| Confidential Senior Portfolio/Program Manager - Program management: Business and technical program manager. Single point interface between IT and Corporate real estate.
- Multiphase Technology program support more than 20 concurrent technology real estate projects, encompassing more than 1 million square feet across Canada. Technical scope included desktops, thin clients, WAN and LAN networking, wireless, VoIP, call centres, AV, server farms, Tele-Presence, technical facilities, printers and move logistics.
- Developed a portfolio plan integrating the new business requirements and developed a standardized resourcing model. Developed a standardized project forecasting and resource planning methodology to improve effective project delivery.
- Analyzed the on-going support costs and improved the ROI by re-engineering the models and driving a new RFP for vendor support resulting in a 40 improvement in AV costs.
- Developed site specific strategies to optimize technical lab requirements working between multiple technology organizations, Real Estate and their 3rd party suppliers. Delivered a 50 optimization with zero business impacts.
- Leveraged a non-depreciating asset model to improve P L by aligning project delivery and depreciation timing.
- Relationship Management: Single point Business and Program interface between the IT and Real Estate organizations.
- Represented IT organization in all portfolio, program and project reviews with the executive management teams, AVP, VP, SVP and 3rd party suppliers.
- Escalation prime for all project technical and resource issues from both internal and 3rd party suppliers.
- Developed Business Case inputs for new programs leveraging a paramedic estimation methodology aligning the IT and Real Estate business processes. Presented and secured executive approvals for all Business Cases.
- Worked with the executive management team to develop option analysis, financial and resourcing models for a new 750,000 sq. ft. 40M strategic program.
Confidential Senior Manager Canadian Technology Program Delivery Reporting to Senior Director, Canadian Project Service Delivery. - Program Management: Canadian Program Technology Lead for the corporate program to transform Deloitte Real Estate and technical infrastructure.
- Cross Canada redevelopment of Deloitte campuses, new technology deployments to support an Agility driven business model.
- New technology deployments, COTS, IWMS solution to replace legacy application, mobility enhancements, Enterprise wide Microsoft Lync deployment, interactive AV solutions, Digital corporate communications, network infrastructure content delivery, back end push infrastructure.
- New campus build-outs, Toronto, Montreal, Ottawa, Vancouver, Edmonton, Victoria, St. Johns, etc. Technology Program budget > 50M. More than one Million square feet, new campus construction.
Confidential Program Manager/Lead Integrated Workspace Management Systems Assessment - Reporting to the Business Director and the IT technical lead.
- Program lead: Business and IT interface to the SFIS Assessment project, objectives to baseline the existing business processes and the legacy Real Estate management systems capabilities and architecture. Document and triage new business requirements from all of business application user groups, complete a market assessment and gap analysis for a COTS IWMS integrated Workspace Management System modernization solution. Scope included data migration/integration from legacy systems, assessing requirements for enhanced interfaces to Ministry's financial, geographic information systems GIS , student registry systems, defining and selecting a new Capital project/portfolio planning function.
- Project management: Established the project plan, gating milestones and checkpoints, reporting and risk probability/impact and risk management plans.
- Secured business and IT agreements on the final deliverables and acceptance criteria. Chaired reviews and steering committees with the Business and IT leadership. Identified IWMS Integrated Workspace Management Systems as the best fit COTS vertical, reviewed industry reports, 3rd party vendor information and product demos to drive COTS assessments.
- Lead the project resources on requirements gathering workshops with both cross functional Ministry departments Business, IT, GIS, ITS, Finance, Security, etc. and the Ontario School Board representatives. Baselined the both legacy application to document the current functional and non-functional requirements and the new business requirements to be delivered in the future state solution.
- Lead and presented project status at executive steering committees, milestone gating reviews and key project checkpoints to insure the project stakeholders were aligned and informed of project delivery and to drive consensus on way forward strategies.
- Monitored project progress to ensure realization of the deliverables and completed the project on schedule and on budget. Insured that knowledge transfer was completed a project closure.
- Final report and recommendations: Authored the final report and roadmap in MS Word.
- Negotiated Business and IT consensus on a first pass triage COTS criteria and a weighting method to rank the final COTS technical solutions and their vendors for suitability/supportability against the internal alternative.
- Developed and authored the recommendation roadmap including a final COTS selection, generation of cost and schedule estimates for application infrastructure deployments, legacy remediation, business process changes, training, release strategy, communications and risk identification. Program budget 13M.
Confidential Senior Program Manager Office - Reporting to the Director Office of the CIO, Delivery Excellence Program Management.
- Business transformation/project management: Lead a Workstream for an Enterprise wide program to transform TD's Project Governance, Program and Project Management process.
- Directed program to introduce new process and tools to improve estimation and project planning to augment, risk profiling, financial planning and business case confidence. Evolved and deployed tools for parametric project planning/estimation.
- Harmonized the project planning methods between the application development and infrastructure organizations.
- Managed a cross LOB Enterprise working team to define and document the functional and non-functional requirements and secured cross LOB consensus on a unique Enterprise solution.
- Developed a Gap analysis with each LOB against their legacy business and PLMC processes. Secured LOB participation in alpha trails of the tool to secure feedback from end users, validate parametric parameters, and debug both the tool and supporting process in order to de-risk the Enterprise deployment.
- Introduced Gating and Governance process improvements to improve business decision planning and risk mitigation. Core team member for development of a corporate Program Governance Gating process. Aligned Business Case approval requirements to the Gating processes.
- Chaired cross LOB work sessions and reported weekly status to stakeholders, Program Director, AVP and EPMO.
- Training: Developed training course materials and delivered training to Project Managers, Architects and Demand Managers to enable the corporate deployment of new tools and their supporting processes. Delivered training and mentoring to more than 300 resources.
- Long term strategy: Leveraged analytical problem solving to develop a phased evolution strategy to mature the toolsets and processes enabling tool based data mining and leveraging data to drive on-going root cause analysis and continuous improvement opportunities via a Six Sigma DMAIC approach.
- Baselined the existing method against industry best practices for project estimation including COCOMO, Delphi, Function Point Analysis, Monte Carlo and Parametric Estimation.
- Developed and presented to senior management four unique long term roadmaps to provide alternatives to scale investment.
Release planning: Secured OCIO and LOB consensus for a phased deployment of Controlled Availability and General Availability stages to allow for a managed transition. Delivered Workstream on schedule to meet integration into Superset Enterprise release. Rogers Communications Toronto, Senior Program Manager IT Program Management Office - Program/vendor management: Managed and grew a team of senior Program Managers accountable for directing all aspect projects delivery including technical requirement, schedule, cost, risk management communications and quality of >200 concurrent IT projects spanning all seven enterprise business portfolios encompassing, new application deployments, Data Warehouse/Business Intelligence, Billing, Call Centers, software currency, Disaster Recovery, Data Centers relocations, Citrix, capacity enhancements, Active Directory, BES, SaaS Implementations, virtualization, desktop upgrades and telecom projects. Project Budgets 50k to 20M. Annual expenditures > 70M.
- Managed Request for Services organization with the outsourced vendors driving delivery projects. Directed project delivery encompassing: requirements definition, schedule, cost, quality, communications, risk management, execution and deployment.
- Demonstrated business communications skills by initiating weekly/monthly vendor management performance reviews to assess project delivery operational readiness and drive continuous improvement planning. Presented weekly portfolio status, KPIs and Risk profiles to Infrastructure VP and Directors.
- Accountable to drive vendor performance and execution, improved SLA compliance by 30 . Delivered a 25 reduction in project intervals and a 250 increase in volume of projects.
- Portfolio management: Structured all the enterprise projects into a Portfolio Management model in order to establish project intake planning prioritization and to identify cross-project dependencies and more effectively managed the aggregated risks.
- Directed the prioritization of projects and allocation of vendor resources to insure the most effective delivery on Rogers's business objectives.
- Insured delivery alignment with application Release Management streams and coordination of production hand-off.
- Leveraged analytical problem solving to develop models to baseline cost and interval performance in order to both validate proposals and as a tool for drive vendor performance improvements.
- Leveraged historical data and analytical problem solving to develop a demand forecasting model to improve capacity planning, vendor resource planning and data centre planning in order to meet Rogers's strategic business objectives.
- Change management: Stabilized an organization that was dysfunctional. Reset near term success criteria, prioritized work-on-hand identified resource gaps, rebalanced and augmented the team. Established midterm and long term roadmap to improve operational effectiveness.
- Reengineered the organizational model, Project Manager Role definitions and the project governance structure to stabilized the organization and optimize project delivery.
- Provided leadership to the Project Managers in vendor management methods, accurate schedule development, budget planning, risk management and client interaction. Standardize the project scheduling in Microsoft Project
- Client management: Responsible to drive forward planning and prioritization of infrastructure projects across all of the Rogers business units.
- Realigned the program management team to parallel with Rogers business units in order to improve client management and reduce interface complexity.
- Collaborated with each business to build a relationship to meet Rogers's business objectives. Established a uniform business engagement model, standardized client centric reporting, project closure satisfaction and KPI metrics.
- Demonstrated effective business communication via the initiation and chairing of VP steering committees to focus planning, issue management, forecasting and business critical project management.
Confidential Program Management Consultant - Management consultant: Consulting services to local start-ups, primarily telecom. Market research, product elaboration strategies.
- Market analysis: Developed research studies and market sizing to assess new business opportunities.
- Program planning: Developed program sizing and timeline estimates against different product/technology options to assess best case investment strategies.
Confidential - Director Professional Services Program Management and Business Process Development
- Reporting to the professional services Senior Director, responsible for the business process development, supplier management and quality system development to support a new professional services product development organization.
- Customer relationship management: Business interface into end customer's program and product management senior leadership team.
- Participated in pre-sales engagements working with technical leads on developing proposals, and RFP responses.
- Addressed the shortfall of details in the formal contract by negotiating with end customer the project/product quality targets, project management methods and process requirements.
- Finalized the licensing, intellectual property ownership and product cost models with end customer.
- Negotiated with the end customer a Risk Management Strategy including a defined a risk-ranking methodology and a formal risk probability impact grid.
- Initiated and chaired customer facing, cross functional workshops to negotiate and develop a longer term evolution of program management, project, product quality targets and process requirements with end customer.
- Interfaced with the end customer's Product Management organization to develop the Product Data Management structure and marketing codes for the product family. Defined the Configuration Management and Release Control Management for initial product release and a non-RoHS variant.
- Closed customer gating issues to enable project to progress. Aligned processes to meet expectations of the Japanese organization.
- Process engineering/product development and quality: Responsible for elaborating the business processes, SDLC framework and Quality systems for the launch of a new Global professional services organization and a global multi-site program. Program Budget 150M.
- Ground zero organization established to develop telecom core network product development programs in an ODM model. Multi-service platforms, MPLS, Layer 2/3 switching, SONET/SDH transport, dual stack IPv4/v6, Metro Ethernet, Video distribution, Wireless Backhaul, Network Management. Program encompassed real time n-level software development, hardware development, FPGA development, technology trials and new product introduction. Team > 170 globally dispersed resources Canada, US, China India.
- n-level software development, Waterfall and V-Model methodologies, ESTI/ANSI Standards compliance, ISO9001/TL9000.
- Developed, in a new organization, the Quality Management Plan, Risk Management Strategy, SDLC framework, Corrective Action Process Root Cause Analysis triggers, defect management, release/configuration management, project management reporting.
- Elaborated KPI reporting standards, requirements churn, resource utilization, product costs, code stability, test case velocity and defect find/close velocity.
- Developed a threshold management and Project Board governance framework adapted from the Prince2 methodology to enable the local and off-shore teams to manage sub-project execution and establish a formal escalation path to executive management and the end customer.
- Developed and formalized a project change management process to address requirements and implementation driven changes. Aligned and documented change requests in Clarify Clear Quality database and linked to product requirements managed in DOORS database and contractual documentation.
- Developed the ECM framework in a new SharePoint deployment to provide an integrated project management, quality record archiving and reporting framework across the global project team, 3rd party suppliers and end customer.
- Established the project and product quality targets, requirements traceability, defect management and change management processes aligned to the Telcordia standards and customer requirements.
- Trained and mentored local, remote and off-shore teams in the process requirements and the threshold management framework.
- Vendor program management: Business interface into third party suppliers and establishment of contractual frameworks including Statements of Work and Managed Service Agreements.
- Liaised with the end customer and supply chain management to establish the Intellectual Property/ licensing ownership.
- Completed the contract closure covering Statements of Work, Managed Services Agreements and Service Level Agreements. Total value 6M.
- Prepared weekly status reports to customer, closed content and funding gaps with key suppliers.
- Program management/Infrastructure: Designed and built the organization's product development verification laboratories. Scope encompassed detailed design, leasehold upgrades, thermal planning, and IT infrastructure design, network planning and system deployments.
- Drove requirements planning with the customer design teams, aligned the technical requirements to the business unit's objectives. Secured a technical study of the existing base building's capacity and developed a technical solution within the base building infrastructure capacity. Worked with Architects to address building fire separation and code issues and Structural Engineers on floor loading issues.
- 5000 sq. ft. Tier 2 design methodology, 80 WPSF thermal design, pre-charge sprinklers, on-slab construction.
- Tendered and secured architectural and mechanical design and construction services managed technical and project management interfaces into Architectural, Mechanical, Electrical and construction management suppliers, reviewed and approved all design documents, drawing and change requests
- Directed all aspects of program, including: design, staff recruitment, schedule, cost, quality, communications, risk management and program implementation and provided technical assistance for the design and construction of the off-shore labs in India.
- Managed the engineering and deployment all of the IT, LAN and computing infrastructures, segmented VLANs, Optical Ge backbones Linux, Solaris and PC platforms.
- Developed the global Canada, India, China capital equipment requirement plan by aligning and negotiating each teams requirements, primed equipment selection vendor management, RFP, RFQ and procurement.
- Developed a cost allocation model and optimized the capital equipment requirements plan to reduce project impact by 30 against the baseline. Closed the CapEx financial exposure to the budget of 6.0M.
Confidential Director Wireless Portfolio/Program Management Business Operations - Reporting to UMTS General Manager in France and the GSM Product Management Senior Vice President, major responsibilities and key achievements include:
- Portfolio/project governance: Directed the Business unit Portfolio/project governance processes. Worked across the business leaders, Product Management, R D, Finance and New Product Introduction primes, to promote project delivery.
- Global product development programs with multiple products GSM, UMTS, Access and Core networks, Network Management and international project teams located in France, US, Korea and Canada, with significant offshore , Joint Venture and 3rd party partner content. Multi-year projects with interdependent deliverables and multiple stakeholders. 40-50 concurrent projects. Project budgets 5M > 100M.
- Chaired executive VP/GM Portfolio Management Board Gate reviews, managed Stage Boundaries, provided executive program reporting, artifact auditing, requirements management, risk management, content churn alignment, KPI management, SOX compliance and boundary condition management.
- Managed and maintained a Portfolio Master Plan by amalgamating all the individual program plans into a master, identifying dependencies, critical milestones, total financial, resource and overall portfolio progress.
- Managed portfolio content closure processes with Product Management linked to business commitments covering five product lines and a global product development organization. Aligned dependant deliverables from other organizations into the master plan.
- Directed Change Management processes, initiated in response to Out-of-Bounds project status resulting from requirements changes, business case changes or risk management triggers. For each event chaired option analysis reviews with stakeholders, drove closure and documented agreed program redirection.
- Reviewed and approved all requests for project tailoring of project management process requirements prior to governance reviews by executive management.
- Coordinated release management schedules and new product introduction activities with downstream teams to insure operational readiness to meet market commitments.
- Business unit prime portfolio management and project management corporate database applications, established and maintained the portfolio data models, corporate reporting frameworks and project team definitions.
- Established a portfolio and project Risk Management Strategy, defined a risk-ranking methodology, added a formal risk probability impact grid and risk trigger analysis to governance reviews.
- Ensured project closeout wrap-up activities were performed documented according to defined project standards.
- Initiated the first cross business unit portfolio governance body and management framework to address complex multi-product issues.
- Deployed a Project Contract framework formalizing commitment management, setting baselines for threshold management and project change control processes.
- Developed zero base budget analysis of outsourcing options and created an outsourced governance model to address standardized project planning/reporting, quality metrics and risk management.
- Improved end-to-end Risk Management and project delivery by enabling effective management assessment of project risk triggers. Improved Customer commitment management via requirements management and focused change management of new requirements or contractual commitments. Improved corporate financial accuracy by validated SOX compliance issues and aligning revenue recognition.
- Divestiture preplanning: Developed, as part of the business team supporting the UMTS divestiture the organizational and business artifacts as part of pre-planning.
- Worked with the release teams to establish dependencies to the retain programs. Developed and secure agreement on an interim shared OAM platform strategy.
- Triaged, with Product Management, the customer contractual commitments for the post divestiture state and modeled the financial provisions required mitigate exposure.
- Change management/enterprise process development: Business leader unit, supporting three global business units/ GM's. Process owner drove process reengineering programs.
- Core team member responsible for the definition of a new standardized Enterprise End-to-End Life Cycle Project Management, Portfolio Governance processes and a supporting matrix organizational project/governance model.
- Assessed in each business unit existing processes for maturity, effectiveness and deficiencies, baselined best practices and established key process requirements.
- Developed the Project Management/governance process utilizing a modified Prince2 framework of structured stages, exception/threshold management, Project Board Governance and process tailoring to match project size and business risks.
- Triaged and evolved the legacy PMLC artifacts to align to the new process and optimized process by reducing superfluous elements.
- Successfully directed business unit implementation of new Enterprise Project Governance and PMLC processes, developed a gap analysis and secured management approvals for each business. Directed a phased deployment plan, mentored global project management teams on new process requirements and deployment strategy.
- Change management/Quality Management Systems: Business unit process owner drove Quality Management Systems. Business unit prime for corporate standards and business process change management.
- ISO9001/TL9000 audit prime and internal auditor for quality/project management process compliance. Maintained a process alignment matrix/gap analysis in response to changes in ISO9001/TL9000 standards.
- Business unit prime for corporate process alignment/evolution, worked with Corporate Quality team on changes to corporate procedures and standards. Reviewed and approved Standards changes and managed implementation into business unit processes and workflow.
- Evolved a new common, cross business unit Quality Management System to support ISO9001, TL9000 certification. Mapped process deltas and gaps across three business units, worked with local Quality leaders to align processes and tools and secure leadership approvals for common Quality Management System and the timelines for alignment.
- Internal SCAMPI Standard CMMI Appraisal Method for Process Improvement auditor for Integrated Project Management, Risk Management, Organizational Process Definition, Organizational Process Focus and Organizational Training Core Process Areas to support CMMI level 2/3 maturity gap analysis and planning.
- Subject matter expert in the domains of portfolio management, project planning, resource planning SDLC and business case development in Six Sigma projects.
- Enterprise PMLC/ECM application evolution: Managed the transition from legacy tools to the latest integrated Oracle application suite, covering Enterprise Architecture, project governance, requirements management, release management, configuration management, risk management and project management.
- Worked across three global business units to define and document the functional and non-functional requirements and secure consensus on a unified release plan and a strategy for data migration from the legacy applications.
- Approved proposed the per release content with the application development team and walked through each implementation to confirm suitability and usability prior to deployment.
- Developed and managed a phased transition into the business unit's project teams.
- Mentored project managers and development team on transition to new applications, their integration into the project management framework and execution into committed projects.
- Subject matter expert for enterprise resource planning and resource allocation in Black Belt projects to address corporate wide business process reengineering of resource planning tools and methods.
- Successfully migrated all in-flight programs to new toolsets without any delivery or ISO quality impacts.
- Business analysis/supply chain: Directed special General Manager Projects to drive P L optimization program efficiencies. Worked with the Supply Chain Operations Finance and Product Management organizations in order to process re-engineered the supply chain and logistics cost models to reduce the business unit's costs.
- Developed cost of sales models from the Business Plan in order to assess cost drivers, validate cost allocation models. Reengineered changes in the cost models based on new product technology and portfolio mix and negotiated an improved allocation.
- Delivered 7M of annual expense reductions via an evolved cost allocation model aligned to the product strategy roadmap.
- Customer satisfaction/program management: Business unit program owner covering the global Wireless Core Networks customer base Vodafone, BT, TIM, Orange, O2, Bouygues, Mobistar, Telenor, MTS, AT T, Bell Canada, SK Telecom, KT Telecom, China Unicom, China Mobile, SingTel, Claro, T-Mobile, Telcel, Movistar, NTT docomo, BSNL, TATA, etc for the UMTS and GSM Core and Access networks products, Network Management and the Carrier Data Networks product lines. Drove business unit processes, analyzed survey results, and identified key process and product issues.
- Developed an improved customer survey strategy linked to the Strategic business plan's revenue forecasts, growth regions and key customer accounts.
- Analyzed and evaluated customer-level data, utilizing Pareto analysis and Ishikawa diagrams to provide in depth customer insights and to identify Critical to Quality CTQ factors.
- Drove consensus with business leaders on thresholds for customer watches Loyalty metric.
- Represented the Voice of the Customer in program planning via DFSS, DFO and in governance reviews.
- Reengineered the survey format to align with the business unit evolved portfolio, organizational model and the product rollout roadmap.
- Partnered with the corporate team on development of a new survey mythology, format, metrics and questionnaires as part of a major restructuring and new supplier integration.
- Represented Nortel at customer workshops and in customer driven supplier audits. Audit prime, TL9000, ISO9001 compliance audits.
- Restructured data mining and analysis to identify specific customer issues as a more effective tool to drive action planning into the cross-functional organizations.
- Developed executive reports/presentations to three GM lead organizations and initiated action planning.
- Established cross functional matrix teams encompassing Product Management, Product Development, Quality, Operations and Account Teams to drive action planning, Corrective Action Process changes and Root Cause Analysis.
- Raised Customer Satisfaction by 15 with critically dissatisfied customers via targeted actions planning and focused account management, reduced the risk of defection to competition.
- Program lead/customer documentation
- Business unit owner for the Wireless GSM and UMTS Customer Interaction Plan documentation and the Customer technical documentation evolution strategy. Customer documentation >15,000 pages.
- Analyzed customer technical documentation structure, delivery methods and technical content utilizing a Lean approach in response to customer satisfaction issues. Utilized direct and indirect feedback from customers and technical implementation teams and baselined against other business unit's methods.
- Developed a requirements and deficiency matrix and prepared an option analysis for executive review to develop a consensus on an evolution strategy and an investment plan.
- Implemented a customer Interaction documentation process exploder as interim step to address customer complaints related to new product rollout and introduction process complexity.
- Developed business process reengineering alternatives to address process complexity of new product rollout, to standardize customer interactions across all product lines.
- Secured leadership approvals for a phased customer documentation evolution plan and completed the first phase, standardizing delivery methods and reducing superfluous documents.
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