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Management Project

Location:
New York, NY
Posted:
April 18, 2015

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Resume:

Resume - Mr. Daniel Robert

PROFILE

Mr. Robert specializes in the identification, documentation, modeling and analysis of business processes and

information architecture supported by IT systems. Through interviews with key business stakeholders, group

facilitation sessions, and process review meetings, Mr. Robert is able to capture the key business, functional and

information requirements of a process or system and document his analysis through use cases and standard modeling

languages such as UML and BPMN. Mr. Robert has been a Business Transformation Architect on several large IM/IT

software implementation projects where he was responsible for mapping current business processes to functions

enabled by COTS products as well as defining the requirements for custom software development. He was most

recently engaged as the Lead Business Transformation Architect on a team that advised senior management on the

implementation and configuration of IBM COTS analytical tools to improve the risk assessment of commercial

shipments for Canadian Border Services Agency (CBSA). He was also recently engaged as the Lead Business

Transformation Architect for the Continuous Improvement Management (CIMO) team at Environment Canada where

he led the development of business process architecture and a business process analysis and improvement centre of

excellence within the CIO branch of the department. Other previous significant roles include those as Business Process

Analyst on the Service Management Improvement Project (SMIP) with Public Works and Government Services

Canada (PWGSC) and the Senior Business Analyst responsible for the modeling of the information architecture and

business processes of the Canadian Real Estate Association and establishing policies and procedures for integrating

this information with the organization’s Software Development Lifecycle process.

Mr. Robert possesses a dynamic mix of professional, academic and personal qualities and a unique combination of

practical business experience, education and current information technology skills. He has a thorough knowledge of

Business Analysis, Process Analysis, Information Architecture, Enterprise Architecture, Software Development

Lifecycle and IT Service Management and Support Processes. He is an experienced manager and project leader with

excellent client interaction, team management and group facilitation skills. Mr. Robert has shown the ability to excel at

conveying technical concepts to non-technical audiences and has demonstrated the ability to quickly learn and apply

new technologies and concepts. He has excellent communication skills, is an effective public speaker, presenter and

team motivator. Mr. Robert is a dedicated and professional individual, equally effective in team situations as working

independently.

Mr. Robert is ITIL Foundations certified and as well as being a member, he is working toward becoming certified by

the Business Process Management Institute. He is also an active member of the Association of Business Process

Management Professionals and International Institute of Business Analysis.

SECURITY CLEARANCE

NAME LEVEL File # EXPIRY DATE

Daniel Robert Secret 95-17-8354 August 25, 2021

PROJECTS EXPERIENCE

Project 1

Project 2

Canada Border Services Agency (CBSA)

e-Manifest Business Rules Management System (BRMS) and Master Data Management (MDM)

Senior Business Analyst

January 2014– Present (15 months)

Budget: $10M (>5000 Users)

Project Description: The e-manifest project is modernizing the way that commercial trade data is processed and

assessed for risk in an effort to improve processing times and improve CBSA’s ability to risk assess shipments before

arrival in Canada. The legacy systems of ACROSS and TITAN are being modernized and replaced in favour of a set of

IBM COTS products including LanguageWare, Operational Decision Manager and Master Data Management.

Mr. Robert performs the following tasks:

• Design and document improvements to the commercial trade risk assessment process and supporting systems

(Secret Level II)

• Analyze organization business services, align and map services and business processes using BPMN process

models following the CBSA Agency Business Model ensuring alignment using TOGAF.

• Gather and document Business Rule and Master Data Management requirements (including information

management and privacy requirements).

• Conduct project requirements gathering sessions with Commercial Targeting Unit and management stakeholders

and document the current state and end-state business processes of commercial trade risk assessment

• Provide financial analysis support to business case development for follow-on work

• Author Business Rules in IBM Operational Decision Manager (ODM)

• Develop Business and System use cases

• Define, develop and document test cases for Business Rules

• Author and deliver presentations to senior management and other stakeholders

1Technical Environment: IBM Operational Decision Manager, IBM Master Data Management, IBM

Languageware, MS PowerPoint, MS Visio, Rational Software Architect, BPMN 2.0,

Agile

Project 3

Project 4

Health Canada

Medical Devices System Renewal

Senior Business Analyst

February 2013– December 2013 (11 months)

Budget: $10M

Project Authority: Denis Mulhall, Director, Project Portfolio Planning

Project Description: The Medical Device Licensing System (legacy system) is being renewed in light of improved

Regulatory and Licensing framework. The current outdated system supporting the Medical Devices Bureau is due to

be replaced with integrated, modern, service-oriented, COTS technology in use in other parts of the department.

Mr. Robert performed the following tasks:

• Led a team of 3 business analysts to identify, develop and align business processes with business services using

BPMN process models for the problem reporting and compliance verification process.

• Defined business critical success factors

• Designed and documented improvements to medical device licensing approval process and supporting systems

• Developed and document Privacy Impact Assessments and Statements of Sensitivity documents for new IT

systems (Secret Level II)

• Designed and developed a departmental file plan for administrative processes

• Created and supported departmental Sharepoint sites for information management, collaboration and data

management

• Gathered and documented high-level Business Requirements and Business Use Cases

• Conducted project requirements gathering sessions with Medical Device Assessment Unit, Information

Management and management stakeholders and documenting the current state and end-state business processes of

the Medical Device Licensing System.

• Defined architecture requirements and aligned to Zachmann Architectural Framework.

• Analyzed organization and map to new and existing processes

• Identified and define business strategy and process changes in support of transformation and change management

activities

• Identified change impact and organizational re-alignment requirements

• Ensured alignment with IT program policies and legislation

• Developed Health Canada Project Management Gate 2 documents including: Business Case, Project Charter,

Budget Estimates, Project Schedule and Alternative Proposals

• Developed project key performance indicators and critical success factors

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones

financial analysis and cost estimates

• Facilitated stakeholder process review meetings

• Developed presentations regarding business case and options analysis to senior management

2Technical Environment: MS PowerPoint, MS Visio, Bizagi Process Modeler, BPMN 2.0 Agile, Sharepoint 2010

Project 5

Project 6

Correctional Service of Canada

Business Architecture Capability Assessment

Business Architect

February 2013 (1 month)

Budget: $250k

Project Authority: Ted Reihnart, Deputy CIO, 613-***-****

Project Description: CSC required a top level business process model covering all elements reflected in Program

Alignment Architecture to provide as a point of reference to develop sub-program alignment architecture models. This

work is required to prepare for an exercise in application rationalization and modernization.

Mr. Robert performed the following tasks:

• Assisted CSC with building business modelling capability in preparation for COTS procurement and

implementation of TOGAF®

• Developed high-level BPMN model

• Conducted project requirements gathering sessions with Business and Information Architecture stakeholders, and

documented the current state and end-state business processes of the Inmate Management System

• Created interim business process model repository

• Developed Business Capability Model to help align Business Services with Business Processes.

• Designed and documented improvements to the Correctional Continuum process and supporting systems

• Provided an Assessment for what is required in order to model on a larger scale

• Developed top level model to establish a point of reference for other models

• Developed project plans including timelines, deliverables, milestones and cost estimates

• Developed presentation to present model solutions to senior management

3Technical Environment: MS PowerPoint, MS Visio, Bizagi Process Modeler, BPMN 2.0

Project 7

Project 8

Canadian Border Services Agency

Integrated Analysis Toolset

Senior Business Analyst

January 2012 – January 2013 (13 months)

Budget: $12M (> 5000 users)

Project Authority: Ed Slot, Manager Commercial Applications, 613-***-****

Project Description: Develop a proof of concept and validate the ability of IBM COTS tools to provide the ability for

CBSA to improve the risk assessment of commercial trade documents. The new toolset replaces and/or integrates

information from several legacy systems including ACROSS, CECP, CCS, and TITAN. The program initiative had a

mandate to modernize commercial business processing for CBSA using advanced analytics, and investigative toolsets

to improve CBSA targeting and risk assessment capabilities to identify high risk cargo for inspection or closer scrutiny.

This involved new risk assessment capabilities to aid in decisions associated with the admissibility of goods within the

context of Canada Border Services Agency (Canada Customs & Revenue Agency, Revenue Canada Customs &

Excise) regulations

Mr. Robert performed the following tasks:

• Met with key stakeholders to define, develop, map the business processes, and implement the business plans and

strategies to achieve them, including the examination of links between the stakeholder's goals for the program and

the work involved to achieve those objectives at both the strategic and operational levels

• Developed business processes and ensured alignment with business services using the CBSA Agency Business

Model ensuring alignment with TOGAF.

• Conducted program assessments, reviewed the business metrics, CBSA requirements associated to e-Manifest

program initiative, identified any process gaps and provided potential solutions and opportunities for

improvements and presented results to Senior Management

• Designed, identified and documented improvements and industry best practices, developed performance

management frameworks to assess process improvements, presenting project and implementation plans,

deliverables and producing contingency plans when required to improve business processes and (supporting

systems)

• Documented risk management policies and operating procedures for the assessment of commercial shipments

• Led a team of 2 BAs to gather requirements for the proof of concept phase of Integrated Analysis Toolset portion

of CBSA e-Manifest initiative

• Conducted project requirements gathering sessions with Risk Assessment Management Unit and documented the

current state and end-state business processes of the e-Manifest system.

• Contributed to the vision for how IBM Omnifind and Language Ware tools will integrate into the future e-

manifest architecture and defined a risk management framework based on Zachmann.

• Ensured alignment with IT program policies, legislation and security requirements (Secret Level II)

• Managed relation between COTS vendor (IBM) and client (CBSA) ensuring that identified opportunities for

improved functionality of CBSA’s risk assessment and targeting function utilizing the IBM tools

• Analyzed organization and developed Business Architecture, BPMN and UML models (i.e., Business Object

Model, Business Event Model, and Business Process Model) in IBM Rational Software Architect

• Aligned transformational objectives of the program to BTEP using the Government Strategic Reference Model

• Developed data models for IBM Datastage ETL components.

• Led testing and analysis of performance of IAT toolset relative to current tools in production.

• Created and documented Test Strategy and Test Cases for proof of concept

• Developed project key performance indicators and critical success factors

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and

cost estimates

• Presented business case and options analysis to senior management

• Facilitated stakeholder review meetings

4Technical Environment:

5Technical Environment: SCRUM, IBM Rational Software Architect, MS PowerPoint, MS Visio, IBM Omnifind,

IBM LanguageWare, IBM Datastage XML, BPMN 2.0

Project 9

Project 10

Canada Post

Digital Delivery Network

Senior Business Analyst

August 2011 – December 2011 (6 months)

Budget: $10M (> 5000 users)

Project Authority: Timothy Grayson Director, epost Product Development, 613-***-****

Project Description: Working on multiple projects including the development of a consumer cloud application, internal

billing applications, and mobile applications

Mr. Robert performed the following tasks:

• Conducted project requirements gathering sessions with product marketing and product development stakeholders

and documented the current state and end-state business processes of the epost system.

• Developed functional specifications in support of the Product Development group within the Digital Delivery

Network at Canada Post

• Defined web-usability requirements for ePost web and mobile interfaces

• Supported the Business Analysis function across multiple Agile development teams

• Analyzed organization and mapped to BPMN models to document business processes

• Represented product owner for Mobile (iPhone, Android and Blackberry) Applications

• Facilitated business change review meetings with stakeholders

• Designed and documented improvements to product development process and supporting systems

• Led User Acceptance Testing

• Ensured alignment with IT program policies and legislation

• Provided Business Architecture and business process modelling oversight on the transformation of several large-

scale Applications including: Cloud Storage ($1m), Payments ($250k), Secure Messaging ($1m) and Electronic

Bill Presentment ($3m)

• Developed project key performance indicators and critical success factors

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones,

financial analysis and cost estimates

• Developed and co-ordinated end-user and user support training documents

6Technical Environment: SCRUM, MS PowerPoint, MS Visio, XML, Bizagi Process Modeler, BPMN 2.0

Project 11

Project 12

Environment Canada

Shared Enterprise Application Services

Senior Business Analyst

August 2010 – July 2011 (12 months)

Budget: $15M (> 5000 users)

Project Authority: Josee Ricard, Director Quality Assurance and Web Services, 819-***-****

Project Description: Working on multiple projects, leading teams of up to 4 Business Analysts, including update and

rationalization of Environment Canada’s emissions reporting applications and the integration of several legacy systems

into a modern, integrated, service-oriented architectural framework.

Mr. Robert performed the following tasks:

• Conducted assessments on various reporting programs to identify process gaps and define opportunities

improvements, provided findings and improvements to information management processes

• Defined business critical success factors

• Design, develop and document performance management frameworks, assessing process improvements

developing project and implementation plans and deliverables that will improve business processes and supporting

systems

• Developed and documented Threat Risk Assessment Framework based on Zachmann Framework for new and

updated IT systems

• Gathered and documented requirements for an enterprise SOA-based shared application infrastructure for

managing client information related to multiple Environment Canada environmental reporting programs

(Greenhouse Gas Emissions, National Pollutant Releases and the Canadian Environmental Sustainability Index)

• Conducted project requirements gathering sessions with business end-users and management stakeholders, and

documented the current state and end-state business processes and the Environmental reporting programs.

• Coordinated the establishment and communication of business and technical requirements

• Analyzed organization and developed and mapped the business processes using BPMN for managing, tracking

and assessing changes to SOA components according to industry best practices and guidance from the Corporate

Executive Board

• Defined security requirements for electronic signatures and ensured alignment with Government of Canada

External Credential Management protocols

• Developed Use Cases and Test Cases using Sparx System Architect

• Configured and deployed COTS product (SharePoint 2010) for managing and tracking activities and tasks

associated with QA, testing, releases, change management and incidents

• Identified and defined business strategy and process changes in support of transformation and change

management activities utilizing BTEP and GSRM.

• Identified change impact and organizational re-alignment requirements

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and

cost estimates

• Developed and co-ordinated end-user and user support training material

• Developed business change presentations and presented to senior management

• Facilitated stakeholder review meetings

7Technical Environment:

8Technical Environment: SCRUM, MS Visio, SharePoint 2010, Sparx System Architect XML, BPMN 2.0

Project 13

Project 14

CRTC

National Do Not Call List Process and System Improvements

Senior Business Analyst

June 2010 – July 2011 (13 months)

Budget: $11M (> 5000 users)

Project Authority: Doug Thurston, Manager Costing Methods and Tariffs, 819-***-****

Project Description: Updates to the National Do Not Call List case management applications as a result of changes to

policy and program requirements.

Mr. Robert performed the following tasks:

• Developed Business Case and conducted financial analysis for National Do No Call List Process Improvements

• Defined business critical success factors

• Ensured alignment with IT program policies and legislation

• Developed Statement of Sensitivity

• Assessed DNCL Program to identify process gaps and research and recommend opportunities for improvement

and for evaluating COTS products

• Designed, defined, redesigned, documented and mapped improvements to the business processes using BPMN

process models using Business Architecture to improve the investigative case management function of the

National Do Not Call List program and developed framework for measuring performance and supporting systems.

• Captured business requirements, develop use cases and prepared reports, documentation and prepared

presentations for senior management

• Conducted project requirements gathering sessions with CRTC Commissioners and IT Management and

documented the current state and end-state business processes and the DNCL Case Management system.

• Applied Information Management principles and best practices for the collection, storage and control of

information and documents

• Developed and implemented Case Management functions including correspondence, document and task

management capabilities through the configuration of a COTS product (Microsoft SharePoint)

• Configured and deployed SharePoint 2010 site including custom edit forms and audience targeted content

• Developed reports based on SharePoint lists that can be presented in Excel or MS Access.

• Responsible for documenting requirements for changes to existing systems, developing test cases and creating

user training materials

• Defined security requirements for electronic signatures and ensured alignment with Government of Canada

External Credential Management protocols

• Identified and defined business strategy and process changes in support of transformation and change

management activities

• Developed and co-ordinated end-user and user support training

• Identified change impact and organizational re-alignment requirements

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and

cost estimates

• Developed presentations on business case and options analysis and presented to senior management

• Facilitated stakeholder review meetings

9Technical Environment: SCRUM, MS Visio, SharePoint 2010, Avantage Process Modeler. XML, BPMN 2.0

Project 15

Project 16

Environment Canada

Single Window Initiative

Senior Business Transformation Architect

May 2010 (1 month)

Budget: $2M

Project Authority: Josee Ricard, Director Quality Assurance and Web Services, 819-***-****

Project Description: Developing and supporting the Change and Release Management processes for the Emissions

Reporting programs Applications Development group.

Mr. Robert performed the following tasks:

• Analyzed organization, mapped processes and performed a process assessment and developed and presented

Business Case for the implementation of ITIL Processes

• Identified gaps in existing Service Management processes, based on the program assessment, reviewed and

defined opportunities for improvements to the business processes

• Conducted project requirements gathering sessions with IT Support teams, and documented the current state and

end-state business processes and the change and release management systems.

• Developed, documented using BPMN and implemented Change and Release Management business processes

based on ITIL best-practices and guidance from the Corporate Executive Board

• Define business critical success factors

• Configured and deployed SharePoint 2010 to use as a Change and Release Tracking system, for processing

Software Releases to geographically dispersed architectures, recording Release Activities, and for documenting

deployment components, documents and instructions.

• Developed performance management frameworks and documented operating procedures to assess release

management process improvements and produced reports to reflect performance

• Designed and documented improvements to Change and Release Management processes and supporting systems

• Coordinated Change Advisory Board (CAB) meetings, represented Release Management processes and managed

creation and collection of signatures of Release Approval and Authorization forms for pending releases.

• Coordinated post-release “Lessons Learned” activities

• Identified and defined business strategy and process changes in support of transformation and change

management activities

• Developed and co-ordinated end-user and user support training material

• Identified change impact and organizational re-alignment requirements

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and

cost estimates

• Developed presentations on new Change and Release Management processes and presented to senior management

• Facilitated stakeholder review meetings

10Technical Environment:

11Technical Environment: SCRUM, MS Visio, Interfacing Enterprise Process Modeler, SharePoint 2010, XML,

BPMN 2.0

Project 17

Project 18

Environment Canada

Canadian Environmental Sustainability Indicators Quality Management System

Senior Business Analyst

December 2009 – May 2010 (6 months)

Budget: $15M

Project Authority: Gavin Berube, Director Business Analysis and Data Management, 819-***-****

Project Description: Provided process improvement analysis and support to CESI – project involved collaboration

among the key government stakeholders (i.e., Environment Canada, Health Canada, Statistics Canada, and the

provinces and territories.

Mr. Robert performed the following tasks:

• Interviewed Senior Management and facilitated stakeholder workshops to document business requirements

• Developed and documented a QMS for CESI data collection, storage, centralization, access control and

publication of information using Information Management best practices

• Designed and implemented a file plan for operational processes

• Captured business requirements, analyzed organization and mapped the business processes using BPMN and

prepared reports, documentation and presentations

• Conducted project requirements gathering sessions with CESI business resources and documented the current

state and end-state business processes and the QMS system.

• Developed Maturity Framework for performance measurement and evaluating and assessing new Sustainability

Indicators and improve processes

• Assessed the program requirements and identified any process gaps and defined opportunities for program

improvement opportunities

• Designed and documented improvements to quality management and supporting systems

• Configured and deployed SharePoint site for managing Quality Management documents

• Identified and defined business strategy and process changes in support of transformation and change

management activities

• Identified change impact and organizational re-alignment requirements

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and

cost estimates

• Facilitated business change review meetings with stakeholders and management

12Technical Environment:

13Technical Environment: MS Visio, Avantage Process Modeler, SharePoint 2007, BPMN 2.0

Project 19

Environment Canada

CIO Continuous Improvement Management Office

Senior Business Process Re-Engineer

September 2009 – November 2009 (3 months)

Budget: $10M

Project Authority: Gavin Berube, Director Business Analysis and Data Management, 819-***-****

Project Description: Development of a Continuous Improvement Management Office within the CIO Branch of

Environment Canada responsible for the selection, support and assessment of process improvement projects across the

department. Improvement opportunities included identifying applications that were candidates for rationalization and

consolidation.

Mr. Robert performed the following tasks:

• Developed Business Case for the creation of the Continuous Improvement Management Office

• Defined business critical success factors

• Developed and documented Process Improvement Methodology and operating procedures for newly created

Continuous Improvement Management Office in Environment Canada’s CIO branch

• Designed and documented improvements to IT and IM management processes and supporting systems

• Evaluated and selected COTS tool for the management processes and process improvement projects

• Defined the performance management framework to conduct a program assessment to assess process gaps and

define the opportunities for improvements including key performance indicators and executive dashboards

• Conducted project requirements gathering sessions with the CIO and IM/IT Managers and documented the current

state and end-state business processes.

• Analyzed organization, created and mapped the business processes using BPMN including, Environment Canada

Process Framework based on APQC Process Classification and Gartner Process Maturity Frameworks

• Developed Environment Canada Service Management Framework based on ITIL and Government of Canada

Service Reference Model

• Created Service Management Framework to guide implementation of ITIL Processes across CIO Branch

• Performed an assessment and identified process gaps in CIO program processes

• Designed a departmental file plan and documented processes for office of the CIO including correspondence

management, HR Requests, project prioritization

• Developed and delivered presentations to Senior Management

• Configured and deployed COTS products (SharePoint 2007 and 2010) for executive dashboards, managing

procurement process tasks, documents and workflow

• Identified and defined business strategy and process changes in support of transformation and change

management activities

• Developed and co-ordinated end-user and user support training material

• Identified change impact and organizational re-alignment requirements

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and

cost estimates

• Developed presentations on Business Case and options and presented to senior management

14Technical Environment:

15Technical Environment: MS Visio, Interfacing Enterprise Process Center, Sparx System Architect, SharePoint 2007

and 2010, BPMN 2.0

Project 20

Project 21

Environment Canada

Environment Canada Software/Hardware Procurement Process Re-Engineering

Senior Business Process Re-engineer

September 2009 – November 2009 (3 months)

Budget: $10M

Project Authority: Gavin Berube, Director Business Analysis and Data Management, 819-***-****

Project Description: Provided process improvement analysis and support to the Hardware and Software procurement

improvement initiative whose goal was to rationalize the application inventory of the department.

Mr. Robert performed the following tasks:

• Conducted process discovery and mapping workshops with SMEs

• Mapped and documented processes in BPMN using MS Visio

• Mapped To-Be Process based on identified strategic and tactical objectives

• Identified gaps between As-Is and To-Be process and developed work plan to close gap

• Presented results to Senior Management

• Configured and deployed SharePoint site for managing procurement requests and for reporting on process

performance

• Conducted project requirements gathering sessions with IT Procurement team, and documented the current state

and end-state business processes.

• Identified and defined business strategy and process changes in support of transformation and change

management activities

• Designed and documented improvements to Software and Hardware procurement process and supporting systems

• Identified change impact and organizational re-alignment requirements

• Developed and co-ordinated end-user and user support training material

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and

cost estimates

• Developed presentations, presented to senior management and facilitated stakeholder review meetings

16Technical Environment:

17Technical Environment: MS Visio, Process Modeler, SharePoint 2007, BPMN 2.0

Project 22

Project 23

Canadian Radio-Telecommunications Commission

National Do Not Call List – Compliance and Enforcement Case Management System

Senior Business Analyst

May 2009 – August 2009 (4 months)

Budget: $25M (> 5000 users)

Project Authority: Doug Thurston, Manager Costing Methods and Tariffs, 819-***-****

Project Description: Developed the Compliance and Enforcement Case Management system to manage the

enforcement cases resulting from DNCL violation investigation and integration with existing legacy systems.

Mr. Robert performed the following tasks:

• Conducted project requirements gathering sessions with CRTC Commissioners and IT Management to identify

business requirements for new case management tool to support Investigators in the gathering of information and

evidence to support compliance and enforcement actions against violators of the National Do Not Call List

regulations and documented the current state and end-state business processes.

• Developed new processes and mapped existing processes

• Conducted workshops and JAD sessions to elicit and confirm business requirements

• Applied Information Management principles and best practices for the collection, storage and control of

information and documents

• Ensuring alignment with IT program policies and legislation

• Developed a Threat Risk Assessment

• Designed and documented improvements to the case management process and supporting systems

• Configured and deployed SharePoint 2010 site including custom edit forms and audience targeted content and

Reports based on SharePoint lists that could be consumed with a web browser or Excel

• Designed and implemented an operational file plan

• Developed business process models using BPMN and designed workflows to be developed and executed in

SharePoint (MOSS 2007)

• Identified and defined business strategy and process changes in support of transformation and change

management activities

• Developed and co-ordinated end-user and user support training material

• Identified change impact and organizational re-alignment requirements

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and

cost estimates

• Facilitated stakeholder review meetings regarding business changes

18Technical Environment:

19Technical Environment: SCRUM, Avantage Process Modeler, SharePoint (MOSS 2007), Visio, BPMN 2.0

Project 24

Project 25

Canadian Radio-Telecommunications Commission

Website Update Task Management Tool

Senior Business Analyst

February 2009 – April 2009 (4 months)

Budget: $13M

Project Authority: Lise Gauthier, Manager Broadcasting and Telecommunications Processes, 819-***-****

Project Description: Created a Task Management tool in SharePoint

Mr. Robert performed the following tasks:

• Liaised and interviewed key business stakeholders as well as facilitated sessions, and process review meetings in

order capture the key business, functional and information requirements of existing processes

• Conducted project requirements gathering sessions with IM staff and management and documented the current

state and end-state business processes and the website CMS system.

• Applied Information Management principles and best practices for the collection, storage and control of

information and documents

• Led and facilitated workshops to gathered and document business requirements for new task management tool to

support process for updating CRTC websites

• Conducted workshops and JAD sessions to elicit and confirm business requirements.

• Developed business process maps using BPMN and designed workflows to be developed and executed in

SharePoint (MOSS 2007)

• Designed and documented improvements to website updated process and supporting systems

• Designed and implemented an administrative file plan

• Configured and deployed SharePoint site for managing tasks and documents

• Identified and defined business strategy and process changes in support of transformation and change

management activities

• Identified change impact and organizational re-alignment requirements

• Ensuring alignment with IT program policies and legislation

• Developed a Statement of Sensitivity

• Developed and co-ordinated end-user and user support training material

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and

cost estimates

• Developed solution option presentations and presented to senior management

20Technical Environment:

21Technical Environment: SCRUM, Avantage Process Modeller, SharePoint (MOSS 2007), Visio, BPMN 2.0

Project 26

Project 27

Canadian Radio-Telecommunications Commission

Official Document Nomenclature Revisions

Senior Business Analyst

December 2008 – January 2009 (2 months)

Budget: $250k

Project Authority: Lise Gauthier, Manager Broadcasting and Telecommunications Processes, 819-***-****

Project Description: Developed updates to department’s legacy web content management tool and integrated it with

newer content management systems in the commission.

Mr. Robert performed the following tasks:

• Interviewed Senior Management and facilitated stakeholder workshops to gather business requirements

• Conducted project requirements gathering sessions with IM staff and management and documented the current

state and end-state business processes and the website CMS system.

• Captured business requirements and prepared reports, documentation and presentations

• Developed new processes and mapped existing processes using BPMN

• Managed project to introduce new document nomenclature for web publishing

• Applied Information Management principles and best practices for the collection, storage and control of

information and documents

• Led a team of technical resources modifying .NET application and provided mentoring to junior staff

• Designed and documented improvements to document management and supporting systems

• Defined project activities and deployment strategy

• Developed test cases and oversee testing phase

• Ensuring alignment with IT program policies and legislation

• Provided advice and mentored resources on business and technical architecture issues

• Configured and deployed a SharePoint site for managing the tasks and activities related to requirements gathering

and development

• Designed and implemented an administrative file plan

• Identified and defined business strategy and process changes in support of transformation and change

management activities

• Identified change impact and organizational re-alignment requirements

• Developed and co-ordinated end-user and user support training material

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and

cost estimates

• Developed solution option presentations and presented to senior management

22Technical Environment:

23Technical Environment: SCRUM, Avantage Process Modeler, MS Project, MS .NET, SharePoint 2007, BPMN 2.0

Project 28

Project 29

Canadian Radio-Telecommunications Commission

National Do Not Call List - Complaints and Investigations Case Management System

Senior Business Analyst

April 2008 – November 2008 (8 months)

Budget: $25M

Project Authority: Doug Thurston, Manager Costing Methods and Tariffs, 819-***-****

Project Description: Developed the Complaints and Investigations Management system to manage cases arising from

complaints of violation of the DNCL rules brought to the commission.

Mr. Robert performed the following tasks:

• Defined and documented high-level business requirements for procurement of a COTS tool for investigation case

management at the CRTC

• Defined business critical success factors

• Conducted a program assessment in order to identify the process gaps to provide and develop vision for how

technology would be used to develop new investigative case management functions within the CRTC and

integrate with existing systems

• Defined opportunities and program improvements, providing expertise and information to maximize benefits, and

limit potential risks and presented results to Senior Management

• Designed and documented improvements to case management process and supporting systems

• Evaluated COTS tools and several technical and architectural options

• Liaised with external COTS suppliers on behalf of CRTC

• Captured business requirements and prepared reports, documentation and presentations regarding business

changes

• Conducted project requirements gathering sessions with CRTC Commissioners and IT Management and

documented the current state and end-state business processes and the case management system.

• Provided advice and mentoring on business and technical architecture issues

• Ensured alignment with IT program policies and legislation

• Developed a Threat Risk Assessment

• Designed, mapped and modeled business processes and workflows using BPMN for the new National DNCL

Complaints and Investigation mandate of the CRTC

• Defined and develop performance measurement framework to be used for subsequent process improvements

• Defined process data requirements and defined XML data-transfer schemas

• Defined and documented business requirements for an investigation case management application

• Applied Information Management principles and best practices for the collection, storage and control of

information and documents

• Configured and deployed COTS tool (SharePoint) including custom edit forms and audience targeted content

• Developed Reports based on SharePoint lists that could be consumed with a web browser or Excel

• Defined and managed User Acceptance Testing phase and provided training and mentoring to power users

• Identified and defined business strategy and process changes in support of transformation and change

management activities

• Identified change impact and organizational re-alignment requirements

• Developed and co-ordinated end-user and user support training material

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and

cost estimates

24Technical Environment: SCRUM, Visio, Avantage Process Modeler, MS .NET, Windows Workflow Foundation,

SharePoint 2007, BPMN 2.0

Project 30

Project 31

Public Works and Government Services Canada

Service Management Improvement Program

Business Process Re-Engineer

April 2007 – March 2008 (12 months)

Budget: $12M

Project Authority: Jim King, Director Service Management Strategy and Optimization, 819-***-****

Project Description: Provide business process modeling and support to multiple teams developing and implementing

IT Service Management processes based on ITIL in preparation for the development of the Shared Services

Organization (an inter-departmental initiative)

Mr. Robert performed the following tasks:

• As a member of the Modeling team of the SMIP IT Service Management project, Mr. Robert was responsible for

assisting Subject Matter Experts to document and model their IT Service Management processes based on ITIL

• Defined business critical success factors

• Conducted project requirements gathering sessions with IT Service Management process owners and documented

the current state and end-state business processes.

• Assisted Change and Release Management process owners to analyzed organization, conduct a program

assessment to identify process gaps, define and map the processes using BMPN for an integrated ‘to-be’ process

model and devised a strategy for changing operational process to match and developed performance management

frameworks to assess process improvements, define the strategy and oversee multiple teams in the execution

• Assisted with the design, development and documentation of an Enterprise Change Management policy and

procedures manual

• Provided SME input to development of Service Level Agreements and Operational Level Agreements between

internal PWGSC Service Delivery Groups and external clients in other departments

• Reviewed draft models for consistency, adherence to BPMN standards and readability

• Trained SMEs and provided expertise in Business Process Management Notation (BPMN) and modelling

practices

• Developed and built simulation scenarios that assisted the organization to check their processes for cycle time,

quality and cost. Used simulation results to develop business cases to support investment in ITSM training and

define the program improvements

• Designed and documented improvements to IT Service Management processes and supporting systems

• Identified and defined business strategy and process changes in support of transformation and change

management activities

• Identified change impact and organizational re-alignment requirements

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and

cost estimates

• Developed business and process change option presentations and presented to senior management

25Technical Environment: iGrafx, MS Project, BPMN

Project 32

Project 33

Public Works and Government Services Canada

Call to Cash Re-engineering Project

Business Process Re-engineer

January 2008 – March 2008 (3 months) (overlaps with Project 16)

Budget: $110K

Project Authority: Gavin Berube, Director Business Analysis and Data Management, 819-***-****

Project Description: Develop, test and implement improvements to the Call to Cash business process of the IT Shared

Services Organization (ITSSO) at PWGSC.

Mr. Robert performed the following tasks:

• Responsible for analyzing organization, documenting and mapping the ‘as-is’ and ‘to-be’ Call to Cash business

process using BPMN

• Applied Information Management principles and best practices for the collection, storage and control of

information and documents

• Designed and documented improvements the call-to-cash business process and supporting systems

• Participated in the development of the business case for and piloting of re-engineered processes aimed at

improving client responsiveness and reducing time it took to create proposals

• Captured business requirements and prepared reports, documentation and presentations

• Conducted project requirements gathering sessions with PWGSC account managers and documented the current

state and end-state business processes.

• Documented requirements for and developed a SharePoint-based Sales Opportunity Management System

• Developed project plans including timelines, deliverables, milestones and cost estimates

• Developed presentations, presented to senior management and facilitated stakeholder review meetings

26Technical Environment: iGrafx, SharePoint 2007, BPMN

Project 34

Project 35

Public Works and Government Services Canada

Business Management Model Project

Business Process Analyst

May 2007 – September 2007 (5 months) (Overlaps with Project 16)

Budget: $120K

Project Authority: Gavin Berube, Director Business Analysis and Data Management, 819-***-****

Project Description: Analyze organization, develop and map the processes using BMPN for the business model of the

IT Shared Services Organization and for the new Continuous Improvement Management program

Mr. Robert performed the following tasks:

• As a member of the Business Management Model team, Mr. Robert was responsible for assisting with the

development and mapping of business process models for several key Business Processes that integrate IT Service

Management with Business Management functions of the emerging IT Shared Services Organization (ITSSO)

within PWGSC

• Participated in the development of a business model and architecture document for the newly structured

organization

• Conducted project requirements gathering sessions with IT Management and the CIO office and documented the

current state and end-state business processes.

• Participated in program assessment and process gap identification workshops with Senior Management and

Subject Matter Experts

• Assisted with the development and documentation of a Continuous Improvement program that included the

development of an enterprise process framework based on APQC Process Classification Framework and a

methodology and operating procedures for the identification, assessment, implementation and ongoing

performance management of enterprise-level processes

• Designed and documented improvements to the CIO Business Model and supporting systems

• Identified and defined business strategy and process changes in support of transformation and change

management activities

• Identified change impact and organizational re-alignment requirements

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and

cost estimates

• Developed presentations, presented to senior management and facilitated stakeholder review meetings

27Technical Environment: iGrafx, BPMN

Project 36

Project 37

Project 38 Department of National Defence

EPM Optimization

Business Process Analyst

January 2007 – March 2007 (3 months)

Budget: $25M

Project Description: Discovery and mapping of processes in support of transition to a new COTS ERP

Mr. Robert performed the following tasks:

• Interviewed subject matter experts, interpreted process related documents and documented results in business

process models using BPMN

• Assessed the EPM Optimisation program and identified gaps with industry standards

• Defined and provided opportunities to improve the processes

• Defined and develop a performance management framework document used to assess the process improvements

• Designed and documented improvements to supply management and maintenance processes and supporting

systems

• Defined data requirements and developed data models for an COTS ERP implementation

• Conducted project requirements gathering sessions with Supply Officers and IT Management, and documented the

current state and end-state business processes.

• Managed the introduction of MEGA Process Modeling Suite into the department, documented operating

procedures and provided mentoring for a process development methodology that will enable the client to utilize

MEGA for Business Architecture, Process Redesign, Process Mapping, Simulation and System Development

• Designed a file plan for managing updates to process architecture

• Developed project plans including timelines, deliverables, milestones and cost estimates

• Facilitated business and process change review meetings with stakeholders

28Technical Environment: Visio, MEGA Process Modeller, BPMN

Project 39

Project 40

Canadian Real Estate Association

Senior Business Analyst

January 2006 – December 2006 (12 months)

Budget: $11M

Project Description: Led a team of 3 Business analysts in various projects in support of CREA’s mandate to provide

real estate management systems for its members and the public.

Mr. Robert performed the following tasks:

• Managed, supervised and participated in the identification business and functional requirements, use case

modeling, business process models using BMPN, UI design, testing and debugging of 3-tiered architecture,

desktop and Internet / Intranet based software applications including mls.ca website

• Conducted project requirements gathering sessions with CREA Board Members and documented the current state

and end-state business processes and the CREA website.

• Developed business cases for technology acquisitions (including COTS tools) and business transformation

projects

• Defined business critical success factors

• Designed and documented improvements CREA membership management, promotions, and property

management processes and supporting systems

• Responsible for managing and updating the Canadian Real Estate data model and participated in efforts to

integrate this into international property management data models

• Scheduled and allocated business analysis resources in support of multiple ongoing development projects

• Led the team responsible for selecting and implementing COTS web content management system.

• Designed administrative file plans for managing artifacts created by the Business Analysis team

• Responsible for creation and maintenance of system and end user documentation

• Developed and co-ordinated end-user and user support training

• Responsible for managing process redesign and performance management activities using BPMN and mentoring

resources

• Identified and defined business strategy and process changes in support of transformation and change

management activities

• Identified change impact and organizational re-alignment requirements

• Managed the configuration and deployment of a SharePoint document management system

• Spearheaded, through mentoring and coaching, an IT Service Improvement initiative based on the principles of

ITIL including training of help desk staff on the principles of Incident Management

• Developed and managed Service Level Agreements with suppliers and partners

29Technical Environment: Facilitated business and process change review meetings with stakeholders MS .NET, SQL

Server, Visio, Avantage Process Modeler, MS Project, SharePoint, BPMN

Project 41

Project 42

House of Commons

Digital Asset Management System

Senior Business Analyst

September 2005 – December 2005 (4 months)

Budget: $12M

Project Description: Proof of concept for the implementation of a digital asset management system

Mr. Robert performed the following tasks:

• Responsible for identifying and documenting the business, functional and data requirements for the Proof of

Concept phase of COTS selection process.

• Conducting project requirements gathering sessions with IM and IT management stakeholders), and documenting

the current state and end-state business processes and the digital asset management system.

• Managed the user acceptance testing

• Conducted interviews and workshops with stakeholders to discover critical requirements and documented them in

UML as use cases and activity models using Rational Rose

• Analyzed the current business process of the program and mapped this against the business processes enabled by

the COTS solution, identifying any process gaps, designed, defined and documented improvement to the program

processes and supporting systems

• Modeled new processes and developed requirements for custom integration software required to fill gaps in COTS

product functionality using BPMN

• Defined business requirements to drive business improvements and developed the performance management

framework used to assess the process improvements

• Applied Information Management principles and best practices for the collection, storage and control of

information and documents

• Designed a file plan for managing digital assets

• Developed a SharePoint site for managing the tasks and activities related to the proof of concept

• Developed Statement of Sensitivity

• Developed and co-ordinated end-user and user support training material

30Technical Environment: Facilitated business and process change review meetings with stakeholders MS .NET, SQL

Server, BizTalk Server, IBM Rational Rose, Visio, MS Project, MS SharePoint, BPMN, RUP

Project 43

Project 44

Royal Canadian Mounted Police

Police Reporting and Occurrence System

Senior Business Analyst

August 2003 – August 2005 (25 months)

Budget: $40M (> 5000 users)

Project Description: Develop and implement a new Reporting and Occurrence database system for use by line of duty

officers and for implementing interfaces with various national and local information systems within the RCMP and

other government departments (i.e. Justice).

Mr. Robert performed the following tasks:

• Responsible for the business analysis of a team 2 Business Analysts in activities related to the development of the

integration components of a mobile case management application with a COTS product enabling officers to

manage case information wirelessly using laptops in their patrol vehicle (Secret Level II)

• Captured business requirements and prepared reports, documentation and presentations

• Conducted project requirements gathering sessions with project stakeholders and front-line officers and

documented the current state and end-state business processes and the reporting and occurrence management

system.

• Identified and analyzed business process models (using Rational Rose) through stakeholder interviews and group

workshops

• Designed and documented improvements to mobile dispatch process and supporting systems

• Defined and documented data models and process flows as well as functional requirements (use cases) following

the Rational Unified Process (RUP) and BPMN

• Supervised the development of application integration components developed using XML, Web Logic, MQ Series

and JMS

• Responsible for system and end user documentation and knowledge transfer to RCMP full-time resources through

training and hands-on orientation sessions

• Developed and documented Change and Release Management processes and procedures based on ITIL best

practices for use by RCMP resources as part of the Knowledge Transfer phase of the project and provided

mentoring

• Implemented improved Release Management process for the transition of components from test to production

environments

• Provided day to day support of Change and Release Management processes during the staged transition from Test

to production environments across the country

• Developed a Threat Risk Assessment

• Developed Service Level Agreements

• Developed data architecture for Cognos reporting requirements

• Developed and co-ordinated end-user and user support training material

31Technical Environment:

32Technical Environment: Facilitated business and process change review meetings with stakeholders SQL Server,

IBM Rational Rose, MKS Integrity, MS Project, XMLSpy, MQ Series, Weblogic, Cognos BI, BPMN, RUP

Project 45

Project 46

Environment Canada

Correspondence Management Improvements

Business Analyst

April 2003 – July 2003 (4 months)

Budget: $15M

Project Description: Development of improvements to the department’s correspondence management system

Mr. Robert performed the following tasks:

• Facilitated stakeholder workshops and individual user session to gather business requirements

• Developed a strategy to manage information that is created in the process generating correspondence during the

tracking of waste shipments, developing policy and new regulations and enforcement of current regulations

• Assessed the current Information Technology infrastructure and tools in place within the organization

• Developed process and information models for how correspondence is collected and managed

• Designed an administrative file plan for the department

• Configured COTS tool (SharePoint) for managing correspondence documents

• Identified and defined business strategy and process changes in support of transformation and change

management activities

• Identified change impact and organizational re-alignment requirements

• Developed a Statement of Sensitivity

• Documented new processes and trained users

33Technical Environment:

34Technical Environment: Facilitated business and process change review meetings with stakeholders Visio, Avantage

Process Modeller, MS Project, MS Word, SharePoint

Project 47

Project 48

Ontario Ministry of Environment

Watershed Study Website

Business Transformation Architect

November 2002 – March 2003 (5 months)

Budget: $10M

Project Description: Development of a website for the dissemination of results of the Watershed study

Mr. Robert performed the following tasks:

• Conducted group focus sessions with project stakeholders and developed business process model

• Led Joint Application Design (JAD) workshops

• Collected and documented requirements through facilitated workshops

• Created and executed test cases

• Managed project resources

• Supervised the design, development and implementation an effective and visually pleasing Internet site that

conformed to W3C accessibility standards

• Developed a Statement of Sensitivity

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and

cost estimates

35Technical Environment: Visio, Avantage Process Modeller, MS Project, MS Word, MS Visual Studio

Project 49

Project 50

Canadian Museum of Civilization

Unified Search Portal Business Case

Business Transformation Architect

September 2002 – October 2002 (2 months)

Budget: $5M

Project Description: Development of a business case for the creation of a unified search portal to bring together

disparate information sources under one tool

Mr. Robert performed the following tasks:

• Interviewed Senior Management, museum clients and stakeholders and conducted focus group sessions to gather

requirements and understand the search needs of internal and external museum clients

• Defined business critical success factors

• Developed a search model that would satisfy client needs

• Produced and presented a business case that provided recommendations to senior management

• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and

cost estimates

• Facilitated business and process change review meetings with stakeholders

36Technical Environment: Visio, Avantage Process Modeller MS Project, MS Word, MS PowerPoint

Project 51

Project 52

Privy Council Office

Federal-Provincial Agreements Registry

Analyst/Programmer

April 2002 – August 2002 (5 months)

Project Description: Development of a system to track Federal/Provincial agreements

Mr. Robert performed the following tasks:

• Part of a team that developed data models, designed data export/import utilities written in Visual Basic 6.0 and

SQL Server 2000 and executed test cases

• Developed system and end user documentation

37Technical Environment: Windows 2000 Server, ASP/VBScript programming, SQL Server 2000, MS Project

Project 53

Project 54

Recall Total Information Management

Customer CARE Account Management System

Business/System Analyst

February 2001 – March 2002 (14 months)

Project Description: Development of a system to manage customer billing and accounts

Mr. Robert performed the following tasks:

• Gathered business, functional and information requirements through user interviews and facilitated workshops

• Designed the workflow, information and documented the requirements

• Managed the development of the data architecture and system using SQL Server 2000, Data Transformation

Services and Active Server Pages

• Developed Service and Support procedures and negotiated SLA with outsourced Application Management

Services Company

38Technical Environment: Facilitated business and process change review meetings with stakeholders Windows 2000

Server, ASP/VBScript, SQL Server 2000, MS Project, MS PowerPoint, Visio

Project 55

Project 56

Transport Canada

Ship Inspection Reporting System

Programmer/Analyst

July 2000 – March 2001 (9 months)

Project Description: Development of a system to manage and track Ship Inspection reports

Mr. Robert performed the following tasks:

• Programmed Visual Basic components that allowed complex searches to be made using a Web-based interface to

an Oracle 8i database

• Created and executed test plans

• Created system and end user documentation

• Developed project plans including timelines, deliverables, milestones and cost

39Technical Environment: Oracle 8i, PL/SQL. ADO, VB 6.0 and ASP

Project 57

Project 58

Privy Council Office

Job Posting Application

Programmer/Analyst

February 2000 – June 2000 (5 months)

Project Description: Development of a job posting application

Mr. Robert performed the following tasks:

• Developed application modules according to specification documents

• Developed test plans and executed integration and acceptance testing

• Created system and end user documentation

40Technical Environment: Visual InterDev 6, ASP, IIS, HTML, DHTML, JavaScript, VBScript, VB COM, ADO, SQL

Server 2000, Windows 2000 server

Project 59

Project 60

Nova Scotia Museum

Museum Information Management System

Lead Business Analyst

January 1999 – January 2000 (13 months)

Project Description: Development of a database system for managing museum artifacts

Mr. Robert performed the following tasks:

• Defined and documented requirements for new Provincial Museum database system

• Participated in testing and rollout activities

• Trained users and assisted with troubleshooting

41Technical Environment: MS Project, MS Visio

Project 61

Project 62

Ontario Museum Association

Museum Management System

Lead Business Analyst

June 1998 – December 1998 (7 months)

Project Description: Development of a database system for managing museum artifacts

Mr. Robert performed the following tasks:

• Developed business case and applications for funding

• Defined business critical success factors

• Lead a team of museum curators to define the requirements for a MS Access based information management

system for small community museums in Ontario

• Supervised and directed contracted resources

• Defined test cases and directed testing activities

• Trained users and created user documentation

42Technical Environment: MS Project, MS Visio, MS Access

Project 63

Project 64

Ontario Ministry of the Environment

Water Treatment Plant Monitoring Database

Analyst/ Developer

May 1991 – August 1991 (4 months)

Project Description: Development of a database system for managing water treatment plant inspection reports

Mr. Robert performed the following tasks:

• Defined requirements for a reporting database for use by Ministry Inspectors

• Developed forms and reports in DBase III and provided training to users

43Technical Environment: DBase III

OTHER PROFESSIONAL EXPERIENCE

President and Principal Consultant, Accelflow Inc.

January 2007 to Present

• Provides consulting services to a variety of Public and Private Sector clients.

Senior Business Analyst, Canadian Real Estate Association

2006

• Managed the Business Analyst function and resources of the organization and supervised the creation of

Business Requirements documentation.

• Recommended and implemented information resource management and change and configuration

management policies, procedures, standards, methodologies and plans for long-range information resource

management needs.

• Responsible for managing process redesign activities and defining the change management processes for

several Business System development projects.

• Senior Consultant, Sierra Systems

• 2003 - 2005

• Engaged on several projects as a Business Analyst assisting Federal Government clients with Information

Technology strategy and process design.

• Assisted with development of data standards and integration technologies for Integrated Justice Application

using UML (use cases) and data modeling techniques.

• Supervised teams during the documentation of requirements, development, testing and deployment of

Enterprise Application Integration components into a secure production environment.

Consultant, Exocom/Qunara

2000 - 2003

• Provided Business Analysis services to numerous Federal Government clients.

• Participated in lead roles in identifying and evaluating new technologies and assisted clients with applying

them to solve business problems.

• Assisted Marketing with new Service and Product development.

• Presented ‘Business Rules Approach to Data Modeling’ at Ottawa Microsoft Developer Days.

Manager, Industrial History Collection, Nova Scotia Museum

1998 - 1999

• Responsible for the development and implementation of IT initiatives.

• Member of team implementing a new Provincial Museum Database Management System.

• Responsible for department budgeting, staffing and personnel supervision.

• Developed strategic vision for Industrial History collection of Nova Scotia Museum.

• Managed Projects to develop and build museum exhibits, provide museum educational programs and present

special events.

Executive Director, Scugog Shores Museum 1994 - 1998

• Created long-range strategic plans for Information Technology.

• Managed the development of the museum’s website and database management system.

• Founded Province-wide initiative to develop cost-effective information management systems for community-

based museums.

• Responsible for marketing, maintaining financial records, preparation of budgets and maintenance of

financial statements, staff supervision and strategic planning

EDUCATION

Masters of Business Administration (Information Technology) – MBA, Dalhousie University - 2004

Applied Information Technology Diploma– AIT, Information Technology Institute - 2000

Graduated with distinction (A+ Average)

Master of Arts (Archaeology) – MA, Trent University - 1995

Awarded Ontario Heritage Foundation Research Grant

Graduate Teaching Assistant

Honours Bachelor of Arts (Anthropology and Economics) – BA, University Of Western Ontario - 1991

Executive Member of Anthropology Students Association

CERTIFICATIONS

ITIL - Foundation Certificate in IT Service Management, Exin - November 2006

Professional Development Courses:

Business Process Management Institute Certificate Training Courses

BPM 101: Business Process Modeling Essentials using BPMN

BPM 102: Getting the Most out of BPM Tools and Technologies

Facilitating Process Improvement with a Team

Advanced Process Management Principles and Practices

BEA

Plumtree (Aqualogic) Portal Foundations

Plumtree (Aqualogic) Collaboration Server

Sierra Systems University Professional Development Courses

Project Management

Managing People for Team Leaders

ITIL Foundations

Consulting Skills

Queens University Professional Development Workshops

Effective Presentations

Effective Writing



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