RUSSONA CONSULTING

May **** Page *

RUSS MCDOWELL

M. ENG., P. ENG., PMP, PRINCE2, PMI - OPM3 CP, MOP, MSP, ITIL 144 McCurdy Dr. 613-***-****

Kanata, ON K2L 2Z6 acuak4@r.postjobfree.com

PROFILE SUMMARY

Russ McDowell is a senior management consultant in the areas of portfolio, project and business development consulting. Typical assignments include portfolio or project management, systems integration projects, software development / deployment and proposal / prototype development. Mr. McDowell has a unique combination of business skills and experience including organizational change, business development and an extensive background in technology development and deployment.

In addition to his track record of successful implementations in a variety of industries, Mr. McDowell maintains a knowledge base with over eight internationally recognized certifications in the fields of Portfolio, Program, and Project Management. He has been recognized for his

“significant contributions” to three key PMI Standards in the fields of Portfolio Management, Program Management, and Organizational PM Maturity Models (OPM3). Mr. McDowell has extensive practical and formal knowledge in the entire PM suite of best practices for both knowledge areas (scope, time, cost, quality, risk, communications, procurement, human resources, and integration) as well as established life cycle phases (change initiative, business case, portfolio prioritization and selection, project initiation, planning, executing / controlling, closing, and benefits management.

With his experience in setting up new business ventures as well as certification in Organizational Maturity, he has demonstrated successful major organizational changes to clients such as PSEPC, NAV CANADA, Elections Canada and many others. Some clients require custom-built approaches, but many of them have also benefited from the implementation of commercial products in establishing Enterprise Resource Planning processes. Most recently, much of his work has focused on development and implementation of PMO approaches to project management within organizations. This has resulted in the organizations improving their own capabilities to deliver their project, rather than relying on outside help for what in many cases is a “core competency” that the organizations require for their own health. RUSSONA CONSULTING RUSS MCDOWELL

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With his expertise in a range of project management domains, he is a popular speaker for professional associations at project management workshops, symposiums and breakfast events in the field of Organizational Project Management (OPM), and how a “complete life cycle” approach to change initiatives (from business case through to operational integration) is critical to both Government and private industries, in terms of achieving anticipated benefits from their investments in projects.

CAREER HIGHLIGHTS

PROJECT 25

VARIOUS CLIENTS

Instructor – Project Management, Management of Portfolios, Managing Benefits, ITIL May 2003 – Present

(12+ Years – part time)

Providing training for a number of different organizations through both public and on-site courses for various levels of project managers.

While broadly based, this training has primarily been targeted at personnel who are involved in IT projects. A list of the courses is provided at the end of this resume.

This training is done on a part-time basis on behalf of various organizations offering management courses (e.g. Algonquin College, The Project Management Institute (PMI), SOMOS Consulting Group Ltd., Learning Tree, ExitCertified, Boston University / Polar Bear, etc.).

APMG Accredited Instructor for:

Management of Portfolio certification courses

Managing Benefits certification courses

PRINCE2 certification courses (Projects In Controlled Environments V2.0) RUSSONA CONSULTING RUSS MCDOWELL

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PROJECT 24

BROOKFIELD CORPORATE OPERATIONS (BCO)

Senior Program Management Advisor

Major Outsourcing Initiative

November 2015 – February 2016

(4 months)

Project Description

Working at BCO head office in Toronto on a strategic initiative to migrate IT services worldwide from a single sourced vendor to a better multi-vendor collection of boutique services providers. One of the key challenges on this project was to ensure that all services were transition over 3 consecutive weekends, and fully operational within 2 months of joining the project. The project involved working with a number of different vendors as well as project managers from each “stream” with a geographically dispersed team. PROJECT 23

CANADIAN REAL ESTATE ASSOCIATION (CREA)

Maturity Assessment / Recommendations for Improvement Formal Assessment of PM capability,

July 2014 – October 2014

(4 months)

Project Description

The objective of this project was to deliver a situational analysis on project management at CREA, identifying what is working well, what needs improvement and recommendations to achieve a higher level of competency with project management. This will include a review of the level of project management implementation, the process methodology, and tools, templates and people interaction. The scope of the assessment covered the largest group within CREA. The Marketing and ITS Division is responsible for the marketing, product management, IT development and support areas.

The assessment was done based on the PRINCE2 Maturity Model (P2MM). In addition to the key project presentations (kickoff, initial review of findings, initial review of the draft recommendations), deliverables included draft / final report on findings, and a final presentation to the division’s senior management team (VP of Marketing and ITS, and her Senior Management Team).

Project activities included conducting a series of interviews with most of the management team, project managers and other key individuals (12 people). A review of the current documentation on CREA’s project methodology, and a series of interviews focused on results of past and current projects. The final (70 page) report was delivered and questions / clarifications were provided in the final project presentation held a week later. RUSSONA CONSULTING RUSS MCDOWELL

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PROJECT 22

HRSDC (ESDC) - CFOB

Implementation of an EPMO including Project Management Framework / Tools Portfolio / Project Management Methodology Consultant December 2013 – June 2014

(7 months)

Project Description

Phase I of this project involved the configuration, customization of MS Project Server 2010 as part of an upgrade initiative from an existing implementation of MS Project Server 2003. This was part of other, related initiatives within the CFOB to introduce other, departmental-wide tools such as an SAP implementation for financial planning / tracking and the rollout of a new version of a Project Management Foundation / Framework (PMF) by which all projects within the department are to embrace. The PMF covers the portfolio lifecycle of departmental initiatives from initiation to deployment. The Portfolio of initiatives is estimated to be in excess of $400M. Once customizations of the product were agreed upon and tested, Phase I also included a significant effort to migrate existing and archived projects so that the existing Server 2003 implementation could be shut down by the fiscal year end (FY 13/14). Once migration was successfully delivered, the project was then to start on a “Phase II” in terms of defining a Project Management Information System (PMIS) as well as continue on some final Phase I requirements. The Phase II areas are more futuristic looking in terms of determining “touch points” between the new SAP implementation, and planning / reporting done through MS Project Server 2012. Both of these are also to be done with consideration to the direction / impact of the new PMF.

PROJECT 21

HEALTH CANADA

Formal Organizational Project Management Maturity Assessment Organizational Project Management Expertise

September 2013 – December 2013 (4 Months)

Project Description

The client requested that a formal Project Management Institute (PMI) OPM3 assessment be conducted on the processes and procedures by which the initiation, planning, controlling and closing of projects was done within their division. RUSSONA CONSULTING RUSS MCDOWELL

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In addition to the formal assessment, the engagement also required a number of presentations to executive management within the Directorate to lay out the plan for doing the formal assessment, presentations from the results, and planned follow-on with specific directorate managers to provide advice on priority improvement areas. The following milestones were agreed upon and delivered: Proposal Presentation, Conduct assessment – preliminary results, Final Assessment Results Presentation / Closeout Meeting, Document Results of Assessment Analysis. The final two deliverables were mutually adjusted to take into account higher priority requirements of the Directorate management: Recommendations of improvements based on the OPM3 Assessment results, and a PowerPoint slide deck providing an overview of the mandate, assessment and recommendations made in the report.

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PROJECT 20

NAV CANADA

Major International Proposal

Proposal Management / Project Management Methodology Consultant August 2013 – October 2013 (3 Months)

Project Description

NAV CANADA was pursuing a major opportunity to provide a wide range of ATC services and systems to an international client. As part of the pursuit of this opportunity, they requested assistance in providing expertise in both proposal management, working with internal resources to develop parts of the proposal, and working with other teams in developing the Work Breakdown Structure (WBS) and Project Management approach to costing and delivery of services. This proposal was one of the largest marketing initiatives that NAV CANADA had undertaken since its inception.

The expertise provided included review and commenting on proposal themes and approaches. Additionally, work included detailed responses to specific areas in the RFP, and working with both engineering management and business management teams in developing / reviewing the project management responses (including management team organization), and developing a detailed WBS required for both the response on the scope of the work to be undertaken, and the costing model required by the client.

PROJECT 19

PUBLIC SAFETY AND EMERGENCY PREPAREDNESS CANADA (PSEPC) Portfolio / Project Management Methodology

PfMO Management Consultant

December 2008 to December 2011

(37 Months)

Project Description

The project involves the initial setup and implementation of a new Portfolio Management Office, responsible for the governance and oversight of all IM/IT projects in the organization. The client is a government organization with 1000+ users across Canada. The technical environment of the project involves use of Microsoft project technology and other Microsoft Office tools. All services were provided on-time, on-budget, and all deliverables were addressed in the final handover.

Activities/Responsibilities

Reviewed existing practices within the IM-IT Division and help establish a Portfolio Management Office (PfMO) for overseeing the projects in the Division.

Made recommendations and implemented new PM practices based on internationally recognized standards from APMG (PRINCE2, Management of Successful Programmes

(MSP), and Management of Portfolios (MoP) and from PMI (Guide to the PMBoK, OPM Maturity Model, Program Management, and Portfolio Management Standards). RUSSONA CONSULTING RUSS MCDOWELL

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Developed approach and assessment criteria to assist in selection and prioritization of projects for executive level project investment committees.

Regular presentations to executive management of the Branch on the direction and suggestions for development of the Portfolio Management Office

Working with the Tools Group of the PfMO as the subject matter expert on requirements for the executive and senior management reporting

Working with the PfMO Tools Group to ensure project management requirements are in place for the PM and Functional Managers within the Branch

Working with senior stakeholders in other Divisions on how they could adapt and adopt portions of the IM-IT PM methodology to their organizations as well as identifying / resolving custom requirements

Working with the different stakeholders and senior management within the Division to put forward solutions facing the PfMO including:

o Identifying and estimating contingency and management reserves o Value of the PfMO

o Compliancy to PfMO processes

o Ongoing resource management planning reviews / resolutions o Project prioritization and portfolio selection

o Baseline monitoring and updating

o Benefits realization and management

Developed and implemented standard methodology for managing projects.

Developed consistent approach, procedures, practices and reporting templates to manage projects.

Developed standard templates for reporting project status to senior management groups and committees.

Developed standard means for measuring project progress and reporting on performance.

Developed a reporting scoreboard / dashboard and other key performance indicators.

Provided coaching and mentoring to various project managers and leaders within the Division.

PROJECT 18

CORRECTIONAL SERVICES CANADA

Project Management Office Set-up / Methodology

Project Management Consultant

February 2009 to March 2009

(2 Months)

Project Description

The project involves the initial setup and implementation of a new Portfolio Management Office, responsible for the governance and oversight of all IM/IT projects in the organization. The client is a government organization with 1000+ users across Canada. The technical environment of the project involves use of Microsoft project technology and other Microsoft Office tools.

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Activities/Responsibilities

Project Management Methodology Development:

Reviewed applicable frameworks as defined in the statement of work (SOW) and as directed by the technical authority.

Prepared a project plan for the contract with delivery dates.

Made recommendations and implemented new PM practices based on internationally recognized standards from APMG (PRINCE2, Management of Successful Programmes

(MSP), and Management of Portfolios (MoP) and from PMI (Guide to the PMBoK, OPM Maturity Model, Program Management, and Portfolio Management Standards).

Prepared draft project management methodology with the following elements:

- Gate review criteria;

- Tailoring the methodology against project risk assessment (light, medium and high); and,

- Include considerations in the methodology for portfolio management and risk management.

Prepared communication material regarding the framework and consultation material in support of the consultation process that will be initiated in the next fiscal year. Project Management Templates:

These templates took into account the scalability of the methodology and portfolio management which includes investment decisions. With the support of the technical writer, performed the following activities:

Prepared generic templates for project status report, project management plan, project charter, risk register, project register, estimating sheets – cost models, business case, default reports.

Prepared sample dashboards for project status report. PROJECT 17

CORRECTIONAL SERVICES CANADA

Project Management Office Set-up / Methodology

Project Management Consultant

September 2008 – November 2008

(3 Months)

Project Description

The project involves the initial setup and implementation of a new Portfolio Management Office, responsible for the governance and oversight of all IM/IT projects in the organization. The client is a government organization with 1000+ users across Canada. The technical environment of the project involves use of Microsoft project technology and other Microsoft Office tools. The project required a person who was familiar with both project methodologies and the setting up of project management offices. This initial project was to quickly assess the requirements within the Division, determine the level of capability that was present, and to define a road map for implementation of a project management office. All services were provided on-time, on-budget, and all deliverables were addressed in the final handover. Activities/Responsibilities

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Reviewed requirements, then developed and documented a detailed plan to establish a project management office (OPM) for the IMS Branch with CSC. The tasks for this include:

Reviewed and assessed current materials and practices.

Made recommendations for new PM practices based on internationally recognized standards from APMG (PRINCE2, Management of Successful Programmes (MSP), and Management of Portfolios (MoP) and from PMI (Guide to the PMBoK, OPM Maturity Model, Program Management, and Portfolio Management Standards).

Prioritized areas of project management:

- Identified where there are strengths and weaknesses in the current practices.

- Prioritized the list for implementation of PM processes that will address key issue areas.

Defined the “Office of Project Management”:

- What roles and activities should the CSC OPM be responsible for.

- What related governance structures need to be considered for projects and for the OPM?

Identified and documented key stakeholders roles in the OPM initiative and established the governance for the OPM set-up project.

Assessed / addressed any gaps in PM methodology at CSC.

Identified options and strategies for implementing the OPM methodology within CSC:

- Training

- Tools

- Processes

- Templates / checklists / samples.

Developed a detailed plan for the initial implementation. PROJECT 16

NSERC/SSHRC

Project Management Methodology

Project Management Consultant

February 2008 to June 2008

(5 Months)

Project Description

The project involved the review of various project management methodologies, interviewing the management team of the Division, and making recommendations on a standardized approach and role for a Project Coordination Centre to oversee governance of projects within the Division. The client is a part of a separate organization set-up to provide a suite of four common administrative services (CASD comprised of: IM/Technical Services, Financial, Human Resources, and Administrative Services) to both the Natural Sciences and Engineering Research Council (NSERC) and the Social Sciences and Humanities Research Council (SSHRC). Both of these Councils are responsible for most of the federal funding for graduate, doctoral, and post- doctoral research at Canadian universities and by Canadian graduate students abroad. All services were provided on-time, on-budget, and all deliverables were addressed in the final handover.

Activities/Responsibilities

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Reviewed existing practices within the IMTS Division and establish a Project Coordination Centre for overseeing the IT projects in the Division.

Developed approach and assessment criteria to assist in selection and prioritization of projects.

Developed and implemented standard methodology for managing projects.

Made recommendations and implemented new PM practices based on internationally recognized standards from APMG (PRINCE2, Management of Successful Programmes

(MSP), and Management of Portfolios (MoP) and from PMI (Guide to the PMBoK, OPM Maturity Model, Program Management, and Portfolio Management Standards).

Developed consistent approach, procedures, practices and reporting templates to manage projects.

Developed standard templates for reporting project status to senior management groups and committees.

Developed standard means for measuring project progress and reporting on performance.

Developed a reporting scoreboard / dashboard.

Developed means to monitor and control performance of Project Control Centre. PROJECT 15

HEALTH CANADA

MHP Directorate, Training Program

Project Management Consultant

January 2008 to March 2008

(3 Months)

Project Description

Review current project management training that has already been delivered to managers in the Directorate (and others), and develop a more advanced project management course. The course will be delivered over a number of small interactive group sections to up to 60 management personnel.

The client for this project was the Directorate at Health Canada responsible for review and certification of health products. They were about to embark on an initiative to increase the organization’s capabilities in delivery of projects. Focus was on TBS EMF, internationally recognized standards and best practices, and other techniques. All services were provided on- time, on-budget and all deliverables were addressed in the final handover. Activities/Responsibilities

Reviewed existing framework and developed and delivered training workshops on the Divisions project management framework.

Developed training materials on MHP’s project management framework incorporating their templates and gating processes.

Developed a new module on “common pitfalls” of project management.

Conducted 6 training sessions (up to 10 participants per session) on the materials for various members of the Directorate.

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PROJECT 14

HRSDC

Canada Student Loan Plan New Service Provider

Transition Manager/Project Manager

May 2006 to July 2007

(15 Months)

Project Description

The transition project was part of a larger imitative to issue an RFP, select a new vendor, and transition over 15 years of financial data to the selected vendor. The financial data represent over $6B worth of outstanding loans to students.

The client organization was representative of a number of different groups within the Canada Student Loans Program (CSLP). Additional stakeholders included several provincial departments who participate as full partners with the federal government in providing an integrated loan program to qualified applicants. The services were being provided across Canada through outsourced agreements with two vendors. Part of this project was to reduce the two vendors to a single vendor. All services were provided on-time, on-budget, and all deliverables were addressed in the final handover.

Activities/Responsibilities

Project Manager responsible for the planning and execution of transitioning a large financial program (Canada Student Loans Program - about $6B in outstanding loans) from their current service providers to a (potentially) new service provider along with other business transformations.

This project involved all activities after the selection / contracting with a new service provider, to the end when all information has been transitioned over to the new financial tracking systems and systems are proven ready for “steady-state” operations. PROJECT 13

HRSDC

Project Management Maturity Assessment/Training

Project Management Consultant/Trainer

October 2005 to November 2005

(2 Months)

Designed and conducted organizational assessment surveys to assess the level of project management maturity within the HRIS directorate (6 different units).

Based on the results, developed and delivered a customized course in Project Management for the approximately 15 CS-4 level managers within the group.

Formal training was followed with personalized coaching, round table discussions and a final report with recommendations for improving the capabilities of the organization to deliver on projects.

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PROJECT 12

COMMUNICATIONS SECURITY ESTABLISHMENT – DND

Project Coaching and Mentoring

Senior Project Manager/Mentor

September 2002 – September 2005

(37 Months)

Project Description

Introduced a new Project Management Methodology for CSE in both the Signals Intelligence and Assets Management / Facility Management groups. The teams Mr. McDowell worked with were designing and developing software systems for operational use within CSE. All services were provided on-time, on-budget, and all deliverables were addressed in the final handover. Mr. McDowell was involved with a number of projects while on this engagement including: Project 12A: Facilities Management – PM Methodology / Planning Involvement: April 2005 – September 2005

Project 12B: ITPMO – SIGINT – PMO Development / Project Oversight Involvement: April 2004 – March 2005

Project 12C: E Group – Software Development Projects Involvement: September 2002 – March 2004

Activities/Responsibilities

Involved with the introduction of a new PM methodology to the Division (SIGINT IT) at CSE. This PM methodology was implemented over a number of different business units within the Division. The methodology was coordinated with the introduction of additional tools (Rational Suite) being implemented across the groups for enterprise based planning and development.

Meeting with Director level management at CSE on a regular basis to review project problem areas, methodology implementation, and associated planning issues.

Provided project oversight, methodology, and coaching to various project teams across the Division.

Participation on an ongoing basis (bi-weekly) with the business requirements identification committee for the Division

Participation on an ongoing basis (bi-weekly) with the enterprise architecture committee for project solutions.

Assisted with the business planning and program planning for fiscal year budgeting and planning.

Provided project management mentoring and support for several teams of software developers working on workstation and intranet based tools.

Introduced project management processes and planning for accommodations management teams.

Provided project planning, budgeting and reporting expertise, and support to the teams.

Provided ongoing advice and guidance to the CSE Technical Authority. RUSSONA CONSULTING RUSS MCDOWELL

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Provided suggestions and feedback on general PM tools and techniques to other related groups within CSE.

PROJECT 11

DND

Canadian Forces Supply System Upgrade (CFSSU)

Manager, Project Control Office

May 2002 – September 2002

(5 Months)

Project Description

This project involves a total replacement of the current supply system for the Canadian Forces

(CFSS). The new CFSSU will be one of four primary material / financial systems for support of the Canadian Forces. It will be utilized by supply officers and support personnel across Canada as well as deployed forces abroad in support of operational requirements for ordering, receiving, tracking and maintaining all supplies for the Canadian Forces. All services were provided on- time, on-budget and all deliverables were addressed in the final handover. This was a large, 5 year effort in the development of a new supply system to support all aspects of the requirements of the Canadian Forces. The original concept had been to develop a fully customized solution, but after several years of problems, this was abandoned in favour of a

“customized COTS” solution. The senior level management team consisted of the following key groups:

Project Manager – overall responsibility.

Deputy Project Manager – responsible for all development, testing, customization of the solution.

Operations Requirements Team – responsible for defining / reviewing all business requirements.

Project Control Office Manager – responsible for the overall risk management, scheduling, monitoring and controlling, and financial estimating / tracking for the project. The overall project office was about 200 people in size, mainly situated in one location in Ottawa. The primary tools being used were MS Office (Word, Excel, and PowerPoint) and MS Project. The primary application tool (COTS product) was MINCOM. Overall project plans and tracking were done through a series of MS Project files for each of the individual teams, with consolidation / rollup being done by personnel in the Project Control Office. The key role of the Project Control Office was to provide the overall monitoring and controlling on the $360M project and ensure that the final project shutdown was done in a timely, orderly fashion.

Activities/Responsibilities

Responsible for the team of people tracking schedules and budgets for the overall project, and providing monthly reports on project risk and status. The Project Control Office consists of a staff of 6 people.

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As the PCO, Russ McDowell was one of the senior staff on the project, reporting directly to the Project Manager.

Provided up-to-date information on current expenditures, estimate-to-complete (ETC), current risk elements / strategies, schedule for the overall project, and monthly status and risk reports for distribution to external stakeholders.

Worked with the procurement manager / comptroller to ensure that the official departmental financial records of the project were reconciled with the project records. PROJECT 10

EMANAGE INC.

New Corporate Structure

Director of Development

May 2001 – October 2001

(6 Months)

Project Description

eManage is a new company, set-up on the infusion of venture capital to take over an existing product line and expand it into new market areas. The product line is a set of Electronic Document and Records Management products primarily marketed in North America (meeting DOD Records Management standards) and the Middle East. The product technology is based on MS Exchange, applied AI search technologies, SQL databases and records management techniques. All services were provided on-time, on-budget, and all

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