Christian Bergeron, PMP

Project Management

Bilingual:English, French

Achievements

  • Cost effective solutions

Implemented and managed a system migration methodology resulting in cost savings of 2.5$ Millions

Successful project reorganizationallowing the team to meet all of the objectives while savings300 000$

  • Organization and management skills

Successful interventions to turn around projects having difficulties in Canada, United-States, France and Norway. This happened in different industries, different contexts and involved various technologies. I achieved this by using effective project organization & management skills.

  • Team player

Utilizing team oriented objectivesand management style, I successfully yielded high performance from teams of varying skill sets and cultures.

  • Quality, Time and Cost management

Implementing a testing methodology, I achieved 90% reduction of undetected software defaults, while reaching excellent performance in term of project timeline and cost.

Career Profile

Over 20 years of experience in IT where I worked in different industries, involving various technologies and areas of expertise.

Starting in small organizations, I progressed towards large international projects, where I performed all the major tasks of the project life cycle. This progressive experience gives me an overall understanding of what makes a project work.

Through successful projects, I learned that the power of a large structure is only possible with good organization. Clear responsibilities, realistic planning, effective trackingand good communication are key elements beyond any technical excellence.

Always results oriented, I am recognized as someone who meets the objectives.

Education

2006 / Cognos - BI Authoring and Modeling FastTrack / Cognos Canada
2006 / Estimating the IT Project Work Effort / SmartForce / SkillSoft
2006 / Managing Multiple IT Projects / SmartForce / SkillSoft
2006 / Managing Efficiencies of IT Projects (RAD) / SmartForce / SkillSoft
1998 / FI customizing / SAP training center
1994 / P+ / DMR
1991 / Database management – AS/400 / CEGEP de Rosemont
1985 / MIS structured analysis / Université du Québec à Montréal
1984 / Bachelor in commerce – Management / Université du Québec à Montréal
1980 / D.E.C. in commerce (equivalent to a license) – Finance / CEGEP Bois-de-Boulogne

Certification

2004 / Project Management Professional (PMP) / Project Management Institute (PMI)

Methodologies

PMBOK / (Project Management Body of Knowledge)
RAD / (Rapid Application Development)
CMM / (Capability Maturity Model)
SDLC / (Software Development Life Cycle)
ASAP / (Accelerated SAP)
P+ / (Productivity Plus)
Data Migration Methodology / (Methodology that I developed and implemented)
Functional testing Methodology / (Methodology that I developed and implemented)

Work Experience

CGI (since December 2004)

  • Support to BI project reorganization - National Bank of Canada (Since May 2006)

Assist the newly appointed BI project director in reorganizing the BI efforts. This also included aligning the BI efforts with the Basel II compliance program :

Situation assessment

Seek solutions with involved parties

Prioritize actions

Develop an action plan

Support with putting in place the action plan

Environment:

EDW/BDW, Data Marts, Data Mining, Predictive Modeling, FICO Decision System (Scoring for Front/Back-end), IBM WebSphere-QualityStage (CCB Matching & Grouping), Algorithmics-RWA, Metadata, Data Lineage, ETL (Java & IBM WebSphere-DataStage), OLAP (BO, SAS, Affinium)

  • Project planning and organization - Metro Richelieu(Feb to April 2006)

Mandate for the project “A&P Canada Data Conversion and Integration” to assist the program director with the project planning and organization :

Scope

WBS

Planning

Methodology

Environment :

SAP-ERP, PICS, RETEK Data Warehouse (RDW), TRICEPS-WM, EXE-WMS, IBM-INFOREM, ChainTrack.HQ, SAP-BW, VRMS, Gift Card Management System, Merch Base, SAP-HR, Oracle-Financial & HR, Calculus, Kronos, IBM WebSphere Business Integration (WBI), ABAP, Java, AS/400, DB2, VPN, Win-3000, ClearCase, ClearQuest, Niku

  • Project Director – CGI Service to Laurentian Bank of Canada - outsourcing (Dec 2004 to Jan 2006)

Mandate to turnaround the project for ABM Compliance at Laurentian Bank of Canada (new generation of ABM’s and implementation of a new switching service).

Context :

Two teams in different Business Units (CGI-SLBC Montreal and CGI-SCU Toronto)

3 sites, team of 13, $2.5 millions

Project under service level agreements

Project behind schedule

Many third parties (LBC-TI, LBC Business Lines, LBC-DSTI, CGI-GIT, CGI-ITM, ACI, IBM, NCR, LBA, Visa/Plus, Interac, Sprint, Bell)

Environment:

ACI Base24-atm, HTML, ProCash, NCR Gasper, Microsoft SQL server 2000, Microsoft IIS FTP Services, CA-Unicenter (Workload Agent, Network & Systems Management, Software Delivery, Remote Control), Wincor Nixdorf's ABM, NCR ABM, Cobol, CICS, DB2, IMS, Main Frame, Tandem, Telecom

Freelance consultant (January 2003 to November 2004)

Various missions as consultant in projects management and organization

Alstom Transport(Train and Subway):

As part of the Operations Improvement Project, I was ask to assess the situations and make recommendations

Alstom T&D (Energy Transport & Distribution)

Intervention to clarify roles, responsibilities and expectations

Validation of projects plans

Elaboration of projects control tools

Areva (nuclear energy):

Projects assessments

Helping with the project prioritizations

Helping to prepare projects planning and budgets

Digora (Web and Oracle specialists):

Prepare a project plan in a project turnaround operation

Adaptation of the Data Migration methodology I developed

Facility Information Services – USA(JanuarytoDecember 2002)

  • Project turnaroundatALSTOM Signaling – Rochester, NY, USA

Assist the new project manager to turnaround the project (situation analysis, planning and action plan, management of the technical team and coordination of the functional team).

Context :

1 site,5.7$ millions, team of 20

Change resistance within the high level management

Little integration between technical and functional teams

Conflicts between client and integrator

Project is behind schedule and over budget

Environment :

SAP, SSA-PRMS, ORACLE, OS/400, UNIX, Client/Server, SQL, RPG, ABAP, LSMW, CATT, AS/400

CIA Consulting– Paris (July 97 to December 2001)

  • Project Managementat Nexans, formerly Alcatel Cable (May 2000 to Dec 2001)

As part of Nexans' growth, there were many acquisitions world-wide and each plant had its own independent IT system. The Cableway project replaced the miscellaneous IT systems with a single centralized SAP ERP. This global project encompassed 150 sites, 10,000 users, $200 million, simultaneous projects, multidisciplinary and multicultural teams.

I participated in various projects at different levels in France, Norway and the United-States.

Project Manager- Nexans Industrial Application Business Group - Lyon, France

Project turnaround

  • 4 sites, team of 40, 20$ millions
  • Almost one year behind schedule
  • Conflicts between teams

System Migration Manager - Berk-Tek (Telecoms, Fiber Optic) – New-Holland, USA

Taking over of the System Migration management in a turnaround operation

  • 3 sites, team of 30, 15$ millions
  • System migration is way behind the rest of the project
  • Methodology is almost non existent and inadequate

Project planning & organization - Alcatel Kable Norge (Telecoms, Energy, Fiber Optic) - Oslo, Norway

Intervention to revise project planning and take corrective action

  • Project is getting behind schedule by at least 2 months
  • Team is hoping to catch up without a specific action plan
  • Must get the project team to realize the situation and take immediate & clearly define corrective actions

World Wide Data Conversion Coordinator

Following many failures and delays in data conversion, I was asked to develop a methodology, implement it and act as world-wide conversion process coordinator

Environment :

SAP, PRAXA, PICS, INCWIRWE, FileMaker, ORACLE, UNIX, Client/Server, Ingres, IBM-AIX, VAX/VMS, SQL, COBOL, C, C++, ABAP, LSMW, CATT, Visual Basic, Access

  • Project Managerat Gehis/OCP-France, pharmaceutical distributor (Januaryto April 2000)

SAP and Oracle upgrades.

Context :

CMM Level 3

1 site, team of 12, Finance, 1$ million, matrix organization

Tight deadlines that must absolutely be respected

High visibility and high risk project

Involve many teams from different fields and organizational levels

Presence of strong personalities at all levels, making teams cooperation difficult

350+ specific ABAP programs

Environment :

CMM Level 3, SAP, SIGA, CRX, Prisme, ORACLE, UNIX, Client/Server, ADABAS/Natural, IBM-AIX, IBM RS/6000, Mainframe, COBOL, ABAP, EDI, EDR, Business Object, TNG/Unicenter (CA-Scheduler/Unix, CA-Paradigm), Pelican, OpenSpool, Networker, Change & Default Tracking System

  • Projects controlat Gehis/OCP-France, pharmaceutical distributor (January 99 to December 99)

My main responsibility is to get results. This means that on top of thecontrol and coordination, I must anticipate slippage, delay or potential risk, andtake appropriate actions to solve the issues before they affect the projects outcome.

Context :

CMM Level 2 and 3

There is some resistance to the methodology implementation

Presence of conflicts between internal customers and IT department

Constant pressure to skip Methodology and QA steps

Environment:

CMM Level 3, SAP, SIGA, CRX, Prisme, ORACLE, UNIX, Client/Server, ADABAS/Natural, IBM-AIX, IBM RS/6000, Mainframe, COBOL, ABAP, EDI, EDR, Business Object, TNG/Unicenter (CA-Scheduler/Unix, CA-Paradigm), Pelican, OpenSpool, Networker, Change & Default Tracking System

  • Test manager at Gehis/OCP-France, pharmaceutical distributor(June 98 to December 98)

Prepare the functional test strategy, document and put in place the methodology, train the test team and manage the test process.

Context :

Implementation of CMM Level 2

1 site, team of 15, 3.5$ millions

Many complex financial functionalities, similar to banking loans management

Must document the testing methodology

Test team mostly includes non technical finance specialists

Environment:

CMM Level 2, SAP, SIGA, CRX, Prisme, ORACLE, UNIX, Client/Server, ADABAS/Natural, IBM-AIX, IBM RS/6000, Mainframe, COBOL, ABAP, EDI, EDR, Business Object, TNG/Unicenter (CA-Scheduler/UNIX, CA-Paradigm), Pelican, OpenSpool, Networker, Change & Default Tracking System

  • Functional Customizingat RATP (Régie Autonome des Transports Parisiens) (January 98 to May 98)

Maintain and document customizing for Oracle Financial GL module.

  • Applications functional testingat Gehis/OCP-France, pharmaceutical distributor(July 97 to December 97)

Prepare functional tests cases and tests data, do the tests, follow-up the corrections and do non-regression testing.

Facilité Informatique – Paris(April 96 to June 97)

AnalystatSOFRES (Société Française d’Enquête et Sondage)

Merge of the different versions of the accounting software, used by all European subsidiaries. The objective is to make a single application, customizable for multi language, multi currency and other country specific requirements.

Hydro-Québec(November 92 toMarch 96)

Via Lasa, DMR and APG, I worked in different development teams as well as in the core maintenance team. I held different functions from programming up to system conception.

CGI (Juneto October 92)

Mission as analyst programmer and level one users support.

CEGEP DE ROSEMONT (Januaryto May 92)

Mission as program coordinator and teacher. Management training program for unemployed, sponsored by Human Resources Development Canada.

Lise Watier Cosmetics (1985 - 1991)

Projects management – 2 years

Business processes analyst – 1 year

IT Analyst and programmer – 2 years

Purchaser (components and production subcontracting) – 2 years

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