Introduction

Tom has over fifteen (15) years of experience in project/program control and financials, setup of PMOs, and implementation & training of project management processes in private and healthcare environments.

PROFESSIONAL ACHIEVEMENTS

• Successfully brought the schedule for the WRHA SAP HR/Payroll Project back on track.
• Successfully converted 5 out of 7 Project Managers to Clarity at Resmor Trust.
• Successfully completed program schedule for $50 Million MES Implementation Program for ArcelorMittal Dofasco.
• Successfully completed the 25 Million dollar program for the implementation of SAP financials (FI CO and BW) for Investors Group in Winnipeg.
• Successful implementations of Microsoft’s Microsoft Project/EPM
• Authored End User Guides for EPM 2003.
• Successful implementations of Project Workbench/Suite 5.0 now Open Workbench/Clarity.
• Practised understanding of PMBOK’s methodology.
• Practised knowledge of Waterfall, Iterative, RUP, and Agile development methodologies in relation to the creation of project/program schedules.
• Skilled level of Project Management software and tools and PMO processes.
• Received an “Outstanding Achievement Award” for the 30 Million dollar program to outsource CIBC’s in house Visa (credit card) processing to Total Systems in the US.
• Setup and configuration of document management repositories (SharePoint & Lotus Notes.
• Successfully completed IBM’s two (2) year Y2K program.
• Successfully implemented three (3) Project Management Offices within the private sector.
• Project Lead for the project to install and implement the Dunn & Bradstreet, M Series, and Inventory Control System to enhance inventory control within the Materials Management department of the Toronto Hospital.
• Successful resolution of software and installation issues of the D&B, E Series, and Material Management applications (Purchasing & Inventory) at the Wellesley Hospital.
• Successfully implemented one (1) U.S. hospital and one (1) Canadian hospital with McDonnell Douglas Health Information Systems, Integrated Hospital System (IHS).
• Project Lead for the project to enhance the Saskatchewan Health Care Associations’ employee benefit system significantly reducing the number of outstanding issues.
• Provided 1st level support to twenty-five (25) Hospitals.
• Successful implementation of ten (10) Saskatchewan Hospitals with HSSG’s Payroll/Time & Attendance systems.

PROFESSIONAL EXPERIENCE

Senior Project Control Officer PMO November 2011 to January 2012
Confidential,

• Under the direction of the HP SAP PMO Project Manager, responsible for the coordination, communication and control of the ($50 Million) implementation schedule for SAP HR/Payroll project for the Winnipeg Regional Health Authority (WRHA)
• Completed weekly status of the schedule utilizing actuals to update schedule
• Mentored project resources on the completion of the weekly update/timesheets
• Supported project leads with reference to updates of the WBS
• Provided weekly analysis and status reports to the Project Management and Executive (Actual vs Baseline)
• Monitored and reconcile allocation of resources to project with resource effort actually spent working on project tasks (Resource Utilization)
• Coordinated the project level reporting ensuring reporting formats are consistent with varying target audiences

Senior Project Control Officer PMO March 2011 to July 2011
Confidential,

• Under the direction of the PMO Manager, responsible for the coordination, communication and control functions for and /or between multiple projects utilizing CA’s Clarity
• Successfully converted 5 out of 7 Project Managers to Clarity
• Managed Clarity Users and Security
• Monitor and review enterprise-reporting packages (dashboards, adherence, etc.) and proactively engage PM’s to take corrective action where necessary
• Mentored Clarity Users and Project Managers
• Provided project managers support on usage of the MSProject interface to Clarity
• Mentor Project/Program managers on the APEX Project Delivery process
• Perform Process Assessments on all tier projects at required tollgates (2 & 3)
• Support project teams on TeamRoom (Sharepoint) setup and usage requests
• Monitor and reconcile allocation of resources to project with resource effort actually spent working on project tasks
• Coordinate the program level reporting ensuring reporting formats are consistent with varying target audiences
• Provided first line support for Clarity to all users
• Worked on small to medium projects as Project Manager when needed

Senior Project Control Officer Corporate Systems PMO March 2010 to June 2010
Confidential,

• Under the direction of the AVP, Corporate PMO and the Project Manager executed the following tasks associated the Global Network Optimization Project
• Document and distribute minutes for weekly meetings.
• Follow up on scheduled and ad hoc change ticket approval
• Maintain SharePoint repository of project information
• Complete ad hoc requests for spreadsheets related to project deliverables
• Complete project schedule updates in MSP 2003 as required
• Completion of weekly project status report including actuals to forecast
• Maintain project action and issue log
• Create project management templates e.g.: Issue Log; Implement best practices
• Follow up on deliverables to satisfy QA and Audit requirements

IT Project Scheduler PMO October 2009 to March 2010
Confidential,
ON - Manufacturing Execution System (MES) Program (contract)

• Under the direction of the Program Manager and in collaboration with the IT and Business Project Managers, the System Integrator (Wipro), the software vendor (PSI Germany) and members of the development team; build an integrated program schedule in MS Project for the Manufacturing Execution System (MES) program for the Testing and Implementation phases.
• In addition define and document some project management standards and processes in order to allow for regular status updates of the program schedule.
• Utilizing the Technical Overview document, define the WBS along with input from the client, System Integrator, and the software vendor.
• Defined Project and Resource calendars within MS Project 2000 along with related project defaults. Completed resource assignments along with the associated estimates of work and defined dependencies in order to achieve a resource balanced schedule.

Program Coordinator PMO February 2009 to June 2009
Confidential,
Products & Pricing Program (contract)

• Assisted the Program Manager and Project Managers with modifications to time lines, budget and staffing requirements.
• Attended program status meetings and ensure meeting notes/action items are clearly documented and communicated.
• Managed the repository of program deliverables and templates.
• Compiled weekly Program Status report and other regular reports, using input from multiple project teams.
• Compiled monthly Clarity Program Dashboard report using input from multiple project teams.
• Contributed to the development and implementation of standards for document naming conventions, version control within the program document repository.
• Assisted in the creation/preparation of presentation material for the program.
• Attended monthly Operations/Steering Committee meeting ensuring meeting notes/action items are clearly documented and communicated.

Senior Project Control Officer EPMO April 2008 to September 2008
Confidential,
FileNet Consolidation Program (contract)

• Together with the Program Director, Project Managers, various team members and the vendors build an integrated program schedule for the FileNet Consolidation Program that effectively aligned scope, time, cost, quality, resources, risk, communication and procurement in a manner that enabled highly coordinated execution and control, utilizing MS Project Professional 2003 and Changepoint V12.
• Assisted the Program Director and Project Managers in tracking, monitoring and following up on appropriate risk management practices throughout the project lifecycle.
• Proactively escalated project issues and risks that require Project Manager and Program Director attention, in addition managed the change management process.
• Chaired weekly status meetings and update the appropriate Issue/Action Log.
• Assisted the Program Director and Project Managers in the preparation of weekly schedule updates and status reports.
• Assisted the Program Director and Project Managers to ensure that change, acceptance and approval management is proactive and effective on all sub projects.

Senior Project Control Officer PMO January 2008 to February 2008
Confidential,

• Together with the Project Sponsor, System Architect, and members of the development team; build a project schedule for the Oracle Infrastructure Migration project. In addition defined and documented some project management standards and processes in order to allow for regular status updates of the project.
• Utilizing the Technical Overview document, defined the WBS.
• Defined Project and Resource calendars within MS Project 2007 along with related project defaults. Completed resource assignments along with the associated estimates of work and defined dependencies in order to achieve a resource balanced schedule.

Senior Project Control Officer PMO June 2007 to January 2008
Confidential,

• Amalgamated four (4) individual project streams into an integrated program schedule that reflected the overall project strategy; including project dependencies at a task and milestone level in MS Project Professional 2003.
• Analyze the schedule by performing "what if" scenarios, proactively identifying where resource allocations are problematic (over committed resources, under committed resources) and identify and recommend strategies to address resource allocation issues.
• Responsible for keeping track of the schedule priorities (critical path) in each stream including QA and ensuring (with the PM responsible for each stream) that the team is aware of the top priorities at all times.
• Definition and tracking of data conversion schedules from unsupported IBM mainframe technology MVS/CICS and applications in legacy code to client server technology and as well define the dependency on this schedule in relation to the overall program.
• Responsible for ensuring that implications resulting from any change requests are reflected in the schedule, and for keeping the schedule "current and refreshed" based on actuals and any other factors that may cause the schedule to need updating.
• Prepared and follow up on the delivery of the monthly IT status report to the office of the SVP of IT.
• Work exclusively with the Program Manager, the four (4) PM's and the vendor providing assistance in the managing their related streams of work and the execution of the change management process.

Senior Project Control Officer April 2007 to June 2007
Confidential,
- NCCO PMO (contract)

• Consolidate and integrate work breakdown structure data into a comprehensive schedule utilizing MS Project Professional 2003.
• Develop, manage, and control project schedules by updating and making mitigation decisions and escalating as appropriate to the project manager.
• Develop, consolidate, and reconcile management and resource allocation reports. Update project repository ensuring version control.
• Tracked progress and made recommendations on responses for identified risks, resolution plans for issues, results on action items and make decisions on required escalation. The above mentioned documents were maintained within a SharePoint environment.

Senior Project Control Officer November 2006 to March 2007
Confidential,
Trading Floor (contract)

• Coordinate all team activities from start to end.
• Responsible for the set-up and organizing planning sessions.
• Follow up on the deliverance of all required status reports and documentation.
• Maintained the team’s usage of conference numbers and coordinated high level conference calls and follow up on outstanding items/issues.
• Act as a liaison between the all Team related requirements. Ensured the set-up of new team members were expedited through the appropriate channels.
• Team management.
• Ensure team had what was required in order to complete their tasks within the required timelines.
• Maintained document and set up versioning control via SharePoint.
• Tracked invoices and payments (actuals vs forecast), set up PO and year end accruals.

Senior Project Control Officer PMO May 2006 to July 2006
Confidential,

Assigned to Cancer Care Ontario as a senior project control officer to perform the following duties:

• Administer/maintain project schedules (in Microsoft Project 2003); maintain issue/action log; project change log, risk log and decision log on a weekly basis.
• Create/Maintain project resource plan and organization chart on a weekly basis.
• Complete a weekly schedule consolidation in Microsoft Project in order to present a Program view of the WTIS-EMPI project.

Project Comptroller Corporate PMO January 2006 to May 2006
Confidential,

• Updating the project book of record, provide financial forecasting, accruals, compile information for the project dashboard reporting, and program status reports for the TECP project.
• Ensure project work days are loaded/tracked in Multitrack, coordinate stakeholder reviews and sign offs.
• Maintain project repository (SharePoint) with all recent versions/copies of project documentation; maintain project schedule utilizing MS Project Professional 2003; maintain issue/action log; project change logs, communications/minutes.

Senior Project Control Officer March 2005 to May 2005
Confidential,

• Manage and consolidate the schedules comprising the Rainbow program; providing Program level reporting relative to Program Milestones and Resource Utilization.
• Monitor and complete schedule updates; report on resource utilization; track project milestones; coordinate Program team meetings; maintain Rainbow staff vacation schedule and maintain Project Control Book.
• Coordinate weekly project manager review of schedules, issues, and risks. Together with the Project Managers track issues and resolutions for each of the projects.
• As required provide MS Project Professional 2003 consulting and mentoring to Project Managers and Program Management.

Senior Program/Project Control Officer May 2002 to February 2005
Confidential,

• October 04, 2004 – February 2005, applied for and accepted the assignment of Program Control Officer, PMO for Program PROMISE.
• Maintained the following project management deliverables for the program: program and project schedules, action log, issue log, program meeting minutes, and the related meeting agendas. Collaborated program resources, managers and directors to obtain updates for the program schedule and follow up for action and issue resolution.
• On a weekly basis completed a consolidation/rollup of 15 to 20 schedules in order to keep current with inter-project dependencies utilizing EPM 2003.
• May 03, 2004 - September 2004, applied for and accepted the assignment of Program Control Officer for the Optimization II Program, Technology Infrastructure.
• Maintained the following project management deliverables for the program: program and project schedules, change management, action log, issue log, program dashboard, program and steering committee meeting minutes, and the related meeting agendas. Met with program resources, managers and directors as required to obtain updates for the program, project schedules, and follow up for action and issue resolution.
• Provided ad hoc MS Project 2000 consulting and mentoring to Project Managers and Program Management.
• March 03, 2003 April 2004, Senior Project Control Officer, PMO of the project team responsible for the installation and implementation of Microsoft Project Server 2002/2003, Microsoft Project Web Access and Microsoft Project Professional 2002/2003. In addition defined and documented the Procedure Manual and User Guide for Microsoft Project EPM as well as reporting requirements including Earned Value Analysis.
• May 2002 – February 2003 returned to CIBC to perform the role of Senior Project Control Officer, PMO for the C3PO program (outsourcing of in-house credit card system) with an operating budget of 30 million plus and a program team of 177.
• Maintained the following project management deliverables for the program: program and project schedules utilizing MS Project 2000, change control log, issue log. Met with program and project resources, project managers and the project director as required to obtain updates for the program, project schedules, and follow up for issue resolution.
• Together with the project managers created data conversion schedules from unsupported IBM mainframe technology and applications in legacy code to outsourced client server technology and as well define the dependency on this schedule in relation to the overall program.
• On a weekly frequency, consolidated seven (7) project schedules including the schedule from the external vendor and testing/QA for presentation and review at the weekly status meeting.

Program Planning Support Analyst PMO January 2002 to May 2002
Confidential,

• Managed and consolidated the schedules comprising the Project One program; provided Program level reporting relative to Program Milestones and Resource Utilization.
• Monitored and completed schedule updates; report on resource utilization; track project milestones; coordinated Program team meetings; maintained Project One staff vacation schedule and maintained Project Control Book database (Lotus Notes).
• Coordinated bi-weekly project manager review of schedules, issues, and risks. Together with the Project Managers track issues and resolutions for each of the projects.
• As required provide MS Project 2000 consulting and mentoring to Project Managers and Program Management.

Project Control Officer PMO March 2001 to January 2002
Confidential,

• Responsible for the maintenance, monitoring and monthly reporting of the project operating budget of 11 million, and the capital budget of 2.75 million. Together with the program director, prepared the carry forward/Fiscal 2002 operating budget for the project.
• Defined and maintained the following project management deliverables: project schedule utilizing MS Project 2000, change control log, change control template, issue log, project status report, project meeting minutes, project team meeting agendas, and all project team communications for a project team of 150.
• On a weekly basis consolidate the project schedules from the external vendor and other CIBC business units for presentation and review at the weekly status meeting.
• Met with project resources and managers as required to obtain updates for the project schedules and follow up for issue resolution.

Project Management Consultant PMO November 2000 to February 2001
Confidential,

• As a resource to the Corporate Implementation Office defined and created the branch by branch implementation schedules for 1,400 branches re: the rollout and training of the new customer service systems for the Learning and Development department using MS Project 98.
• Met with the Program Directors and Managers as required to deliver status and obtain updates for the schedules.

Project Management Consultant PMO October 1998 to November 2000
Confidential,

• Following completion of the Y2K assignment became a member of the Project Control Office to assist in the development of Processes and the introduction of Tools required to enhance the PM Methodology in other business units within ISM.
• Mentored, supported Project Managers and Project Leaders in the development of initial project schedules in either ABT Workbench or MS Project 98. Offer assistance to project managers with resource utilization; schedule analysis and variances, replanning and time tracking by developing custom and weekly reports.
• As the Y2K Program Coordinator defined and implemented ABT Workbench 4.0 standards, templates and project management reporting requirements for ISM’s Y2K Securities Industry Service (SIS) Project Control Office.
• Completed a weekly program consolidation of the projects to facilitate status reporting for the senior management team. Assisted in the resolution of key program issues, as well coordinated the weekly Y2K Software Freeze Variance Committee.

Project Management Consultant PMO February 1998 to September 1998
Confidential,

• As a member of the Corporate Project Office assisted with the rollout, mentoring, training, and support of ABT’s Suite 5 Project Bridge Modeller, ABT Workbench, and Team Workbench (now Clarity).
• Participated in the design, testing, and implementation of project management reporting requirements including Earned Value Analysis for project managers and the corporate project office.
• As of July 6th, 1998 became a resource of the Merger Management Office to fulfill the role of Project Coordinator/Planner. In this role provided planning and tool support to advance the efforts of the Project Manager and their associated merger team and as well provided support to the management team within the Merger Management Office.

Project Management Consultant PMO September 1997 to January 1998
Confidential,

• Defined and implemented MS Project 4.1 standards, templates and project management reporting requirements for Trimax’s corporate Project Management and Planning Office.
• Planned, lead and implemented Innate’s Timesheet application on the corporate LAN; delivered timesheet training and support.
• Mentored and supported Project Managers and Project Leaders in the areas of project planning, optimizing resources, schedule analysis, schedule variances, replanning and tracking for the development department.

Project Management Consultant PMO March 1997 to August 1997
Confidential,

• Defined and implemented MS Project 4.0 standards, templates and project management reporting requirements including Earned Value Analysis for CTC’s corporate Project Management and Planning Office.
• Planned and lead the install and implementation of Innate’s Timesheet and Multi-Project project management applications on the corporate LAN.
• Trained and supported Project Managers and Administration Support staff in the areas of project planning, optimizing resources, schedule analysis, schedule variances, replanning and tracking for the development department.

Project Management Consultant PMO December 1996 to February 1997
Confidential,

• Defined and implemented MS Project 4.0 standards and project management reporting requirements for senior management for Bombardier Regional Aircraft Division.
• Planned and lead the install and implementation of MS Project 4.0 on the LAN. Planned and implemented Microframe Technologies’, Project Consolidator 1.1B and Project Server 4.2.
• Trained and supported Project Managers and Administration Support staff in the areas of project planning, optimizing resources, schedule analysis and variances, replanning and tracking for the documentation department.

Project Management Consultant PMO February 1995 to November 1996
Confidential,

• Defined and implemented project management reporting requirements for senior management for the Information Systems Development, Distribution, and Logistics departments. Assisted in the definition and implementation of DMR’s project management methodology, and deliverables.
• Planned and lead the install of upgrades of ABTs’ Project Workbench and Project Bridge Modeler on the LAN. Performed testing of the upgrades; maintained and updated Project Workbench standards. Created and delivered Project Workbench classroom training sessions.
• As of June 1996, configured and implemented Microsoft Project 4.0 for the Corporate LAN. Performed testing of the application; maintained and updated Microsoft Project 4.0 standards.
• Trained and supported Project Managers, Leaders, and Admin Support in the areas of project planning, optimizing resources, schedule analysis, schedule variances, re-planning, reporting including Earned Value Analysis and tracking.
• Planned and lead the install and implementation of DMR’s Productivity Plus on the LAN; provided workstation setup and initial end user support. Created and implemented Productivity Plus Work Breakdown Structure templates for Project Workbench.

Project Workbench Consultant PMO November 1994 to April 1995
Confidential,

• Defined and implemented Project Workbench standards and project management reporting requirements for senior management for Loomis Courier and the Liquor Control Board of Ontario.
• Planned and lead the install and implementation of ABTs’ Project Workbench on the LAN for Loomis. Planned, lead and implemented a Pilot Project Office for the Liquor Control Board of Ontario.
• Trained and supported Project Managers and Admin Support staff in the areas of project planning, optimizing resources, schedule analysis, schedule variances, replanning and tracking for Loomis and the Liquor Control Board of Ontario.

Project Workbench Consultant PMO September 1993 to December 1994
Confidential,

• Defined project management reporting requirements including Earned Value Analysis for the I.T. senior management of Rogers Cantel. Defined and implemented a project tracking and costing process for the I.T. and Finance and Administration departments of Rogers Cantel.
• Planned and lead the install of upgrades of ABTs’ Project Workbench on the LAN. Performed testing of the upgrades; maintained and updated the Project Workbench application and Project Management standards.
• Trained and supported Project Managers, Leaders, and Admin Support in the areas of project planning, optimizing resources, schedule analysis, schedule variances, replanning and tracking for the development department.

Project Leader PMO August 1991 to May 1993
Confidential,

• Planned and lead the installation and implementation of the Dunn&Bradstreet, M Series, Inventory Control System within an MVS/CICS environment for the Financial Systems department. Used ABT’s Project Workbench to create and deliver project management deliverables.
• Conducted a detailed operational review of the Materials Management Department.
• Planned, lead and trained an implementation team of fifteen, assigned and coordinated project tasks among team members.
• Prepared and presented regular status reports for I.S. Management, the Project Team and Steering Committee.

Systems Consultant January 1991 to August 1991
Confidential,

• Coordinated software support and problem resolution of the D&B, E Series, Materials Management applications (Purchasing & Inventory) within an IBM MVS/CICS mainframe environment for the end user and departmental technical staff.
• Planned and lead the implementation of new departments and trained new users on the system.

Systems Analyst June 1990 to December 1990
Confidential,

• Performed system analysis functions and documented requirements for projects involving Rubicon's intRlab laboratory information system; within a MICROVAX VMS environment.
• Assisted Project Managers and Leaders as required with project planning.

Client Services Representative April 1987 to March 1990
McDonnell Douglas Health Information Systems, Inc. (staff)

• Planned and lead the installation, implementation and training (Hardware and Software) for Patient Care, Order Entry, Scheduling, Financial, Pharmacy, Imaging and Laboratory applications including Bed Side Terminals within a DIGITAL VMS mainframe environment.
• Planned and lead the installation and testing of the operating software (VMS) and network software (Decnet/Ethernet).
• Defined the training curriculum and schedule for various applications and activities of the implementation phase.
• Provided problem solving and problem management support pre- and post-installation and implementation, 24 hours a day, 7 days a week.
• Planned and lead the conversion of all history data from whatever technology currently existed.
• Planned and lead all software upgrades, including testing, staff training, and any required changes to policies and procedures.
• Prepared weekly status reports, including recommendations for problem resolution to the Executive Director and Director of M.I.S. of the hospital as well as the appropriate McDonnell Douglas senior management.

Client Support Representative September 1986 to December 1986
Confidential,

• Planned and lead the installation and implementation of joint venture accounting and land records management software on an IBM System 36 and PC-36.
• Provided 1st level customer support line service, training and problem resolution.

Technical Consultant January 1982 to September 1986
Confidential,

• Provided installation, implementation, conversion, and marketing support for CSC and customer applications on an UNIVAC 1100/82 in a time share environment.
• Provided daily 1st level problem resolution and training for joint venture oil and gas accounting, project management, geological retrievals and mapping, relational database design and reporting, spread sheet analysis, interactive graphics, electronic mail applications; along with associated operating environment (GPS).
• Provided daily 1st level support for problem resolution, installation, testing, and release coordination for customer applications and synchronous and asynchronous interfaces and protocols.
• Project managed programming and contract programming staff for development.
• For the last year, managed the full operation of the Calgary office, reporting to senior management in Toronto.

Customer Service Representative November 1979 to December 1981
Confidential,

• Planned and lead the implementation of new client hospitals to a batch Payroll, AP, AR, GL, and Resource Scheduling system.
• Provided 1st level problem resolution to 25 hospitals.
• Planned and lead the project to enhance the Saskatchewan Health Care Associations’ employee benefit system significantly reducing the number of outstanding issues.

EDUCATION

Confidential,
College of Education

PROFESSIONAL DEVELOPMENT

• Clarity (12.0.6.5471)
• MSOffice 2007
• MSOffice 2003
• ChangePoint Enterprise V12
• MS Project 2007
• EPM 2002/2003
• SharePoint Document Management
• International Learning Institute (ILI) 2003 Project Server, Project Web Access, MS Project Professional
• MS Project Web Access 2003
• MS Project 2003 Professional
• MS Project 2002 Professional
• MS Project 2002 Standard
• MS Project Server 2002/2003
• MS Project Web Access 2002/2003
• MS Project 2000
• Lotus Smartsuite 97
• Lotus Notes 6.5
• ABT Workbench 4.0 & ABT Suite 5.0 (now Open Workbench/Clarity)
• PMBOK Methodology
• MSOffice 97, MS Project 98
• The Fundamentals of Project Management (Pape Management Consultants)
• Project Workbench for Windows 1.07 (now Open Workbench)