Michel Attala

** ********* *****, ******, ******* K2J 2Z2

(Cell) 613- 697-2415

acubz9@r.postjobfree.com

Linkedin Profile

MARKET SKILLS SUMMARY

Seasoned project management professional focused on the delivery of business value to customers for the past 17 years.

Self-directed performer who demonstrates versatility in the management of complex and parallel project assignments.

Motivated facilitator & mediator who achieves project delivery success through collaboration, mentoring and ongoing communication as a strategic advisor focused on enabling better business decisions by all project sponsors & stakeholders.

Reliably drives projects to completion, on time and on budget through the use of negotiation, mediation & facilitation skills to diffuse contentious project issues impacting the achievement of delivery success.

A fluently bilingual, customer & quality focused individual who is a highly energetic and motivated team player.

PMP certified since March, 2004.

ITIL V3 Foundational and, Lean Six Sigma certifications.

Government of Canada Secret Clearance – Level II to 7-24-2024.

BA Economics- Concordia University 1978

High Notes!

CA Technologies, Sr. Project Manager - Global Proof of Concept licensing workflow deployment / e-Commerce format.

CA Technologies, Technical Services Project & Operations Manager for a $20M IT Outsourcing Mandate

Nortel Networks, SAP HRIS integration project - 10 PMs /70 resources

Nortel Networks, Program Manager - Merger, Acquisition & Divestitures –HRIS - 60 mandates / 12 PMs

Mutual Group, Customer Service Center Manager – Call Center Launch (Management Team of 11 and 68 CSRs - All new staff!)

Hewlett Packard, Business Center Manager – Launch of Ottawa Test & Measurement Business Center

Hewlett Packard, Administrative Support Management – 13 years of pre / post-sales roles EMPLOYMENT HISTORY

Computer Associates International Inc. (CA) August 2002 to date Sr. Project Manager- ROI Program

9/2014 to date

As a member of the Product Marketing, ROI and Business Value Analytics Team, my mandate is twofold;

(A) To identify, articulate and calculate the business impact and quantifiable value of CA’s top selling solutions.

(B) To coordinate the New Product Release Project which ensures an ROI tool set is created or refreshed for release to Sales & Pre-Sales to promote CA solution business value.

I work with our Customers as a trusted adviser to develop a custom tailored investment justification via a well-articulated financial business case that identifies, describes, and analyzes the added business value of the proposed CA Technologies solution, and provides financial justification for setting up and pursuing a specific project. The customer business case is primarily a Return on Investment

(ROI) analysis which compares the cost reductions and other quantifiable benefits of the proposed CA solution to the total investment in the CA solution, to determine whether the project makes economic sense to pursue. In my PM role, focus is on ensuring the identification of new or enhanced CA products to be released and tracking the progress status of tasks associated with the creation of the required business value estimations tools. Development and presentation of sales team training collateral on ROI methodology is also a recurring component. Sr. Project Manager - Global Presales

9/2013 to 8/2014

Program Management of global POC licensing automation workflow project initiative, with the goal of increasing sales velocity. Acted as the single point of contact (SPOC) accountable to the project sponsor & business unit stakeholders. Coordinated interlocking team efforts associated with the deployment of a global proof of concept workflow based on a digital / e- Commerce format. Mission statement focus - Globalize, Standardize, Automate and Educate, Sales & Presales on a new POC licensing workflow.

Project oversight role included the development of the initial business case, project charter and project plan, as well as the documentation of all solution specification, QA & user acceptance testing (UAT) content. Generated monthly project health traffic light reports which led to the review and approval of a post deployment support readiness plan by project sponsor and all stakeholders. Sr. Project Manager - Global Presales

4/2008 to 8/2013

Provided project management support to ensure the successful execution of Proof of Concepts (POCs), Workshops, Customer Test Drives (CTDs) and key product demonstrations with the North American Account Teams. This meant managing the execution of engagements for key accounts by driving collaboration and coordinating follow up communications between the account team and customers with regards to licensing and the documentation of POC use case objectives and associated benefit test scenarios document creation. Coordinated the creation and population of a global POC SharePoint repository for POC use case inventory Solution Project Manager, Technical Services

8/2002 to 3/2008

Responsible for the effective management of multiple Client project engagements while ensuring the implementation of CA Services best practice methodologies in the course of managing these engagements. Functioned as main customer contact while managing teams of CA & external Partner consultants on multiple projects by preparing the Statement of Work, Project Plan, Risk Assessment Worksheets and the Profit & Loss estimates required to ensure projects were accurately scoped and controlled. I also assisted presales and Technical Services Delivery Managers with the selection of appropriate staff for a project or trial in accordance with the project/trial schedule. Key Assignments:

Managed $20M Outsourcing Project as Project / Operations Manager assigned to the Canadian Museum of Civilization Corporation (CMCC) from 2002 to 2005.

Coordinated the efforts of 11 IT Operational Resources responsible for providing support to 650 users with regards to; o Service Help Desk

o Network Servers and Disk Space

o Data Comm.

o Cable Infrastructure

o Desktop Support and Maintenance

o Telecommunications (Voice)

o IT Training and Audiovisual / Multimedia Equipment Support.

Promoted project management methodology for all CMCC & CA Projects. (Time / Cost / Quality)

Ensured CMCC Operational Support Contract SLA Metrics and project deliverables were met, tracked & reported.

Financial Management oversight of net operating margin for all CMCC related projects.

Internal Audit compliance promoted through use of ITIL methodology for operating procedure documentation and change management control

Implemented an IT security risk / threat management procedure using ISO 17799 gap analysis

Successfully deployed new Canadian War Museum IT infrastructure project

Completed Windows/Exchange 2003 migration project

Successful CMCC Portal launch

Managed $5M in project deliverables associated with 10 concurrent project mandates focused on the timely implementation of Unicenter Service Plus Service Desk Solutions for the City of Montreal, Client Services and Technology Division. PricewaterhouseCoopers / Nortel Networks 2000 – 2002 Canadian Solution Integration Manager

2001 - 2002

As Canadian Solution Integration Manager, coordinate multiple sub-projects focused on integrating SAP as the Global system of Record for all HR data administration. (Benefits, Payroll, Time & Attendance, Pension, HR Reporting and web based personal data changes) This Canadian implementation involved the replacement of a highly integrated & complex environment. Project Team consisted of 5 PMs and 70 technical resources.

Consistently managed client relationship versus expectations including renegotiating project scope via Change Control Board

Promoted adherence to the PME (Project Management Excellence Reference Model) - PwC Project Manager’s Handbook.

Coordinated Project Charter and Integrated Project Plan development to outline project scope, costs, resources, timeframes, cost- benefit, Risk Mitigation Plan as well as the definition & validation of technical and functional specifications.

Defined Project Teams & communicated Project Role definitions.

Coordinated implementation of sub-project team deliverables. (Training, Communications, Process documentation)

Created and established a positive and proactive relationship with the Customer /Client base by setting up regular project status reviews, 1 on 1’s with Sponsors, Steering Committee & Project Team members to review escalated project risk issues and ensure delivery of highest quality service.

Implemented SWAT (Swift Action Team) during solution warranty period. Program Manager - Mergers Acquisitions & Divestitures / HRIS 2000 - 2001

Pro-actively managed the integration of Acquired or Divested company employees and their related HR data in accordance with the Nortel Networks Acquisition or Divestitures close date. This involved directing the day-to-day operational activities of a virtual team of up to12 Project Management professionals focused on services provided to Nortel Networks for up to 60 MA&D mandates.

Ensured all mandates were delivered as per HR & HRIS MA&D Statement of Work (SOW) by developing team’s understanding of relevant Nortel Networks HR business areas, applications & processes through classroom and self-paced using MA&D. documentation website.

Set priorities, lead and provide direction to the project team as well as resolved escalated project risks & issues.

Developed project Service level agreement to ensure maintenance of expected levels of service.

Managed integration schedules, action / risk register, meeting minutes, meeting agendas re: program development, project review and status meetings, Quarterly MA&D Reviews, Monthly MA&D Project Status Reporting.

Promoted the development of detailed and aggressive, yet fair project plan schedules using standardized Microsoft Project SOW.

Liaised with Nortel Networks HR M&A team, Service Administration team, and IS Product Support teams to foster a good understanding and commitment to project deliverables. Nortel Networks 1998 - 2000

Project Manager - New Hire Process

Coordinated sub-committee activities focused on the design, development and deployment of an enhanced and automated New Hire Process in the Ottawa region & was also a member of Core (Global) New Hire Project Team as both projects shared the same vision of ensuring all New Hires are welcomed and provided with the services & equipment required to become productive - Day One. The Employee Services Organization was outsourced to PriceWaterhouseCoopers in May 2000. Coordinated the following sub-committee deliverables;

Manager Discussion Group sessions regarding Phase 1 & 2 workflow deployment strategy.

Planned and Conducted Manager / Delegate Deployment Strategy Discussion Group Sessions and facilitated Ottawa New Hire Process Workflow Design Verification Labs.

Gating Process documentation for Ottawa Leadership presentations.

New Hire Process Health Performance Metrics to be captured via the design of web based 30/45/90 day NHP Surveys.

Global & Regional New Hire Tool Kit Project Brief documentation management.

Co-authored Ottawa New Hire Coordinator/Administrator Training Program and Field Trial Plan. The Mutual Group 1997 - 1998

Customer Service Center Manager

Management of in-bound insurance and financial products Call Center launched in October 1997 for 2000 agents and two million customers across Canada. Supported by 11 Management Team members and 68 Customer Service Representatives. Acquisition of Metropolitan Life’s Canadian Operations resulted in my optimization.

Coordinated the activities of Resource Planner, Quality Assurance & Training Manager, 5 Team Leaders, 3 Telephony & Technical support staff, Facilities Coordinator and 68 CSRs. (all new staff!)

Coached team through high call growth period (< 20,000 calls to > 45,000/mth), by conducting daily staff meetings to keep communication channels open as we addressed staffing, processes & procedures development via operations reviews focusing my team on top 3 issues for People, Process, and Technology.

Coordinated Arthur Andersen Consultant activities involved in the design & implementation of a performance management system, shift & vacation selection process as well as a call monitoring & feedback program. Hewlett-Packard (Canada) Ltd 1984 – 1997

Sales Support Manager

1995 - 1997

Pre & post sales support for 35 sales representatives, 27 Consultants & 10 District Managers located across Canada. This involved the quotation of Test & Measurement solutions, order entry, invoicing of product as well as h/w, s/w support services. In cooperation with Business Center Manager, developed the project plan for the launching of the Ottawa Test & Measurement Business Center. This involved the transitioning of all order processing, sales coordination, Demo inventory, and hardware/software support contracts support to the new Business Center from the Montreal office. This meant the coordination of staff transfers and new hire activity for 17 direct reports. (8 Admin. Asst., 6 CSRs, 2 Demo & 1 Training and Consulting). Sales Support Supervisor

1993 - 1995

Pre & post sales support of 10 sales representatives, 10 Consultants, 20 Service Technicians & 7 District Managers located in Eastern Canada. This involved the quotation of Computer solutions, order entry, invoicing of product & h/w, s/w support services. Coordinated sales & order management for commercial & technical computer sales through direct, territory & VAR channels with the support of 8 direct reports. (4 Admin. Asst., 3 Sales Coordinators, 1Training & Consulting Coordinator) Administrative Support Manager

1992 - 1993

In cooperation with 15 direct reports, was responsible for Pre & post sales support and order coordination, secretarial support, service parts inventory & dispatching for the Analytical, Medical, Test & Measurement product channels located in Eastern Canada. This involved the quotation of Computer solutions, order entry, invoicing of product & h/w, s/w support services. Finance & Remarketing Representative

1991 - 1992

Present directly or via the sales force, Lease &/or Rental proposals to HP customers to facilitate the acquisition of all HP Channel products. (Analytical, Medical, Test, peripherals & computer products) This was a six month pilot to determine viability of role and my potential career move while still assuming Administrative Support Management. Contributed $2 million dollars of leasing & rental revenue towards FRD’s objectives.

Administrative Support Manager

1987 - 1991

Pre & post sales support for Eastern Canada. (I.e. Quotation of sales channel solutions, hardware & software support contracts, management of service call dispatching, & parts inventory) Direct reports included 3 Supervisors & 34 sales/support administration staff.

Office Services Supervisor

1985 - 1987

Facilities management responsibility for 3 Eastern Canada offices, as well as 11 direct reports focused on purchasing, shipping & receiving, telephone services, fleet, site maintenance, sales literature & archives. Personnel Recruiter

1984 - 1985

Recruitment, interview & selection of staff for sales, application & system support, as well as all administrative support positions. Included facilitation of employee training programs, new employee orientation, benefits and corporate policies & procedures sessions.

Contact this candidate