John Gresel, PMP

** ********* *****,

Courtice, Ontario

L1E-2B5

acsmt2@r.postjobfree.com

905-***-****

EXPERIENCE SUMMARY

A results-oriented Project Manager with a strong 30 year track record of managing complex technical and application corporate level projects within the Government, Transportation, Financial, and Telecommunications service industries. Acknowledged for my outstanding customer service, strong leadership, and excellent client relations; I have an excellent track record of delivering high priority, high risk and highly complex projects while maintaining teamwork, courtesy, quality of deliverables, and communications in each and every assignment.

Areas of Experience and Practice

Program Management

Service Consolidation and Migration

Project Management

Data Centre Construction

Infrastructure Design and Implementation

Application Consolidation

Service Management

Application Development

Internet Deployment

Data Centre Operations

Senior Database Management

Technical Support

Network Analysis

Computer Services Management

Operational Analysis

Work History

Ministry of Health (Senior Project Manager)

August 2014 to April 2015

1)Initiated, planned, executed and controlled a WAS 8.5 migration of high complexity within the Health Solutions Delivery Branch. Project included the construction of the various lower environments and production environment for 11 different applications.

2)Communicated with various levels of Senior Management, Vendors, Internal Support groups, External Support groups, Business Representatives, and consultants to review project scope, progress, risks, issue resolution, milestones, and deliverables.

3)Using the OPS’ UPM methodology, created approved Project Management Plans, Checkpoint Material, Gating Material, Decision Requests, Change Requests, Service Request, Briefing Notes, and Status Reports for stakeholders, senior executives, and line of business communities.

4)Managed the software development life cycle (SDLC) for 11 different applications from requirements gathering, migration of code, test plan approval, testing, test report approval, deployment plan, implementation activities, and warranty.

5)Included in the deliverables was the packaging of EA checkpoint material for presentations to cluster and corporate ACT and ARB; ensured project documentation was accessible to all project staff; ensured all required project documents were signed-off; and preformed project closure processes.

6)Facilitated discussions and consultations with clients, management team, staff, and other stakeholders in order to lead the development and implementation of KPI`s

7)Created or reviewed application documents and architecture documents for each application prior to implementation into production.

8)Closely monitored project activities of a cross functional project team and reported weekly to program and steering committees on progress.

TD Bank Group (Senior Project Manager)

September 2013 to April 2014

1)Initiated, planned, executed and controlled a Development and Pre-Production data centre project of high complexity within the Barrie Data Centre Program. Program included the construction of the data hall floor, 3 tier network including firewalls, storage (SAN and NAS), platforms (91 servers), and Services (ORACLE, SQL, WAS, IIS, Object Grid, monitoring tools (Tivoli’s TSM and ITM), security services, and directory services).

2)Created approved Project Management Plans, Checkpoint Material, Gating Material, Decision Requests, Change Requests, Service Request, Briefing Notes, and Status Reports for stakeholders, senior executives, and line of business communities.

3)Managed the development life cycle for key services within the new datacenter environments from requirements gathering, design, design approvals, procurement, build activities, and transition.

4)Communicated with Senior Management, Vendors, Internal Support groups, Line of Business, and consultants to review project scope, progress, issue resolution, and deliverables.

5)Facilitated discussions and consultations with clients, management team, staff, and other stakeholders in order to lead the development and implementation of KPI`s

6)Created approved Application Migration Deployment Plans, Operational Run Books, Infrastructure Migration Plans, and Testing / Verification Plans.

7)Closely monitored project activities of a cross functional / international project team and reported weekly to PMO and program steering committees on progress.

Elections Ontario (Senior Project Manager)

June 2010 to February 2013

1)Initiated, planned, executed and controlled highly visible projects of extremely high complexity within exceptionally tight timeframes. Program deliverables included migration of their datacentre to the new OPS datacentre in Guelph prior to the Provincial General Election of October 2011, migration of Exchange services, implementation of the Election Management System Uplift, migration of their IRV and Call Centre to the MCCS, migration of their Service Desk to the OPS Service Desk, transitioned Network support and maintenance to ITS’ DCLan, migration of the Telephony support to ITS, Fail-over/Fail-back testing, Load Balancer certifications, and the outsourcing of non-core functions to the OPS to take advantage to the OPS policies.

2)Assisted the Project Perform Office in establishing project management best practices with OPS’ UPM templates from PMCoE– tailored to Elections Ontario needs and maturity – and the establishment of a governance model for IT projects. Mentored other Project Managers/Leaders within Elections Ontario in the principles and processes of PMBok and EO’s new PMCoE methodologies.

3)Using the OPS’ UPM templates, created approved Project Charters, Management Plans, Checkpoint Material, Gating Material, Close Out documents, decision requests, change requests, briefing notes, training material, financial and status documentation for stakeholders, senior executives, OPS management, and business communities in accordance with the OPS’ PMLC and SDLC Centre of Excellence.

4)Created approved Application Migration Deployment Plans, Migration Run/Build Books, Infrastructure Migration Plans (P2P and P2V), and Testing / Verification Plans.

5)Created approved Project Management Plans including Resource Management (roles, responsibilities and organization structure), Vendor Management (Payment Points based on deliverables, Contact Listing and Communication requirements), Risk Management (using monitoring template from PMI) and Communication Management plans to assist project teams in delivering the goals and objectives of the various projects. Managed scope, cost, and timeline through change control processing of Elections Ontario and the OPS.

6)The program included a Threat Risk Assessment (TRA), Privacy Information Assessment (PIA), Vulnerability Assessment (VA) processes with Corporate Security Branch, and packaged EA checkpoint material for presentations to corporate ACT and ARB.

7)Reporting to the CIO, various directors and sponsors on a weekly basis through verbal and written presentations. Received written project updates weekly and bi-weekly - depending on the status of the project – from various third party vendors, ITS, and internal project managers.

8)Facilitated discussions and consultations with internal clients, senior management team, staff, vendors, OPS, and other stakeholders.

9)Developed unique solutions to Great Plains application incompatibilities with the new infrastructure which also led to performance gains following recommending industry best practices on organizational design, programs and process development.

Central Agencies Cluster (Project Manager)

April 2008 to May 2010

1)Initiated, planned, executed, controlled and brought to a successful closure projects of medium to high complexity within the Modernizing Ontario's Systems for Tax Administration (MOST) Internet implementation.

2)Using the OPS’ UPM templates, created approved Project Charters, Management Plans, Checkpoint Material, Gating Material, Close Out documents, decision requests, change requests, briefing notes, training material, financial and status documentation for stakeholders, senior executives, OPS management, and business communities in accordance with the OPS’ PMLC and SDLC Centre of Excellence.

3)Working with the CAC PMO updated the UPM processes and templates to further mature the PMLC within the cluster.

4)Created approved Application Migration Deployment Plans, Migration Run/Build Books, and Testing / Verification Plans.

5)Included in the deliverables for the MOST project was the packaging of EA checkpoint material for presentations to cluster and corporate ACT and ARB; leading teams through Threat Risk Assessments (TRA) and Vulnerability Assessments (VA) with Corporate Security Branch, ensured project documentation was accessible to all project staff; ensured all required project documents were signed-off; and preformed project closure processes.

6)Communicated with customers (internal and external) to review project scope, progress and issue resolution.

7)Reporting to project sponsors and senior management, I updated them on the issues, progress, and budget through regular written reports and by-weekly presentations.

8)Facilitated discussions and consultations with clients, management team, staff, and other stakeholders in order to lead the development and implementation of KPI`s

9)Projects included the On-line Pre-Authorization Payment feature in MOST, Web services for several provincial tax programs, IVR Enhancements, BCP / DRP for MOST, Release Management, and Fail-over/Fail-back verification.

10)Facilitated and supported projects through planning; management of project scope, schedule, and budget; service activation; transition to operations; and training.

11)Used cluster’s Software Development Lifecycle Management framework in completing the application development, testing, training, and commissioning.

12)Directed the Ministry’s first online pre-authorized payment system project using Pre-Authorized Debit (PAD) agreements between the OPS charter bank and the Tax Client. Participated in the negotiations between the government, OFA, charter bank (RBC), and CPA to ensure the adherence of the governing principles and controls.

13)Provided strategic consulting and strategic planning services to enable and launch web based application initiatives in achieving business and performance objectives

14)Lead cross functional / divisional teams in the recommending industry best practices on organizational design, programs and process development of a web based application for several provincial tax programs with the Online MOST service.

15)Managed the Ministry’s Government to Business Internet initiative including the design, build, assessment, and greening of the infrastructure and web applications. Implemented release and version control of .NET software with MTO using the .NET Center of Excellence recommendations.

Bank of Montreal (Project Manager)

December 2007 to February 2008

1)Managed project tasks, timeline, issues, risks, and budget using client’s tools such as Enterprise Project Management, SharePoint, and Lotus Notes for a BMO initiative moving a mortgage and commercial lending application from their US bank to the Canadian data centres and upgrade applications onto current infrastructure.

2)Created approved Gating Material, Close Out documents, decision requests, change requests, briefing notes, training material, and status reports for stakeholders, senior executives, and business communities.

3)Through verbal and written presentations to senior management, stakeholders, business, vendors, and end users, I cultivated a business and personal rapport based on trust and credibility.

4)Communicated with customers (internal and external) to review project scope, progress and issue resolution.

5)Created approved Application Migration Deployment Plans, Migration Run/Build Books, Infrastructure Migration Plans (P2V), and Testing / Verification Plans.

6)Closely monitored activities of project through formal and informal reports from a cross functional / international project team and reported weekly to PMO and divisional steering committees on progress.

7)Responsibilities included preparing and vetting customer requirements, planning documents, training presentations and material, operational and procurement documents; managing resources allocations in multiple locations for the design, build, assessment, and commissioning of a new infrastructure for production and development in data centres; assess, build and test a hot DRP solution in a separate site utilizing virtual server technology; and managing project tasks, schedules, issues, and risks involving the virtualization of servers in an n-tiered environment; the upgrading of operating systems and management tools; and release management into production using ITIL best practices and guidelines.

8)Facilitated discussions and consultations with clients, management team, staff, and other stakeholders in order to lead the development and implementation of KPI`s

9)My Portfolio Management responsibilities included preparing and presenting status and meeting reports for senior management and peer reviews, maintaining project documentation, and reviewing project scorecard with PMO.

Personal Sabbatical

November 2006 to November 2007

Oshawa CYO Hockey League (Project Manager)

September 2006 to October 2006

1)Prepared Project Charter and Project Plan for the migration of the league’s Web site to a new Internet Service Provider and to position the league for e-Commerce.

2)Developed standard page templates and web administration procedures.

GO Transit

Program Manager

July 2005 to June 2006

1)Reviewed existing COTS project‘s scope, deliverables, issues and risks for key initiative that was failing. Redefined the timeline, infrastructure design, and business requirements to meet company’s needs using PMI and industry’s best practices.

2)Negotiated new scope and deliverables for the HASTUS application that could be completed by the Vendor and met the needs of the business stakeholders. HASTUS by GIRO offers a modular solution for planning and analysis, scheduling, operations, and customer information for bus, subway, and tram public transportation services.

3)Developed a project team consisting of members from IT, Bus Operations, GO Engineering, Senior Management, external consultants, union shop stewards, and third party vendor (GIRO).

4)Established project management guideline, created project management templates, and mentored staff in PMI’s methodologies through a hands-on approach in accordance with the PMI’s PMLC and SDLC Centre of Excellence..

5)Established change management controls and procedures including a release management process for updates to production.

6)Managed project communications with stakeholders, vendors, end users, and labour union.

Project Manager

September 2005 to June 2006

7)Designed and implemented a new infrastructure to mitigate issue of concurrent users of the COTS product and introduce a fully redundant infrastructure.

8)Created approved Project Charters, Management Plans, Close Out documents, decision requests, briefing notes, training material, and status documentation for senior executives and business communities.

9)Reporting to the CIO, Managers, Sponsor, and Business Users on a weekly basis cultivated a credible and effective business rapport.

10)Created approved Application Migration Deployment Plans, Migration Run/Build Books, Infrastructure Implementation Plans and Testing / Verification Plans.

11)Implemented HP Openview and Polycenter to monitor existing and newly installed infrastructure, data centre facilities, and network health for reporting on possible data centre improvements or downsizing.

12)Designed and tested a work around to Data Guard product needed for an ORACLE data base redundancy.

13)Lead the implementation of ITIL and ITSM programs, procedures and guidelines within the board.

14)Assisted in the research and preliminary design of a proposed migration to Windows AD.

Human Services Cluster (Project Manager)

February 2002 to June 2005

Project Manager / Program Manager

1)Programs included Data Centre Construction, Data Centre Consolidation, Integrated Network Program, and Desktop Refresh.

2)Projects were infrastructure, application, telephony, or migration in nature and ranged from several months to two years in length with budgets under five million dollars.

3)Project teams consisted of members from the Ministry’s IT staff, Area and District IT Staff, Ministry’s Lines of Business management and users, Area and District’s Line of Business management and users, external consultants, hardware vendors, and third party application vendors. Data Centre projects included the previous mentioned members plus the “trades”, Corporate Real Estate, local government inspectors, engineering firms, and telecommunication vendors.

4)Created approved Business Cases, Project Charters, Management Plans, Close Out documents, training material, and status documentation for senior executives and business communities in accordance with the Cluster’s PMLC and SDLC Centre of Excellence.

5)Prepare documentation for cluster ACT and ARB committees.

6)Strong communication skills using various methods reported to the CIO, various directors, managers, business users, and sponsors on a weekly basis.

7)Facilitated discussions and consultations with clients, management team, staff, and other stakeholders in order to communicate project’s requirements, status, training, development and implementation.

8)Coordinated, monitored, and directed project teams consisting of staff from the ministry, vendors, other ministries and third party sub-contractors. Effectively managed resources, budgets, timelines, deliverables, vendor relationships, issues, risks, deficiencies, and release management into production for data centre, network, application, and infrastructure based projects.

9)Project deliverables included RFP creation and evaluation, MB20 preparation, full Tier 2 data centre specification document, Project Management plans, completing knowledge transfer through mentoring, project, training, and operational documentation, and release management plans using ITIL and OPS guidelines, and any OPS I&IT organizations as required.

10)Participated in the creation of a Portfolio Management methodology for the Cluster by setting up MS Enterprise Project and creating a central repository for project information (SharePoint).

11)Infrastructure and application designs adhered to iServ, MGS, ITIL, OPS I&IT, PMI and ministry standards and adhere to current Operation and Service Management models.

Projects were: OCC Data Centre Construction, OCC Server Refresh, OPS Integrated Network Project, Migration to Windows AD, XP Desktop Rollout, Microsoft Project Server Implementation, MCSS Data Centre expansion, Rollout of IBM Director and HP Openview, Consolidation of All-in-One Mail Servers, Regional YOSIS Database Consolidation, Desktop Refresh, and Migration of Corporate INGRES Based Applications to OpenINGRES on Alpha Servers.

Ministry of Community and Social Services (Project Lead /Manager)

January 1997 to January 2002

Project Leader

September 1997 to December 2002

1)Projects were infrastructure or application in nature, several months in length, and within operational budgets

2)Provided active leadership into the gathering, analysis, documentation, and defining of requirements.

3)Lead the gathering and analysis of requirements for the payment process to TPOAs - which were DAAs - as part of the SMIS program.

4)Created approved Test Plans, conducted testing, developed operational documents and training material, and completed implementations for the Young Offenders and Adoption Crown Ward application systems.

5)Developed project documentation (management plans), status reports, presentations, operational procedures, release management plans, and project close reports for numerous projects within the ministries and cluster in accordance with the Ministry’s PMLC and SDLC standards.

Projects were: Conversion of YOSIS to OTIS, IFIS Infrastructure Implementation, Y2K Compliance for VMS systems, SMIS Development Server Upgrade, Building of Linux test server, eSOS, Upgrade of TNG/ARC Serve software package, SMIS Application Server Upgrade, Migration of Pathworks to a new NT Infrastructure, Centralization of Adoption Crown Wards servers, Enterprise Monitoring on Open VMS Systems with HP Openview, Standard Backup guidelines throughout the province, and Migration of Remote INGRES servers to new MicroVAX platform.

Manager, IFIS Infrastructure

July 2003 to September 2003

1)Provided enthusiastic management and leadership for the day-to-day operations and helpdesk for over 500 users.

Provincial Database Administrator

1)Provided day-to-day support for five legacy applications on 16 remote and 3 corporate sites.

2)Installed, configured, and resolved alerts from HP Openview.

3)Investigate client / server replacements for the last existing legacy application.

Livingston Group (Systems Analysis)

October 1996 To January 1997

1)Successfully reduced overhead of DEC Forms and data transfers between the COBOL programs, the DEC Forms, and the ORACLE database contributing to faster bond processing for border crossings.

2)Followed best business practices and industry’s SDLC standards.

KODAK Canada (Project Leader)

February 1996 to August 1996

1)Redesigned their local VAX data centre with upgraded storage systems while reducing the overall foot print

2)Participated in the modifications to their SMARTS system for the paper finishing sales system.

Sunoco Canada (Technical Architect)

December 1995

1)Installed, configured, and supported Openview and Polycenter Console Manager on an IP network with a DEC UNIX Alpha Servers.

Ontario Pension Board (Project Lead)

June 1994 to December 1995

1)Coordinated the design, training, and implementation of operational improvements.

2)Facilitated discussions and consultations with clients, management team, staff, and other stakeholders in order to communicate project’s requirements, status, training, development and implementation

3)Managed the design, build, and migration to a new data centre for the board.

4)Analyzed, implemented and assisted in the administration of the ORACLE databases and servers.

5)Coordinated the IVR implementation with their new PRISM application for membership inquiries and help desk interactions.

6)Lead the extraction, transferring, and loading of pension data from various data sources.

7)Performed a Security Audit on the entire computer environment to tighten security.

8)Contracted to co-ordinate project activities and produce a report on the operational readiness of the board for the implementation of their new Pension Membership system – PRISM.

Ontario Municipal Employees Retirement Board (Project Manager)

November 1993 to June 1994

1)Acting Manager, Computer Services during their transition to an outsourcing vendor.

2)Evaluated technical documents for the outsourcing of IT Services.

3)Technical expert on transition and move strategies.

4)Motivated remaining staff members during the transition to a new management structure.

Ontario Municipal Employees Retirement Board

October 1990 to November 1993

Manager, Computer Services

January 1991 to November 1993

1)Managed the Computer Services and End-User Support Departments.

2)Reporting to the CIO, Senior Vice-Presidents, various directors, managers, and business users on a weekly basis through verbal and written presentations cultivated a credible and effective business rapport.

3)Planned and sized all IT hardware and systems for the Board including communications with their trading vendors’ external services.

4)Provided the Board with Business Cases and Project Plans to take advantage of new technologies such as imaging, automated workflow, IVR and ACD technologies, Internet, record management, new hardware and network advances within an Operating and Capital budget of $25M.

5)Represented the Board on several standing committees within the Pension Industry and Provincial Government which included membership with AIMS and CIRMA

Technical Supervisor

October 1990 to January 1991

1)Provided leadership and support to a staff administrating the VAX, INGRES, and Pathworks environments.

2)Assigned Help Desk calls and produced monthly help desk statistics.

CN Communications

September 1984 to October 1990

Technical Support Specialist

September 1987 to October 1990

1)Administrated and supported the hardware, operating systems, networks, and data bases with operations staff.

2)Working with CANAC Telecom to provide technical responses to Request of Proposals.

3)Project Leader in Pre-Sales activities for complete telephony application system sales

4)Project Leader for technical expert team, in writing Technical Volumes for various responses.

Systems Analyst

June 1985 to August 1987

1)I led up to seven Analysts and Programmers in supporting and enhancing the telephony applications.

2)Worked closely with users to review requirements, develop functional specifications, plan implementation of new or enhanced systems, reviewed training requirements, and resolved problems.

Programmer Analyst

September 1984 to June 1985

1)My duties included supporting of the telephony applications.

Sheridan College of Applied Arts and Technology

October 1982 to September 1984

Instructor

September 1983 to September 1984

1)I instructed classes in BASIC, OS/JCL, Database Concepts, and Introduction to Data Processing.

2)Designed a basic programming course for the “Women in the 80’s” program.

Programmer Analyst

May 1983 to September 1983

1)Designed, programmed, and implemented Student Administration system

Lab Technician

October 1982 to September 1983

1)Supported teaching staff and students by resolving technical and programming issues.

Datacrown Inc.(Work Term)

(Technical Analyst)

September 1981 to December 1981

1)Wrote OS/JCL, SNOBOL, PL/1, and CLISTs in an IBM MVS environment.

Education

2011 Project Risk Management, Project Time Management

2010 ITIL v3 Exam Prep Course

2008 Cheetah Learning - On-Par Project Management

2006 CISCO Networking Exam Prep

2005 PMI - Durham Highland Chapter - PMP Overdrive

2000 SQL Server 6.5 Administration, Windows 2000 Administration

1999 Oracle 8.0 Administration, LINUX (Red Hat v6.0) Administration

1998 Window NT v4.0 Workstation and Server

1996 UNIX & Windows NT Administration, Power Builder Programming

1994 ORACLE Database Administration, Introduction to Sybase System 10

1993 MS-Windows for Support Professionals, Power Builder v3.0

1987 Effective Supervision Certificate

1982 Computer Programming Diploma

1980 B.A. Computer Science

Hardware / Software

Hardware

IBM, Dell, HP, and Compaq WinTel servers, IBM, Compaq, and HP Mid-range systems, IBM and DEC Mainframe systems, HP SAN, and various desktop platforms

O/S

Windows, OpenVMS, VMS, Red Hat Linux v6.0, DEC and SUN UNIX, TOPS10, MVS

Networks

Windows, Citrix, Pathworks, LAN Manager, OS/2, Novell, IP, NetBeui, DECnet, IPX

Middleware

WebSphere Application Services (WAS) 8.5, WebLogic, WebSphere DataPower

Databases

OpenINGRES, Oracle, DB2, IMS, MS SQL Server, SQL Anywhere, RDB

Languages

PL/SQL, DCL, Power Builder, SQL, Pascal, C, C#, HTML, Java, VB, COBOL, Basic, Datatreive, OS/JCL, DECforms (FDL)

Software

MS-Office, MS-Project, Planview, Clarity, Lotus Notes, SharePoint, Remedy, e-Room, HP Openview, IBM Director, SMS, Visio, CORAL Office Suite, Workbench, PolyCenter, Robomon

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