NOVAK MANAGEMENT CONSULTING

PROFESIONAL PROFILE OF MR. NOVAK

SUMMARY

Mr. Novak has more than 40 years experience in the informationtechnology industry, including 25 years at senior management positions in Information Systems (I.S). His responsibilities at BellCanada included Director - Information Architecture, Systems Planning, and Software Development as well as other executive positions in their Corporate Systems Organisation (CSO), Engineering and line organisations. Between 1989-1991 He served as Director General of the Information Systems and Services for the Federal Public Service Commission (PSC) on the Prime Minister’s Executive Exchange Program from Bell., and than, between 1996 and March 2004, on the Business Government exchange program at DND first as a Special Project Officer and from 2000 as the Section Head responsible for Strategic Direction and Business Planning as well as the IM/IT Program Management. His senior management experience, private and public sector as well on the national and international level prepared him for management consulting.

Highlights of Experience:

  • Leading and managing a number of multi-disciplined projects, with both end user and technical staff involvement. His project management experience includes the development of standards for BellCanada and management of project life cycle, from requirement definition to delivery, like the Common Service Order System for Bell, or the introduction office services at Bell and PSC.
  • Project leader and management experience in the private and public sector as well as International, it also includes: conducting operational reviews, program development and management as well as the preparation of project plans and related program plans.
  • Document and records management or more specifically information management, from data, to information, to knowledge are areas he worked on for years. This includes, preparing cost benefit studies, planning and implementation of solutions like RDIMS/EDRMS from pilot to implementation and support.
  • Business Transformation Architect experience including planning and implementation of various projects
  • Use of the various Government Project Management policies, practices and guidelines, like the Enhanced Management Framework (EMF), The Government Strategic Reference Model (GSRM) or the Business Transformation Enablement Program (BTEP).
  • Managed a number of operational reviews resulting in organisation changes, introduction of improved management controls, change and communication managementusing business transformation process improvement methodologies.
  • Directed the development of Project Management Standards for BellCanada
  • Management of the development of IM/IT strategies, policies, standards, and procedures; including data, system development standards.
  • Mr. Novak also directed the development of project planning and control processes, both at DND and in Bell.
  • Directed the development of and delivery of Business Process re-engineering practices and seminars
  • Option analysis including cost benefit and determining the IM’s value to an organisation are some of his strong points.
  • Project reviews and gap analysis with focus on identifying cost effective solutions and smarter use of technology
  • During his assignment in Saudi Arabia he was responsible for the establishment of an Information Architecture and he was in charge of all the logistics including the building of a data centre, establishing technical support and resource management affecting the IM/IT part of the overall contract in a very high-risk environment.
  • Over the years Mr. Novak was either a member of senior committees or chaired them. At DND he chaired the ADM (MAT)’s Information Management Resource Team (IMRT), was the DCIO for ADM(MAT) and attended the Corporate Information Management Requirement Committee (IMRC) meetings.
  • During his assignment in DND/ADM(MAT) he lead the team in conduction an operational review that resulted in the re-organisation of the Directorate, established budget planning and control procedures, and the establishment of an effective IM program management office

As a former senior manager Mr. Novak is experienced in preparing and presenting progress reports, briefing notes for senior management (VPs, ADMs, DGs), business cases, including cost benefit analysis.

Over the years he constantly represented his senior managers at key interdepartmental meetings. At DND he was a member of a number of working groups, such as the Information Management Requirement Add-Hoc Working Group, IMD 116 Review working group.

SECURITY CLEARANCE

Level:SECRET

File#:95311577

Expiry:2010-11-14

EDUCATION

  • Certificate of Engineering - SirGeorgeUniversity 1964
  • Bachelor Of Science – SirGeorgeUniversity 1967
  • Post Graduate Course on Communication Engineering – QueensUniversity
  • Project Management Certification – 1969 IBM IT Institute
  • Project Management Certification – 1972 BellCanada

MEMBERSHIP

  • Project Management Institute (PMI)

PROFESSIONAL DEVELOPMENT & TRAINING

  • Regional Communication Engineering – QueensUniversity (1967-68)
  • Certified Project Management – IBM and BellCanada 1969, 1972
  • Software Development – BellCanada (1974)
  • Defense Resource Management (DND)
  • Defense Management System (DND)
  • Software Engineering
  • Software Development
  • Data Driven Software Design
  • Business Process Re-engineering
  • MS Office
  • RDIMS (Hummingbird DM/RM)
  • IMS Use in Software design
  • Architecture Principles
  • Project Management
  • Strategic Planning
  • Information System Planning
  • Business Planning
  • Business Process Re-engineering
  • Financial management
  • Zachman’s System Planning Methodology

PROFESSIONAL EXPERIENCE

Project #24

HRSDC

Project Manager – RDIMS Implementation

October 2007 – December 2008

Managed the department (HRSDC) wide implementation of Open Text Docs, formerly Hummingbird, Records Document Information Management System (RDIMS). The plan called for the roll-out of the system to some 3500 people in the department. After reviewing the result of the pilot, implemented the necessary changes to the architecture, established and implemented a training plan, established working groups and proceeded to roll-out the system to some 2500 seats before completing his contract in December 2008. The implementation was the first RDIMS installation using PWGSC’s central hosting capability. The implementation was complicated due to the fact that it required coordination between two service provider; PWGSC and Service Canada. Directly managed four contractors, and indirectly managed six HRSDC employees as well as the two service providers. The total investment he assisted in management was$3.3M

Key deliverables were:

  • Project Plan – including costs, schedule and training
  • Training Plan
  • Revised SLA between PWGSC, SC and HRSDC
  • Three party Change Management Plan
  • Communication Plan
  • Risk Management Plan
  • Revised Technical architecture
  • Regular progress reports, time, costs etc.
  • Workshopsfor Business Transformation
  • Technical and functional support plan

The following tasks were carried out:

  • Completed a Project Plan for the roll-out
  • Revised the SLA between PWGSC, SC and HRSDC for the implementation of RDIMS using the first centrally hosted RDIMS in the Federal Government.
  • Coordinated the implementation of a revised technology architecture that removed the used AppGate, Entrust and PKI as part of the solution
  • Established Technical a Functional working groups.
  • Conducted “Client Readiness” surveys.
  • Conducted various workshops
  • Established an interim support organization
  • Created a check list for the implementation group.
  • Coordinated the implementation between the Business Unit, Service Canada, PWGSC and HRSDC

References:

Andre Richer – Project Director – HRSDC now at Parks Canada (819)994-1094

Project #23

PWGSC

RDIMS Project Manager

January 2007 – September 2007

Assigned by PWGSC, as Project Manager, to Service Canada to manage an RDIMS Pilot for the HRSDC..The previously completed POC evaluation report recommended that prior to department wide roll-out of RDIMS, a pilot with about 150 participants be carried out. The Project Scope also included the selection of a hosting environment. After considering various options; Hosting by Service Canada, HRSC and PWGSC, PWGSC was selected to provide hosting and supporting the RDIMS application for HRSDC/SC. Overcoming various security challenges the pilot was established and successfully carried out. The total cost of the pilot including software licenses, professional services, training, technical and functional support was $1.5M. He managed a staff of five contractors and six FTEs. The pilot selected was a Branch of HRSDC with about 150 people. The key deliverables were:

  • Project plan
  • Revised Technical Architecture
  • Risk Management Plan
  • Change Management plan
  • Communication Plan
  • An SLA between PWGSC, SC and HRSDC
  • Regular reporting of cost, time and progress
  • Pilot Completion Report
  • Work Groups Terms of Reference

The following tasks carried out:

  • Reviewed and modified a previously completed Project Plan for the pilot
  • Established an SLA between PWGSC, SC and HRSDC for the pilot of the first centrally hosted RDIMS in the Federal Government.
  • Coordinated the implementation of a technology architecture that used AppGate, Entrust and PKI as part of the solution
  • Established Technical a Functional working groups.
  • Conducted “Client Readiness” survey.
  • Conducted various workshops
  • Established an interim support organization
  • Created a check list for the implementation group.
  • Coordinated the pilot between the Business Unit, Service Canada, PWGSC and HRSDC
  • Prepared a Pilot evaluation workshop and prepared a report

References:

Mike Lawlor Senior Director – PWGSC Home (819)827-9100 (Retired)

Andre Richer – Project Director – HRSDC now at Parks Canada (819)994-1094

Luna Bengio – Project Director - Now at Public Health Agency (613)960-2151

Project #22

PWGSC

RDIMS ProjectManager

March 2006 – December 2006

As Project Manager, working for PWGSC’s RDIMS Project Office, he was assigned to Service Canada to review their previously prepared business case and charter for the possible implementation of a Records and Document Information Management System. Under the direction of SC’s Project Director he completed and updated of the documents with the recommendation to implement the government approved solution using Hummingbird DM/RM product, called RDIMS, was accepted by Service Canada and HRSDC. His project plan called for a step by step approach starting with a Proof of Concept (POC), followed by pilot before the actual department wide roll-out of RDIMS. During the establishment and conducting the POC he managed a staff of five contractors and four Service Canada/HRSDC employees.The cost of this phase of the project was $400K for professional services and the cost of 4 FTEs. The key Deliverables were:

  • Project Plan
  • Revised Business Case
  • Technical architecture
  • Business Rules and system Profile Forms design
  • POC Completion and evaluation report
  • Preliminary change and risk management plans

The following is the list of specific tasks he was responsible for:

  • Review and update of the Business Case
  • Preparation of a multi year Project Plan Total cost over $10M
  • Updated the Project Charter
  • Established Technical and Functional working Groups, including formal Terms of Reference
  • Prepared Project plan for Proof Of Concept (POC)
  • Coordinated activities with Business Groups and Service Canada’s IT stakeholders
  • Managed both the functional and technical testing during the POC.
  • Prepared the POC evaluated report; recommending conducting one or two pilot
  • Obtained approval to move to pilot.

References:

Jean Yves Fortin – Project Director - Service Canada (819)956-2127

Mike Lawlor Senior Director – PWGSC Home (819)827-9100

Project #21

CIDA

EDRM Project Manager

September 2005 – February 2006 (6 months)

Over $4 million project with 25 team members

EDRM Program Manager at CIDA, reporting to the Program Director, responsible for managing five projects within the programs. The projects included the Enterprise Document Records Management System (EDRMS) using Hummingbird DM/RM product, including Workflow as the solution, InfoBank project for the foreign missions of the Agency, Grey Literature, Controlled Vocabulary and the Mecoun Records disposition projects. Program management included the management of support team Including change and communication management, the schedule, risks, issues management as well as updating such documentations as Project charter, Program Plan and the preparations of the Concepts of Operation. The program is currently progressing through the pilot stages prior to Agency wide roll-out scheduled for July 2006

Specific Tasks

  • Management and coordination of five project, see above
  • Development and management of program plans including schedule
  • Establishment of quality and risk management plans
  • Creation of Business transformation architecture
  • Program management
  • Option analysis to determine the best Software solution for Records Management (IRIMS or Hummingbird RM )
  • use of MS Office tools (Excel, Word, MS Project, Power Point)
  • Development of a “Concept Of Operation” plan for the pilot

Technologies included:Hummingbird core software like Hummingbird RM/DM, iRIMS RM and all the CGI interface software’s Office, MS SQL(query analyzer & language) Oracle

Project# 20

Between April 2004 and September 2005

Various national and international consulting assignments including:

  • IM/IT Program Review– Hungarian Post and Telecommunication
  • Prepared Input and comments to IM Strategy of MATEV (Hungarian Post and Telecommunication)
  • Reply to an RFP from Saudi Telephone – Bell International
  • Preparation of replies to various GoC RFP’s (mostly for RDIMS) – Spearhead

Project #19

DND

Project Manager – EDRMS Implementation

December 2001 – March 2004 (2 years 4 months)

  • Over $4 million project with 15 team members
  • Managed multi-disciplinary teams

Project Manager (DND)- EDRMS, using Hummingbird RDIMS (DM/RM) suite of products, Implementation and support at DND/ADM(MAT) applying the EMF principles when appropriate. (Staff of 8 and $1.5M)

  • Implementation resource planning, including a business case and requirement analysis for ADM(MAT);
  • Project Charter – Including Governance, Org. Structure, Risk Management Plan, Financial and Human Resource plans
  • Project approval
  • Establishment of governance structure
  • Chairing the Technical WG and co-chairing the Group EDRMS WG ) both functional and technical.
  • Coordination of a communication plan for the Group
  • Establishment and management of the Business transformation architecture of multiple libraries across three domains into one centrally hosted environment.
  • Interface with corporate EDRMS PMO
  • Preparation and management of the project’s risk management plan
  • Migration and conversion planning
  • Plan and implement software upgrade from two tier to web based solution (DM4)
  • Member of the corporate WG
  • Use of MS Office tools (Excel, Word, MS Project, Power Point)
  • Established, implemented and managed an RDIMS support plan
  • In line with the corporate architecture, established the ADM(MAT)’s EDRMS architecture.
  • Provided input to the various “Business Rules” and guidelines to the WG

Technologies included:Hummingbird core software like Hummingbird RM/DM, ForeMost, iRIMS RM and all the CGI interface software. iRIMS, MS Office, DOCS Open, Oracle

Project # 18

DND

Project Manager – EDRMS Pilot

January 2000 –December 2001 (2 years)

  • Over $3 million project with 10 team members

As part of the corporate plan to implement EDRMS as the document and records management solution ADM(MAT) was one of the Groups selected to pilot the Hummingbird software solution. Specific tasks:

  • Feasibility studies for the four pilot sites within ADM(MAT)
  • Option and gap analysis
  • Established Project documentation structure and procedures
  • Establish and manage external contracts
  • Conduct “site readiness” studies and requirement analysis
  • Project Charter
  • Managed the use of RDBMS products
  • Managed the upgrade from PC DOCS to RDIMS DM 4.7
  • Coordinate with corporate PMO and the other ERPs like MASIS and FMAS
  • Option analysis of using iRIMS or Hummingbird RM (iRIMS was retained for paper records
  • Establish architecture
  • Establish test sites
  • Established an RDIMS technical and functional support group
  • Communication planning
  • Migration and conversion planning
  • Staff development planning
  • Prepare Business Transformation Architecture for change management
  • Project Initiation
  • Use of MS Office tools (Excel, Word, MS Project, Power Point)

Technologies included:Hummingbird core software like Hummingbird RM/DM, ForeMost, iRIMS RM and all the CGI interface software. DOCS Open, MS Office, MS SQL

Project #17

DND

Project Leader – “User Pay” Implementation in ADM(MAT)

April 2000 – December 2000 (8 Months)

The corporation under the direction of ADM(IM) was studying the possibility of introducing a “user pay” practice for the IT infrastructure support, provided by ADM(IM). ADM(MAT) being one of the largest Groups, with some 5000 people located in Ottawa, was the key organization to introduce the new process. The project scope included:

  • Establishing the cost and service levels for the installed IT base
  • Conducting a survey to confirm the assets to be included in the base
  • Establishing the cost of the support services
  • Preparing a Service Level Agreement
  • Use of MS Office tools (Excel, Word, MS Project, Power Point)
  • Managing the Divisions expectations and identifying their requirements
  • Identifying possible alternative solutions including the use of RDBMS products.

Technologies included:, MS Office, MS SQL, Oracle

Project #16

DND

Project Manager - Operation Review of DMGIM (ADM(MAT)

January 2001 – December 2001 (1 year)

(Re-Organization of DMGIM)

  • Conducted an Operational Review of ADM(MAT)’s IM/IT Directorate Resulting in key recommendations to change organization, establish Program management office
  • Business Process re-engineering including gap analysis between the existing organization and a proposed service oriented structure
  • Documented the current functionally oriented organization of DMGIM
  • Assessed and modeled the current organization, including interviews with Division’s CIOs and DMGIM Section Heads.
  • Assessed the need for establishing an RDBMS support structure
  • Identified alternatives, and recommended a “Role Based” organization, where the organization would meet the requirements to interface with the corporate group, provide service to the Divisions and managed the overall IM program for the Group.
  • Program Management including Business case/ impact analysis and transformation
  • Established and performed cost benefit analysis, including risk assessment
  • Completed a “Change Management Plan”
  • Prepared presentations and obtained approval to proceed.
  • Transferred project for implementation to the SH Administration.

Technologies included: MS Office, MS SQL, XML, RDBMS, Intranet