Senior Project Manager / Program Manager / Management Consultant
PROFESSIONAL PROFILE
Credentials: / - Master of Business Administration (Schulich School of Business)- Certified Project Management Professional (PMP)
- Certified Information Systems Auditor (CISA)
- Certified in Governance of Enterprise IT (CGEIT)
- Certified in Certified in Risk and Information Systems Control (CRISC)
- Bachelor of Science in Computer Science (York University)
- Certified Sarbanes Oxley Expert (CSOE) Candidate
- Reliability security clearance; clean police record
Management and Leadership: / - More than 16 years of program and project management experience working on programs with budgets exceeding $40 Million. Managed projects and programs with budgets exceeding $12 Million, including software, infrastructure, business process reengineering, audit and compliance projects, as well as project rescue missions and stalled projects
- Experience in portfolio formulation and management, with the total budget exceeding $85 Million, definition of value management and portfolio prioritization for the portfolio of $3 Billion
- Successfully managed 19 project managers (9 core and 10 supporting project managers and directors), 9 projects concurrently, programs with 12 parallel project streams, core teams of more than 250 resources delivering programs and projects on time, on budget and within scope. Managed scope, time, cost, resources, risk, communication, project integration, quality in line with PMBOK best practices of PMI
- Managed 8 vendors concurrently, experience with RFI/RFP, vendor selection and SOW/contract formulation for contracts exceeding 1.5 million
- Turnaround artist, who thrives on challenge resolution through re-engineering, team building and leadership; experienced at resolving complex business issues and making things happen across multi functional teams through innovation and creative thinking
Governance Methodologies: / - More than 9 years of Management Consulting, Advisory and Business Analysis experience, with the focus on Corporate Governance, PMO Governance, Program Delivery and Risk Management
- Solid experience with Enterprise Risk Management, and COSO ERM Framework
- Successfully implemented Governance Methodologies (Sarbanes-Oxley Act, Turnbull Guidance, Bill 198,King III, CobiT, ValIT, CMM, ITIL,TOGAF, PHIPA,FIPPA, AODA, CASL, ISO standards, others) and used these frameworks for new initiatives to ensure that they are compliant, governed and secure
- Experienced in SDLC, PMLC, RUP, Iterative, Incremental, Agile, Scrum, RAD, Waterfall, PMBOK and other management methodologies resulting in more effective program and project governance
Security and Architecture: / - More than 19 years of Consulting, Security, Architecture and Technology expertise
- Highly technical with solid experience in both .NET and Java Development platforms, Middleware (Websphere, Weblogic, ESB, MQ Series, TIBCO), Databases (Oracle, MS SQL Server), Portals (SharePoint 2010) and Identity Management (Oracle, Microsoft) with hands on approach as required
Industries, Verticals and Clients: / - Banking (programs impacting more than 4.5 million customers and 25,000 employees), Insurance (Claims, Underwriting, Risk Management, B2B/B2C, Customer and Policy), Big4 Consulting (projects delivered to practitioners in 35 countries), Healthcare (Cancer Care Ontario, eHealth Ontario), Energy/Utilities (Toronto Hydro, Direct Energy), Transportation (Metrolinx, TTC), Telecom (TELUS, Bell, Amdocs, British Telecom, Verizon Wireless), others
EXPERIENCE
PROGRAM MANAGER
CIBC, PRODUCTS and payments August 2014 – Present
Managed F15 Fee program tasked with the enhancements to increase rates and fees for products across 4 lines of business. With the budget of more than $12 million, the program includes 19 project managers (9 core and 10 supporting project managers and directors), more than 170 governance stakeholders (VPs, Directors, Project Managers, Team Leads) from more than 50 stakeholder groups and hundreds of members of project teams.
- Managed delivery of 7 projects in the program responsible for bringing more than $350 million in additional revenue to the bank.
- Oversaw communication to more than 2 million impacted clients, and 4.5 million affected clients.
- The most complex project from integration perspective was making changes to 16 internal systems; the most complex project from testing perspective included more than 4,000 test cases.
- Facilitated Executive Steering Committee, Advisory Group and other Working Group meetings, with the largest meeting participation of more than 60 resources.
- Orchestrated Customer Impact Analysis, Digital Strategy, Client and Operational Improvement reviews; facilitated issue resolution to ensure that the program is on track, and clarity is achieved for program stakeholders, projects and project teams.
- Conducted audit of CIBC-wide Enterprise Delivery Framework (EDF) used to manage business and technology programs and projects at CIBC, and identified more than 50 gaps and areas for improvement.
- Managed 2 other projects focused on review of customer communication across 5 lines of business in the Bank.
- Created a blueprint for future fee programs, optimizing idea selection, stakeholder identification and management, and introducing efficiencies in delivery of desired business outcomes and supporting technology services.
PROGRAM MANAGER, PORTFOLIO GOVERNANCE
Toronto Transit Commission, CEO’s Office March 2014 – July 2014
The purpose the Portfolio Governance Program is to establish Enterprise Portfolio Management Office within CEO’s Office; modernize approach to program and project management by defining enterprise methodologies, tools and standards for all current and future programs and projects at the TTC. The Office is expected to oversee 300 projects over the 10 years with the total budget in the excess of $9 Billion.
- Defined key components of the Intake process for the $3 Billion portfolio, including the first standardized Business Case template at the TTC that will be used for approval of all corporate programs and projects.
- Established Project Portfolio, and defined portfolio prioritization criteria that will be used to assess, rank and approve projects based on Enterprise Risks and Benefits, Project Delivery Risks, and Achievability.
- Defined the first standardized Project Charter template for all programs and projects at the TTC.
- Performed initial scoping, defined governance hierarchy, established approach and created early estimates for the Portfolio Governance Program, that contains 12 program streams to revamp portfolio management discipline and other areas that would make portfolio management successful (Strategy Management, Governance Framework, Risk Management, Portfolio Management, Program Management, Project Management, Benefits Management, Performance Management, Resource Management, Organizational Change Management, Quality Management, IT Systems Enhancements).
- Defined project sponsor and executive sponsor responsibilities for all programs and projects at TTC.
- Standardized program and project milestones, and defined enterprise Project Schedule template.
- Defined terms of reference for the Portfolio Management Executive Committee, that would oversee Portfolio Governance Program and Portfolio Management Office at TTC.
- Facilitated meetings of the Program Advisory Group that contained the most senior PMO and Project Managers from the organization. The Group provided advice and guidance regarding establishment and progression of the Portfolio Management Office.
SENIOR CONSULTANT, PMO GOVERNANCE
MEtrolinx, I&IT Transition Program, Toronto, ON September 2012 – February 2014
The purpose of I&IT Transformation program at Metrolinx is to re-shape I&IT organization from business unit centric to enterprise, effective and mature shared services IT organization that can support priorities of 2.7 Billion / 300+ capital project portfolio of Metrolinx. In order to enable IT enterprise function:
- Defined I&IT Project Portfolio with the total budget in excess of $85 Million by consolidating 108+ loosely tracked current and future projects, operational activities and investment buckets. Defined portfolio planning, management and reporting processes and implemented supporting tools.
- Defined I&IT Portfolio and Project Management policy that specified how to assess and govern new initiatives, manage existing I&IT projects and to provide inputs to Governance processes.
- Established I&IT PMO, defined strategy, guiding principles, functions, org structure, staffing and career paths within the PMO. Created capability roadmap for I&IT PMO that defined interim, medium and long term PMO objectives for the next 3 years. Defined organizational change management plan to ensure that the changes introduced are fully adopted.
- Defined I&IT Project Management Methodology and project governance, including Checkpoint and Gating guidelines mandatory for all current projects (30+) in the portfolio.
- Created a set of all required Project Management artifacts – 43 in total, including process maps, document templates, guidelines and process guides for Initiation, Planning, Execution and Closeout phases defined in the methodology. The artifacts covered Project Management (Project Tailoring Guidelines, Project Charter, Project Schedule, Project WBS, Project Management Plan, Project Estimation Guidelines, standardized rates, others), Business Analysis, Solution Architecture, Quality Management and other areas.
- Facilitated implementation of the Project Intake Process to standardize assessment and ranking of about 6 new project and program requests per month.
- Defined Resource Management Process that is used to track availability and manage future demand on internal staff and schedule procurement and sourcing activities. Developed Resource Management Tool that at the time contained master repository of project assignments of 170 members of staff.
- Reviewed features of the Portfolio and Project Management Tool - Clarity for defining and scheduling the upgrade of outdated version installed in-house.
- Advised Leadership Team, PMO and IT staff regarding various aspects of IT governance, strategy, policies and standards.
- Managed key deliverables of I&IT Transition Program, including Program Management Plan, Program Schedule and Change Management Plan. I&IT Transition Program consisted of four subprograms: Strategy Transition Program, Governance Transition Program, Operations Transition Program and PMO Transition Program.
SENIOR PROJECT MANAGER
CANCER CARE ONTARIO, Toronto, ON December 2011 – August 2012
Managed key compliance program at CCO and one of the most visible within healthcare industry – Secure Messaging. The program consisted of 12 parallel project streams, 5 project managers and highly integrated efforts of more than 110 project resources, including teams of 8 vendors. The program delivered secure infrastructure to publish cancer screening reports (SAR) and other highly confidential Personal Health Information (PHI) to about 8,000 physicians in Ontario, and in future – to more than 9 million patients in Ontario. Additionally, the program revamped security infrastructure of the CCO, consolidated identity information and introduced one centralized platform to provision, manage and synchronize internal identities and external identities that are managed by Oracle based ONE ID Identity Management platform at eHealth Ontario. The program addressed regulatory order of the Information Privacy Commissioner of Ontario (IPC) PHIPA HO-011. With the duration of 6.5 months, budget of the program was near 3 million.
- Turned around Secure Messaging Program by building consensus and agreement among executive stakeholders, project team members and vendors, and got it back on track, meeting all key milestones that were established. This was a second project during CCO’s history that was presented to Board Gating Committee of Board of Directors. Project has passed successfully all of the checkpoints within Project Management Life Cycle, and was approved by the Business Review Committee at eHealth Ontario.
- Utilized highly agile approach to manage delivery activities, manage expectations and provide periodic updates to members of more than 20 stakeholder groups (Architecture, Call Centre, Helpdesk, Communications, Development, Security, Informatics, IT Operations, Knowledge Transfer and Education, Legal, PCCIP, Primary Care, Privacy, Procurement, QA, Service Management, Sponsors, PMO and Web Digital Services internally; eHealth Ontario and Information Privacy Commissioner externally). Functional, integration and user experience requirements were gathered and high level solution architecture was formulated in less than 1.5 months in order to meet project deadlines.
- Within the Program, set expectations and managed 8 procurement streams in line with highly transparent standards of CCO.
- In record time, set expectations, facilitated initial knowledge transfer and managed on day to day basis efforts of 4 key vendors (Accenture, Avaleris, Avanade, MicroStrategy) that built the core of the solution. Additional supporting vendors (HP, Deloitte, Telax and others) started at other times, and reported to me either directly or indirectly.
- Managed formulation of solution architecture to integrate with eHealth Ontario ONE ID (based on Oracle Identity Management Suite) using Microsoft ADFS 2.0 and SPML provisioning adapters. Managed implementation of highly secure SharePoint 2010 secured at the front end by ONE ID, and at the back end integrated with MicroStrategy BI Platform, Data Mart and Data Warehouse that contained screening information about 9 million of patients in Ontario. Managed implementation of Forefront Identity Manager 2010 that handled identity resolution, identity synchronization and integration with several key authentication and authorization repositories at CCO. Managed performance testing scenario definition and execution using TFS.
- Ensured that the solution meets all security and privacy requirements as mandated by internal standards, PHIPA and FIPPA
- Following the implementation, Secure Messaging platform was to become an enterprise platform for all programs at CCO to publish electronic reports with personal health information to physicians, and nurses and patients (in future phases of the program) using provincial standard of identity assurance (medium assurance).
- Secure Messaging Program was delivered on time, on budget and within scope.
SENIOR PROJECT MANAGER / PROGRAM MANAGER
Deloitte, Global Office of Information management, Toronto, ON October 2010 – September 2011
Managed projects within the Global Consulting Program Portfolio, with the goal to deliver a set of tools for consulting practitioners and clients worldwide. Total program budget was near $40 million. Largest project team exceeded 60 members onshore/offshore, and overall budget was in excess of $12 million, largest stakeholder group included practitioners and clients from more than 35 countries.
- Managed IndustryPrint5/ARIS project with team size exceeding 60 team members and 6 streams of parallel project activities. Project implemented enhancements to best in class BPM tool (ARIS Platform) that is used by Deloitte practitioners globally. In addition to releases of business functionality, project improved performance of selected issues from more than 120 seconds to below 8 seconds. Improvement was achieved by complex infrastructure optimizations; re-design of the core product by the vendor, optimizations of the middleware and by rewrite of some of the customizations. Implementation received “Partner Innovation Award” from its vendor, Software AG.
- Managed ValueTools project with the team size of 50, focused on tools aimed at better understanding of client challenges by consulting practitioners globally, and identification of improvement opportunities. Due to complexity and volume of challenges (budget, very high visibility and priority, criticality of timeline, conflicting priorities of major stakeholders, technical issues, and risks, others), this project was chosen as the case study for Global Program Delivery conference prior to its start. New product replaced legacy solution that had an annual operating cost a little below 1 million. Built consensus among stakeholders, leading to successful acquisition of chosen software, and initiation of customization and data migration services by the vendor.