Senior Project Manager / Program Manager / Management Consultant
PROFESSIONAL PROFILE
Summary: / · More than 22 years of business and technology consulting expertise.· More than 18 years of program and project management experience with extensive track record in successful delivery of Ontario Public Sector (OPS) & private sector initiatives.
· More than 16 years of change management and business transformation leadership.
· Possesses valid Top Secret security clearance from PWGSC.
Management and Leadership: / · More than 18 years of program and project management experience managing large-scale organizational changes of strategic importance. In total, managed 90 programs and projects, with the largest budget exceeding $20 Million. Initiative included business transformation, corporate governance, business process reengineering, cyber security, audit, compliance, software, infrastructure programs and projects, as well as program and project recovery.
· Successfully delivered large-scale transformation programs while managing 19 project directors and managers (9 core and 10 in supporting projects) and team sizes in the excess of 350 resources. Largest initiative included 12 parallel streams.
· Managed 8 vendors concurrently meeting highly rigorous OPS procurement standards.
· Successfully delivered initiatives utilizing OPS Integrated Project Management Framework.
· Experienced in SDLC, PMLC, RUP, Iterative, Incremental, Agile, Scrum, RAD, XP, Waterfall, PMBOK and other portfolio, program and project delivery methodologies.
Governance: / · Provided strategic advisory regarding value management, portfolio prioritization and other governance activities for the portfolios in the excess of $3 billion. Defined end-to-end governance for the portfolio of $85 million in line with OPS Integrated Project Management Framework and OPS Project Portfolio Management.
· Established EPMO (TTC), 3 PMOs (Metrolinx, Toronto Hydro, Direct Energy), conducted review and audit of portfolio, program and project management methodologies and practices at 4 organizations (Deloitte, Cancer Care Ontario, CIBC, TD) identifying gaps, and recommending improvement actions.
Change Management: / · Managed enterprise change initiatives that impacted 4.5 million customers and 25,000 employees, deployed products in 35 countries, and introduced changes at 3,000 real estate locations.
· Delivered change management activities using 58 communication & training vehicles and tools. Defined global change management approach that impacted operations in 15 countries.
Cybersecurity: / · Security Methodologies (OSFI - Cyber Security Self-Assessment Guidance, RCMP/CSE - Harmonized Threat and Risk Assessment) and tools (Scanning - AppScan, Fortify, Oracle IAM, SIEM, CyberArk, PaloAlto, ForeScout NAC, Venafi, others).
Industries, Verticals and Clients: / · Transportation (Metrolinx, TTC), Energy/Utilities (Toronto Hydro, Direct Energy), Healthcare (Cancer Care Ontario, eHealth Ontario), Banking (RBC, CIBC, TD), Insurance (Co-operators), Big4 Consulting (Deloitte, Accenture), Telecom (TELUS, Bell, British Telecom, Verizon Wireless), others.
EXPERIENCE
Program Manager
Elections Ontario, Toronto, ON January 2017 – Present
Managing enterprise critical initiatives to prepare Elections Ontario for 2018 General Elections with around 9.2 million of anticipated voters:
Financial Reporting and System Upgrade Program:
· Managing the upgrade of the legacy ERP (Enterprise Resource Planning) platform to MS Dynamics GP 2016 R2.
· Managing the upgrade of the legacy CPM (Corporate Performance Management) platform to Prophix v12.
· Collaborated with business and technical leads to conduct current state analysis. Identified issues (in both ERP and CPM platforms) related to stability (crashes, timeouts), poor performance, low engagement of non-Finance stakeholders due to high complexity of ad-hoc reporting, poor support of concurrent access to project forms and other areas for improvement.
· Engaged internal business and technical leads and external vendors and partners (BDO, HPE, ITS) in order to define target state requirements (functional, data migration, reporting, customizations, etc.) and establish highly effective phase based delivery approach.
· Conducted review of financial procedures and practices. Identified the need to introduce encumbrance functionality in GP 2016 R2 to streamline financial management of Purchase Orders.
· Summarized overall program approach in the Charter, and facilitated approval of the program.
· Facilitated assessment of e-Procurement strategy, integration approach and tools under consideration (Orbidder, Bonfire, Paramount Workplace).
· Engaged stakeholders, vendors and partners; managing program delivery activities across 6 work streams.
Performance Assurance Program:
· Managing a program with 9 work streams focused on capacity upgrades, performance testing, remediation of performance issues, and establishment of proactive measures to detect and respond to significant load.
· The program is responsible to ensure adequate performance of all of the key products at Elections Ontario (Operational Data Store, e-Registration, Technology in Polls, Command Centre Dashboard, Elections Management System, others) are ready for the General Election - with the potential load by about 9.2 million of eligible voters.
· The most complex product is in house built Enterprise Resource Planning platform that is used to manage an elections event (Elections Management System). It supports all aspects of the elections cycle, and is used to manage activities of around 85,000 staff across the province during the elections event. EMS contains 5 million lines of code, 1850 database tables and 450 gigabytes of data, and is supported by 5 vendors (HPE, BDO, Rolta, ESRI, ITS).
· Reviewed results from previous performance testing activities, around 8 performance related studies conducted at different times by KPMG, CGI, HPE, and others. Assessed performance related issues that were raised via support tickets at EO, ITS, HPE, BDO. Identified infrastructure and business process bottlenecks. Interviewed stakeholders from various departments regarding their experience with the EMS platform.
· Engaged stakeholders (business and technical), vendors and partners; built agreement among stakeholders regarding the overall program approach, priorities and next steps.
· Defined integrated enterprise roadmap to identify risks, define business scenarios for performance testing, execute performance testing and remediate performance related issues across 6 products.
· Defined consolidated IT Portfolio schedule that summarized all of the releases and active change requests (48 in total) in order to determine performance testing approach and potential timing of the performance testing activities for each of the products.
· Summarized key program parameters (scope, approach, activities, phases, governance, risks, schedule, costs, etc.) in the Charter, and facilitated its approval.
· Completed program planning, communicated responsibilities to internal team members, vendors and partners, and initiated program activities.
· Initiated assessment and procurement of the APM (Application Performance Monitoring) product that will be used to measure system load during performance testing, and monitor availability of applications, services, servers, network overtime.
· Conducted AODA assessment of Elections Ontario corporate web site, and identified gaps required to achieve Level AA of AODA compliance.
ITDS Portfolio:
· Managing delivery schedule and financials of the entire IT portfolio that consists of 9 programs and projects, with the total budget around $16 million.
Senior Project Manager / Program Manager
TD Bank, Cyber Security and Technology Controls, Toronto, ON October 2015 – September 2016
Managed the following programs and program recovery efforts within the Cyber Security and Technology Controls portfolio, with the total program budget in excess of $20 million:
SHA-2 Digital Certificate Migration Program:
· Managed replacement of around 9,000 insecure SHA-1 digital certificates with SHA-2 digital certificates. Certificates were deployed across 757 applications residing on more than 10,000 servers. Program was structured in 12 work streams with 8 project managers leading LOB specific efforts.
· Utilized Venafi platform to procure around 3,000 backup SHA-1 certificates to prevent application downtime during migration.
· Identified and engaged application owners of 757 enterprise and LOB specific applications across 8 lines of business.
· Established comprehensive assessment and migration approach that consisted of remediation and patching of the infrastructure, operating systems, digital certificate signers and application upgrades and consolidated estimates.
· Established governance structure, identified and engaged LOB leads (business, application, and infrastructure) for 8 LOBs, and facilitated LOB specific discussions to support migration efforts for each LOB.
· Delivered change management activities, including IT wide communication to executives (CIOs, VPs, AVPs) and impacted stakeholders, information sessions for each line of business. Established Confluence based collaboration site, prepared, distributed and presented certificate migration guidelines to all impacted teams.
· Provided advisory services regarding certificate lifecycle, prerequisite and certificate deployment, and other aspects of cybersecurity.
Audit and OSFI Acceleration Program:
· The program was tasked to accelerate resolution of more than 150 audit and OSFI (financial industry regulator) findings across the entire IT infrastructure - in the areas of identity and access management, cyber security, technology controls, logging and monitoring, attestation and privileged id management, and other areas. Some findings were overdue by 6 years.
· Facilitated deep dive sessions and reviewed findings with various security governance groups, including Security Operations and Control (SOC), Identity and Access Management (IAM), Technology Compliance and Controls (TCC), Infrastructure Risk Management (IRM) & other teams to ensure that remediation approaches are effective in resolving root causes identified. Utilized agile approach to manage the program.
· Analyzed root causes of individual audit findings, and grouped them in 6 master root causes. Assessed audit findings, and grouped requests as change requests to 10 existing strategic initiatives and 6 new initiatives to be initiated.
Unauthorized/Unregistered Software Monitoring Program:
· In response to high overdue OSFI cyber security findings regarding vulnerability related to the detection of unauthorized software across 160,000 identities and respective end user devices in the bank, defined approach, high level requirements, program roadmap and schedule for the program and facilitated its budget approval.
· Worked in close collaboration with Infrastructure Risk Management, Regulatory Affairs and TRMIS executives to ensure that the remediation approach addresses security risks identified, is approved internally, and the regulator is kept up to date.
Wired Port Authentication Program:
· In response to high overdue OSFI cyber security findings, took over struggling Wired Port Authentication program. The mandate of the program was to deliver Network Access Control (NAC) solution and secure all of the network access endpoints globally at TD. In North America, there were about 290,000 network endpoints across around 3,000 real estate locations.
· Identified and engaged stakeholders, defined the program governance structure and ensured that effective decision-making is in place.
· Identified program issues, including scope related ambiguity, missing requirement categories (reporting, sizing, break and fix, non-functional, others) and facilitated their resolution.
· Facilitated procurement discussions, vendor negotiations, pre-sales sessions with vendors, as well as review of Professional Services SOW, hardware sizing, and estimates. Due to these efforts, TD team reduced vendor’s estimates by about 50%.
· Consolidated all of the estimates from vendors, and various internal teams, and facilitated approval the program and its business case. Initiated infrastructure rollout, software deployment, defined rollout approach and initiated rollout activities.
Senior Project Manager
RBC, Caribbean Strategic Initiatives, Toronto, ON May 2015 – September 2015
Managed divestiture of RBC banking operations in Suriname upon sale to Republic Bank Limited in Trinidad.
· Managed more than 70 stakeholders from Treasury, Legal, Cards, Treasury, Operations, Compliance, Technology, Payments and Trade, and Service Delivery groups, as well as geographically distributed stakeholders located in Canada, Suriname, Trinidad and Tobago, Netherlands, United Kingdom, and USA.
· Successfully created Statements of Work and Transition Services Agreement to define relationship between purchaser and acquirer after the sale is completed.
· Managed closure of SWIFT BIC, including composition, review and approval of SWIFT Broadcast message and notifications of correspondent banks via SWIFT system, and changes to reporting.
· Managed closure of Correspondent Bank / Nostro / GL Accounts by Treasury, Capital Markets and Foreign Operations, including review of outstanding entries, reconciliation, balancing, and account closure / transition.
· Led creation and implementation of integrated processes, including credit card settlement, reconciliation and credit limit increase; contact centre; and service requests processes, handing more than 35 types of enquiries.
· Managed removal of access for Suriname staff to RBC systems, including removal of access to Credit Card systems (due to licensing limitations). Facilitated removal of authorized Suriname signing authorities from RBC systems.
· Managed change management and communication activities to all stakeholders in the region regarding divestiture, including RBC stakeholders, local banks and Central Bank.
· Managed resolution of issues on daily basis with the buyer, and ensured successful delivery on time, on budget and within scope.
Program Manager
CIBC, Products and Payments, Toronto, ON August 2014 – May 2015
Managed F15 Fee program mandated to increase 16 rates and fees bank wide. Program affected 4 lines of business and around 4.5 million customers, and was anticipated to bring more than $350 million in additional revenues.
· Identified and engaged more than 170 governance stakeholders (VPs, Directors, Project Managers, Team Leads) from more than 50 stakeholder groups.
· Managed 7 projects in the program, and 19 project managers (9 core and 10 supporting project managers and directors), and indirectly – around 350 members of project teams. Individual projects introduced business and technology changes to Insurance (Mortgage Disability, Creditor), Cards, Mortgages & Lending, and Business Banking lines of business.
· The most complex project from integration perspective (Cards Enhancements) was making changes to 16 internal systems; the most complex project from testing perspective (Mortgage Disability Insurance) contained more than 4,000 test cases.
· Managed customer impact analysis, customer communication impact analysis (based on the data in the enterprise data warehouse) and Digital Strategy in order to define consolidated change management approach.
· Managed preparation of communication materials, reviews and approvals by Client and Operational Improvement, Corporate Communications, Frontline Effectiveness, Legal and Compliance and other reviewers to ensure that messages are consistent with stakeholders’ expectations.
· Managed change management activities and oversaw communication to more 4.5 million impacted clients and all impacted internal stakeholder groups by utilizing 58 communication vehicles and tools, including CIBC.com updates, departmental news messages, updates to internal websites, product pages, procedures, Q&As, job aids, scripts, marketing collateral, client letter inserts, marketing brochures, slip sheets, statement notices, training material updates and others.