developed Direct Energy project management framework (DEPM) to be used across the enterprise. It is based on Rational Unified Process (RUP), Microsoft Solution Framework (MSF), Agile, Scrum, Waterfall, ITIL and other methodologies and best practices. Aligned project controls with strategic objectives for IT
- Mentored more than 12 project managers about DEPM framework and best practices related to project management
- As the result of the management study aimed to improve productivity of developers, considered various options, conducted cost benefit analysis, created business case and facilitated adoption of Team Foundation Server to be used by 150 developers across the company. Benefits of the project were estimated at $2.2M CAD
MANAGEMENT CONSULTANT, SIERRA SYSTEMS, Toronto, ON Jun’06-Sep’07
Co-operators Insurance:
- Analyzed strategic goals, operating environment and technology infrastructure for M&A of two insurance companies and developed program portfolio of 18+ enterprise projects valued at over $4.5M CAD, spanning across the entire company (Customer and Policy, Underwriting, Claims, etc). Technologies included Service Oriented Architecture and ESB
- Advised VPs / CEO about feasible technology choices and benefits they would bring to business. Consulted management team about options to resolve operational and human resources issues
- Conducted meetings with C-level executives to establish technology strategy; performed risk assessment and created risk response plan for a major revision of a technology platform
Royal Bank of Canada:
- Managed external vendor in implementation of a credit risk management system to be used by over 10,000 RBC employees; gathered business requirements; ensured that RBC Project Management Framework (PMF) deliverables were met; performed security audit and readiness assessment
Other:
- Developed portions of Enterprise Risk Management consulting product offering based on COSO ERM and CobiT frameworks.
- Created proposals and responses to RFP for various Government clients (e.g. Ministry of Public Infrastructure Renewal)
- Conducted Client presentations; was involved in pre-sales and sales activities; assisted resolution of strategic and operational issues early on during the engagement
TECHNICAL PROJECT MANAGER, Systems for Marketing, TELUS MOBILITY, Toronto, ON Sep’02-Dec’04
- Managed development, infrastructure upgrade, and proof of concept enterprise projects (15 in total, with cross-functional teams of up to 12 members) based on BPM, Portal, Identity Management, J2EE and other leading edge technologies
- Managed expectations of project sponsors and business owners; assigned resources and coached project team; managed delivery schedules and budget, ensured deliverables were met, negotiated with managers to resolve conflicts and issues
- Investigated and oversaw the implementation of best practices in technology, security, and common components and facilitated their transfer to various internal groups (Marketing, Engineering, Operations, and IT)
- Was involved in all aspects of vendor (11 in total) relations - from business requirements gathering and analysis, RFPs, proof of concepts, to trial, customization, integration and/or implementation, with individual contracts worth up to $2 M annually
- Based on findings, created presentations to executive team that influenced strategic direction of the company
- Executed projects that became TELUS’ largest revenue generators (e.g. Java Downloads - $3.5 M annually)
TECHNICAL TEAM LEADER, Professional Services Group, AMDOCS INC., Toronto, ON Nov’00-Jul’02
Professional Services:
- Led implementation activities of multi million Customer Care and Billing solutions for telecom carriers worldwide, including Verizion Wireless, Telecom New Zealand, British Telecom and others
- Worked closely with business units of clients, gathered requirements, defined solution architecture and product customizations required
- Managed transfer of North American Service Centre from headquarters in Israel to Toronto division (engagement and service delivery model, technology artifacts, issue resolution, etc.) for Enabler - Amdocs’ newest billing product
- Delivered product demos and proof of concept initiatives; managed delivery schedule, issue resolution, project progress, as well as software development, customization, configuration and integration activities on Client’s site.
Product Group:
- Remaining time spent in Product group working with clients in order to establish their priorities, including scope of work, integration points and data conversion approach. Technologies included .NET, J2EE, Java, JSP, ETL and Oracle
SENIOR TECHNICAL CONSULTANT, Information Services, BELL CANADA, Toronto, ON Mar’99-Nov’00
- Managed scope, schedule, specification changes, issue discovery and resolution for various technology projects (36 in total, with cross-functional teams of up to 20 members) for internal clients - usually 3 to 5 at a time
- Took on two multi multi million dollar troubled programs (customer loyalty program - $3M, customized email engine - $2M), and successfully delivered them
- Suggested business stakeholders most optimal solutions to meet immediate priorities and long term goals
- Coordinated implementation on multi-vendor projects that involved external vendors (CGI, Xpedior, E&Y, Cossette and others) and ensured that projects were delivered on time and on budget
- Performed design reviews; guided vendors, peers and bell.ca support personnel on security guidelines, design architecture, SDLC and other process methodologies, visual style enforcement, and Bell’s creative content standards for web and print media
- Consistently recognized for exceptional performance by management, clients and customers
TEAM LEADER, PAGE SYSTEMS INTL., Toronto, ON Jun’98-Feb’99
- Led team of 5 QA Engineers to create automated test suite and ensure compliance of 16 client and 4 Unix server applications on 4 platforms with established specifications
IT CONSULTANT, VARIOUS CLIENTS, Toronto, ON Dec’95-Feb’98
- Developed technology solutions to drive businesses of various clients in retail, logistics, and health industries