CURRICULUM VITAE

JAMES K. LAROSE, P. ENG., PMP, ITIL

ADDRESS ** ******* *****

CARLETON PLACE, ONTARIO, CANADA

K7C 4P9

PHONE NUMBERS: HOME 613-***-****

CELL 613-***-****

E-MAIL abgswq@r.postjobfree.com

EXPERIENCE

1998-PRESENT SENIOR PROJECT MANAGER

Melsco Consultants

1995-1998: Senior Project Manager

SHL

1992-1995: Senior Program Manager

Computer Sciences Canada Inc., PSG

1989-1992: Project Manager, Configuration Management

Canada Post Corporation

1985-1988: Contract Quality Engineer

C-E Canada Power Systems

1985-1985: Mechanical Design Engineer

Memtek Corporation

EDUCATION

1985: B.SC., MECHANICAL ENGINEERING

UNIVERSITY OF OTTAWA

SECURITY CLEARANCE Top Secret (PWGSC)

Secret (PWGSC)

PROFILE

MR. LAROSE IS A PROFESSIONAL ENGINEER AND PROJECT MANAGEMENT

PROFESSIONAL WITH ALMOST THIRTY YEARS OF EXPERIENCE IN THE INFORMATION

TECHNOLOGY INDUSTRY. HE HAS EXTENSIVE EXPERIENCE IN BUSINESS PROCESS

ANALYSIS, INFORMATION PROCESS MAPPING, RECORDS MANAGEMENT, SYSTEM

DEVELOPMENT, TESTING/INTEGRATION AND SUPPORT OF MAJOR HARDWARE AND

SOFTWARE APPLICATIONS. HAVING PARTICIPATED IN A WIDE RANGE OF

INFORMATION TECHNOLOGY OPPORTUNITIES, ACROSS VARIOUS INDUSTRIES IN

BOTH THE DOMESTIC AND INTERNATIONAL MARKETPLACE, HE HAS DEVELOPED

EXPERTISE IN PROJECT MANAGEMENT, IP NETWORKING, RISK/CONTINGENCY

MANAGEMENT, KNOWLEDGE/INFORMATION MANAGEMENT, CONFIGURATION/RECORDS

MANAGEMENT, BUSINESS PROCESS DEFINITION, BUSINESS CASE/CHARTER

DEVELOPMENT, BUDGET CONTROLS, PLANNING, SCHEDULING, PROCUREMENT,

PROPOSALS, REQUIREMENTS DEFINITION/ACCEPTANCE AND QUALITY ASSURANCE.

BY LIAISON WITH CLIENTS, CONTRACTORS AND PROJECT TEAM MEMBERS, MR.

LAROSE HAS DEVELOPED EXCELLENT COMMUNICATION AND LEADERSHIP SKILLS.

IN ADDITION, HE HAS HONED HIS WORKING PRACTICES WITHIN A TOTAL QUALITY

MANAGEMENT PHILOSOPHY. MR. LAROSE IS FAMILIAR WITH A VARIETY OF

HARDWARE PLATFORMS AND SOFTWARE APPLICATIONS.

relevant experience

MELSCO CONSULTANTS INC. - SENIOR CONSULTANT (SEPT. 1998 TO PRESENT)

DND/SSC, Director Information Management Technology, Products and Services

(DIMTPS),

(May 2007 to December 2014)

Project Manager for GDSSN Project, (November 2009 to December 2014)

Project #24: Approx. Dollar Value: $12 Million

Duration: 5 Years, 2 Months Direct Reports: Five

Scope of Project: The scope of the Global Defense Security and

Surveillance Network (GDSSN) project involved designing and

implementing/fielding to all 35 CF Bases across the country, an IM/IT

based solution for all equipment supporting the DND/CF intrusion alarm

systems to monitor secure DND/CF asset across Canada. The project

involved migration of all intrusion alarm systems from the old Bell

DVAC infrastructure over to a new IP based infrastructure provide by

TELUS. Key players involved with this project included, DND, CF, SSC,

DCC, and a number of external vendors providing hardware and software.

Responsibilities: Mr. Larose was responsible for setting up a project

PMO office based on PMBOK, to monitor, track the project's progress

and report status to senior management based on the Statement Of Work

(SOW) requirements. This meant designing and implementing an IP based

network to support intrusion alarms at DND/CF locations across the

Country. Mr. Larose set up the project framework for the DND/CF team,

conducted weekly meetings to address progress, risks, completed

procurement packages, testing, issues and problem resolution to ensure

the success of the project.

Technical Environment: Remedy, NTMS, RFS, RFC, NT 4.0, NOS 2003

Server, SMS/MOM, MS 2000/XP, MS Office Suite 2000, MS Word, MS Project

2002, MS PowerPoint, MS Excel, MS Access, MS Outlook 2000/2003, Visio,

MS SharePoint, WBS Chart Pro,

Project Manager Specialist/Service Manager for GDNS Project, (May 2007

to October 2009)

Project #23: Approx. Dollar Value: $231 Million

Duration: 2 Years, 6 Months Direct Reports: None

Scope of Project: The scope of the Global Defense Network Services

(GDNS) project involved migrating all data, voice and video

communication systems from the present service provide, Bell to Telus

for all DND/CF wide area IP network for telecommunication services in

Canada and around the world.

Responsibilities: Mr. Larose was responsible for setting up a project

PMO office based on PMBOK/PMI standards to monitor, track the

project's progress and report status to senior management based on the

Statement Of Work (SOW) requirements. This meant supporting the

designing and implementing/fielding an IM/IT based solution to support

telecommunications services for all DND/CF locations. Mr. Larose set

up the project framework and conducting weekly meetings to address

progress, risks, completed procurement packages, testing, issues and

problem resolution to ensure the success of the project. Also, Mr.

Larose was responsible for the implementation of the GDNS project's

Integrated Service Support Toolset (ISST) across an IP network that

provided a single web portal for all GDNS project data during the

project life cycle.

Technical Environment: Remedy, NTMS, RFS, RFC, NT 4.0, NOS 2003

Server, SMS/MOM, MS 2000/XP, MS Office Suite 2000, MS Word, MS Project

2002, MS PowerPoint, MS Excel, MS Access, MS Outlook 2000/2003, Visio,

MS SharePoint, WBS Chart Pro,

PCH, Canadian Heritage, e-Services Branch, Project Manager Specialist for

CLF 2.0/Web Transformation Project, (February 2008 to June 2008)

Project #22: Approx. Dollar Value: $1/2 Million

Duration: 5 Months Direct Reports: None

Scope of Project: The scope of the Common Look & Feel (CLF) 2.0/Web

Transformation Project involved developing an integrated project plan

and schedule for all e-Services Branch IP network web initiatives to

better track and report progress based on TBS and PMBOK standards.

Responsibilities: Mr. Larose was responsible for setting up a project

PMO office to monitor, track the project's progress and expenditures

and report on status to senior management on a bi-weekly basis. This

meant holding regular meetings with all team members, identifying all

key dependencies, provided procurement advice, critical timelines, and

constraints facing the web transformation project.

Technical Environment: Lotus Notes, MS Office Suite,

DND, 764 Communications Squadron, Deployed Operational Support for Deployed

Units, (May 2005 to April 2007)

Classified TLAN(Z)/Unclassified TLAN(U) Deployed Network Upgrade

Project, Senior Project Manager, (August 2006 to April 2007)

Project #21: Approx. Dollar Value: $10 Million

Duration: 9 Months Direct Reports: Managed Approx. 30 Team

Members

Scope of Project: The scope of the project involved assembling a the

team required to design and implement/field a classified/unclassified

IM/IT based network infrastructure running on NT4 Network Operating

System (NOS) to Microsoft NOS 2003 Active Directory structure for

deployed operations around the world. This included every aspect of

replacing a local area IP network of over 120 servers across slow

satellite links to support approximately 3500 troops on the

classified/unclassified IP based network in theatre.

Responsibilities: Mr. Larose was responsible for setting up the PMO

office based on PMBOK/PMI standards to coordinate work efforts based

on client requirements and ensures all work was completed on very

tight timeframes and hostile environments for both

classified/unclassified IP based networks for deployed operations in

theatre. This meant designing and implementing a IP based network to

support deployed operations. Mr. Larose also conducted weekly

meetings to address progress, risks, maintained/monitored procurement

process, testing, issues and problem resolution to ensure the success

of the project.

Technical Environment: Remedy, NTMS, RFS, RFC, TLAN, NT 4.0, NOS 2003

Server, SMS/MOM, MS 2000/XP, MS Office Suite 2000, MS Word, MS Project

2002, MS PowerPoint, MS Excel, MS Access, MS Outlook 2000/2003, Visio,

SureTrak Project Manager,

DWAN Operational Manager, Senior Project Manager, (May 2005 to July

2006)

Project #20: Approx. Dollar Value: Greater than $10 Million

Duration: 1 Year, 3 Months Direct Reports: 3 People

Scope of Project: The scope of the project involved providing 24/7

operational DWAN IP network support for deployed units around the

world. Providing system management based on PMBOK for IT

infrastructure, hardware, software applications, and network

infrastructure associated with deployed/field operations. Mr Larose

provided technical advice and support during the design and

implementation/fielding of all IM/IT based solutions to J6 in relation

to infrastructure, system configuration and performance. With over 60

servers operating MS NT 4.0 to NOS 2003, MS Windows 2000 to XP, Office

2000 to Office 2003 and communicating over satellite technology and

microwave based LAN extensions.

Responsibilities: Mr. Larose coordinated work effort and setting up

the PMO office to support daily operational requirements and project

deliverables set by the client. He developed integration strategies

for existing and new system IP network infrastructures. Mr. Larose

maintained an IP based helpdesk, supporting over 3500 troops around

the world. He generated standards and procedures for an IP based

network to support the design, implementation and testing for deployed

operations around the world. Mr. Larose completed procurement

packages and built IP based networks to ensure maximum performance of

all deployed DWAN network across high speed satellite links, BT2s,

Ottercomm, DVPNI, VPN and ISP connections. Mr. Larose managed POC lab

for new communication configurations, migrated existing NT4 to NOS

2003 server environments with the introduction of Active Directory

structure and upgrading all IP workstation from Windows 2000 to

Windows XP for all deployed operations within DND.

Technical Environment: Remedy, NTMS, RFS, RFC, TLAN, NT 4.0, NOS 2003

Server, MS 2000/XP, MS Office Suite 2000, MS Word, MS Project 2002, MS

PowerPoint, MS Excel, MS Access, MS Outlook 2000, MS NOS 2003, Visio,

SureTrak Project Manager,

RCMP Assets and Procurement Branch, Project Management Specialist, Senior

Project Manager, (April 2006 to August 2006)

Project #19: Approx. Dollar Value: Approx. $100 Million

Duration: 5 Months Direct Reports: None

Scope of Project: The scope of the project involved developing

project management requirements based on PMBOK and developing project

schedules to support the real estate assets maintained by the Asset

and Procurement Branch through the National Capital Region.

Responsibilities: Mr. Larose, working as the project planner to

develop project schedules to support building code and major

renovations required to maintain the RCMP's real estate assets in the

National Capital Region. This involved setting up regular meetings

with project managers, contractors and clients to ensure the success

of all projects.

Technical Environment: Federal Government Standard Applications, MS

Office Suite 2003, MS Word, MS Project 2002, MS PowerPoint, MS Excel,

MS Access, MS Outlook 2003,

PWGSC/SDC-Service Canada, Public Access Programs (PAPs) Transition Project,

Project Management Specialist, Senior Project Manager, (July 2005 to

February 2006)

Project #18: Approx. Dollar Value: Approx. $100 Million

Duration: 8 Months Direct Reports: None

Scope of Project: The scope of the project involved developing

project management requirements based on PMBOK and implementation

plans for the transition/fielding of PAPs from PWGSC to a new federal

department's IM/IT network for Service Canada across the Country.

Identify key transitional requirements by working with DG's and

Director's to ensure a successful transition with no impact on

existing clients.

Responsibilities: Mr. Larose, working as the project manager designed

and implemented an IP network based on PMBOK ensuring a smooth

transition of PAPs from PWGSC to Service Canada over a new IP network.

Mr. Larose developed a project charter, integrated project schedule

and project plan and provided procurement advice. Supporting the MOU,

OIC and TBS processes during the transitional phase to ensure key

milestones are met between both departments. Facilitated bi-weekly

working groups meetings in Finance, HR IT Systems, Testing and

Security/Accommodation during the transition period between PWGSC and

Service Canada.

Technical Environment: Federal Government Standard Applications, MS

Office Suite 2003, MS Word, MS Project 2002, MS PowerPoint, MS Excel,

MS Access, MS Outlook 2003, Project Kickstart,

Bell Canada, Helpdesk Specialist, Project Manager, (February 2005 to May

2005)

Project #17: Approx. Dollar Value: $2.5 Million

Duration: 4 Months Direct Reports: None

Scope of Project: The scope of the project involved developing

project requirements and implementation plans to implement/field a new

Bundles/Escalation Helpdesk to integrate four (4) lines of business

into one (1) new line of business at Bell Canada under a new IM/IT

network. The work supported Bell Canada's larger initiative, Optimus

Project which involved merging and optimizing Bell Canada's business

into one centralized helpdesk.

Responsibilities: Mr. Larose worked as the bundles/escalation

helpdesk implementation project manager, providing procurement advice,

ensuring all technical, business requirements and testing needs were

followed and implemented within a tight timeframes based on PMBOK

standards. The 30 seat helpdesk was implemented to support new bundles

customers at Bell Canada.

Technical Environment: Bell Canada Standard Helpdesk Applications, MS

Office Suite 2003, MS Word, MS Project 2002, MS PowerPoint, MS Excel,

MS Access, MS Outlook 2003,

DND, DG Learning & Professional Development, Business Re-engineering

Specialist, Project Manager, (March 2005)

Project #16: Approx. Dollar Value: N/A

Duration: 1 Month Direct Reports: None

Scope of Project: The scope of the project involved reviewing and re-

engineered the existing DND Development Programs for

Management/Executive Development Programs, (i.e. AEXDP, CAP, MTP and

IT MDP) and Functional Development Programs, (i.e. FORD, MA&S ODP PG,

MA&S ODP ENG and PIP) within DND and the Federal Government.

Responsibilities: Mr. Larose developed and re-engineered a strategy

to prioritize and streamline the effectiveness of the existing

development programs in DND.

Technical Environment: MS Office Suite 2003, MS Word, MS Project

2002, MS PowerPoint, MS Excel, MS Access, MS Outlook 2003,

AAFC/CFIA Voice Business Case Specialist, Senior Project Manager, (May 2004

to July 2004)

Project #15: Approx. Dollar Value: $2.5 - $5.0 Million

Duration: 3 Months Direct Reports: 2 People

Scope of Project: The scope of the project involved generating

providing a business/technical assessment of the voice services IP

infrastructure (TDM/VoIP PBX) for approximately 3200 AAFC/CFIA

employees at the new complex.

Responsibilities: Mr. Larose worked as the Voice Business Case

Specialist through IBM for Agriculture and Agri-Food Canada, (AAFC),

Canadian Food Inspection Agency (CFIA) and PWGSC. The main function

of this position was to generate a business/technical assessment of

the voice services IP infrastructure (TDM/VoIP PBX) for approximately

3200 AAFC/CFIA employees at the new complex. The business case

process was based on Treasury Board of Canada Secretariat (TBS) EMF

standards for class 'B' and 'C' estimates for an IP voice network

solution and then developing a package for EPA submission to TBS.

The work involved, conducting interviews with IT and client

stakeholders, end users and vendors to prioritize the critical

business requirements, procurement details and contingency efforts to

design and implement a new IP based network for the voice IP

infrastructure for AAFC/CFIA.

Technical Environment: MS Office Suite 2002, MS Word, MS Project

2000, MS PowerPoint, MS Excel, MS Access, MS Outlook 2002, Visio 2002

Professional, Lotus Notes Office/Smartsuite, Adobe Acrobat.

Citizenship and Immigration Canada (CIC), Project Manager (June 2000 to

February 2004)

Citizenship and Immigration Canada (CIC), Project Manager (June 2001

to February 2004)

Project #14: Approx. Dollar Value: Approx. $90 Million

Duration: 2 Years, 9 Months Direct Reports: Approx. 20 PMs and

7 PMO Staff

Scope of Project: Setting up PMO office and supporting approx. 20

project managers across an IP network with best project management

principles throughout the life of IM/IT projects and generated monthly

status reports to senior management tracking project status based on

the project management system Mr. Larose implemented.

Responsibilities: Mr. Larose set up the PMO office to supported

project managers with best project management principles throughout

the life of IM/IT projects and generated monthly status reports to

senior management tracking project status and provided procurement

advice. Mr. Larose designed and implemented a new PMO IP based network

supporting CIC's project managers through-out the IM/IT life cycle.

Some of the projects were Government-On-Line, Global Case Management

System, Data Warehouse, AFIS System, Secure Tracking System,

Biometrics, Peoplesoft, IT Certification & Accreditation project, e-

Client Application Status, SAP, Lost Stolen Fraudulent Documents

project, etc., on the departmental internet/intranet. Mr. Larose

developed risk/contingency plans for critical IT business services and

maintained project management related policies, procedures and

templates in conformance with EMF/PMBOK for all IMTB IM/IT projects.

He reviewed and generated all new project initiatives, business cases,

charters, schedules and project plans for content and completeness,

prior to submission to IMTB Senior Management for approval.

Mr. Larose also developed IT security procedures and templates for new

and existing systems, which included Concept of Operations, Privacy

Impact Analysis, Statement of Sensitivity and Threat & Risk Assessment

documents.

Technical Environment: MS Office Suite, MS Word, MS Project

2000/1998, MS PowerPoint, MS Excel, MS Access, MS Outlook 2002, Visio

2002 Professional, Lotus Notes Office Suite, Adobe Acrobat, SAP,

Peoplesoft, Primavera, Data Warehouse, GOL, GCMS, IT Security, Oracle,

Rational (RUP Methodology), Livelink.

Citizenship and Immigration Canada (CIC), Project Manager (March 2001

to May 2001)

Project #13: Approx. Dollar Value: $750,000

Duration: 3 Months Direct Reports: Approx. 7 PMO staff

Scope of Project: Evaluated, selected, designed, implemented, trained

and maintained a project management IP based network conforming to

project management processes and procedures running on MS Project for

IMTB and CIC stakeholders.

Responsibilities: Mr. Larose worked as a Project Manager in the

Information Management and Technologies Branch (IMTB), Project

Management Office (PMO), where he developed and maintained the IMTB

business processes and records management IP system for

internet/intranet for IT projects based on Treasury Board of Canada

Secretariat, Enhanced Management Framework (EMF), ITIL and PMBOK

standards, (Business Cases, Charters, etc.) Mr. Larose evaluated,

selected/procured, developed and implemented a Project Management

system for IMTB Project Managers in the PMO based on EMF and PMBOK

standards. A number of systems were evaluated, Primavera Teamplay,

ABT, MS Project, Livelink, etc., and due to the high costs of other

systems, MS Project was selected because of the low cost and quick

start-up time. Within 2 months a fully operational project management

system was in place, tracking IM/IT project status, generating reports

to senior management, providing earned value/performance matrix and

critical path analysis of all IM/IT projects.

Technical Environment: MS Office Suite, MS Word, MS Project

2000/1998, MS PowerPoint, MS Excel, MS Access, MS Outlook 2002, Visio

2002 Professional, Lotus Notes Office Suite, Adobe Acrobat, Livelink,

Primavera Teamplay.

Citizenship and Immigration Canada (CIC), Project Manager (June 2000

to February 2001)

Project #12: Approx. Dollar Value: $20 Million

Duration: 9 Months Direct Reports: 2 People

Scope of Project: Designed, implemented, trained and maintained a

project management IP system based on developed processes and

procedures from PMI/EMF, running on MS Project for CIC stakeholders to

implement Bill C-11 into the Department.

Responsibilities: Mr. Larose worked with the Legislative Review and

Implementation Project Management Office, where he identified,

prioritized critical services, generated implementation plans,

schedules, managed all project records and developed risk/contingency

strategies based on Parliamentary and Departmental processes to

implement Bill C-11 on the departmental internet/intranet. He met

with clients and IMTB stakeholders to map the existing business

data/information flow process and developed a new IP business network

architecture for Citizenship and Immigration Canada based on Bill C-

11. The work involved setting up and coordinating workshops with all

business organizations within the Department, collecting and managing

records/data for each business organizations, developed an

implementation plan and finally producing an integrated business

architecture based on the new legislation and future priorities at

Citizenship and Immigration Canada.

Technical Environment: MS Office Suite 2000, MS Word, MS Project

2000, MS PowerPoint, MS Excel, MS Access, MS Outlook, Visio 2000

Professional, Lotus Notes Office Suite, Adobe Acrobat, SAP,

Peoplesoft, ProCarta.

Canadian Heritage, Project Manager (January 1999 to April 2000)

Canadian Heritage, Project Manager (September 1999 to April 2000)

Project #11: Approx. Dollar Value: $2.5 Million

Duration: 8 Months Direct Reports: 3 People

Scope of Project: Evaluated, designed, implemented, trained and

maintained an IP based business continuity system based on processes

and procedures for Canadian Heritage staff during the Y2K or any

emergency event.

Responsibilities: Mr. Larose worked in the Project Management Office

developing IP based business continuity plans for Canadian Heritage,

based on input for departmental stakeholders and Treasury Board of

Canada Secretariat EMF/PMBOK/ITIL standards for Year 2000. This

involved setting up workshops and presentations with each sector,

branch, and region, analyzing and managing business records/data,

mapping Canadian Heritage's critical business functions, developing a

Departmental IP strategy, completed procurement packages, generating

and implementing business continuity plans based on critical IP

business services on the departmental internet/intranet. (Information

Management, Finance-SAP, HR-Peoplesoft, Grants & Contribution, and

Correspondence) Mr. Larose managed the development, implementation

and maintenance support of a business

continuity/contingency/resumption system to be implemented into the

Emergency Response Centre in the event of a crisis for the department.

The system ensured the department would be able to communicate with

other federal departments, stabilize the crisis and return to normal

operations as quickly as possible. The timeframes were very tight,

very little money and all work had to be managed with other federal

departments to ensure all systems would communicate during an event.

Technical Environment: MS Office Suite, MS Word, MS Project 1998, MS

PowerPoint, MS Excel, MS Access, MS Outlook, Visio, Lotus Notes Office

Suite, Adobe Acrobat, SAP, Peoplesoft, WordPerfect Suite, Corel Suite.

Canadian Heritage, Project Manager (January 1999 to August 1999)

Project #10: Approx. Dollar Value: $2.0 Million

Duration: 8 Months Direct Reports: 4 People

Scope of Project: Evaluated, designed, implemented, trained and

maintained an IP based business resumption system based on processes

and procedures from PMI/EMF, for Canadian Heritage staff during the

Y2K or any emergency event.

Responsibilities: Mr. Larose then focused his team on business

contingency/resumption plans for each sector, branch, region and

municipal agency in the Department by conducting interviews and

workshops. The IP business resumption network involved analyzing and

managing records/data, developing resumption process, training/testing

workshops, risk mitigation activities, approval of the plans, and

finally, implementation of 30 business resumption plans at Canadian

Heritage for the Emergency Response Centre on the departmental IP

internet/intranet. Business cases, project plans and schedules were

developed to ensure all milestones and earned value analysis estimates

were achieved within the requirements of the contract statement of

work and reported back to senior management during the project life

cycle.

Technical Environment: MS Office Suite, MS Word, MS Project 1998, MS

PowerPoint, MS Excel, MS Access, MS Outlook, Visio, Lotus Notes Office

Suite, Adobe Acrobat.

Health Canada, Senior Quality Assurance Specialist, (December 1998)

Project #9: Approx. Dollar Value: $30,000

Duration: 1 Month Direct Reports: None

Scope of Project: Develop a testing and certification strategy

addressing embedded systems for laboratory equipment across the

country and tracking the results in an MS Access database.

Responsibilities: Mr. Larose developed Year 2000 testing and

certification strategy for Health Canada, addressing embedded systems

for laboratory equipment. The process involved identifying;

prioritizing and managing critical business services/records, auditing

existing equipment, and then developing test plans/scripts to certify

the equipment based on critical business functions and loading the

information on the departmental internet/intranet.

Technical Environment: MS Office Suite, MS Word, MS Project 1995, MS

PowerPoint, MS Excel, MS Access, MS Outlook, Visio, Lotus Notes Office

Suite, Adobe Acrobat.

Transport Canada, Senior Quality Assurance Specialist, (September 1998 to

November 1998)

Project #8: Approx. Dollar Value: $100,000

Duration: 3 Months Direct Reports: 2 People

Scope of Project: Developed, implemented and maintained test plans

and test scripts for GWMC system on mainframe and client server

environment applications based on PMI/EMF.

Responsibilities: Mr. Larose developed and implemented Year 2000 test

plans and test scripts to evaluate/certify Government Wide Mission

Critical systems for Transport Canada. The test plans and scripts

were designed for mainframe and client server applications and loaded

on the departmental internet/intranet. The implementation plan and

testing schedule was developed, to ensure resources and time frame

estimates were correct, and all applications were tested based on

Treasury Board of Canada Secretariat's Year 2000 time frames.

Technical Environment: Oracle, MS Office Suite, MS Word, MS Project

1995, MS PowerPoint, MS Excel, MS Access, MS Outlook, Visio, Lotus

Notes Office Suite, Adobe Acrobat, VAX.

SHL - Senior Project Manager (March 1995 to August 1998)

Canadian Forces Supply System Upgrade (CFSSU), Senior Project Manager,

Software Configuration/Records Management, (November 1995 to August

1998)

Project #7: Approx. Dollar Value: $156 Million

Duration: 2 Years, 10 Months Direct Reports: 10 People

Scope of Project: The CFSSU was a project to upgrade the Canadian

Forces' 20 year-old inventory management and supply system. Based on

IP client/server technology, it provided a global computer-based

system to manage distribution, accounting, provisioning, and

replacement for all supplies to Canadian Forces' bases and units in

Canada and abroad.

Responsibilities: As Configuration/Records Project Manager, working

in the Project Management Office for the CFSSU project, Mr. Larose was

responsible for establishing and implementing IP business network on

the project IP internet/intranet for Configuration/Records Management,

Software Release Management, Requirements Traceability, Records

Management Services and Risk/Contingency planning based on PMI/ITIL

methodology for all contractual requirements. His activities included

identification/development of the functional and physical IP data

architecture of the software elements, version control of project

records/data, delivery of project information/records and reported on

project status to senior management based on risk and contingency

factors. His activities for software release and requirements

tracking, management of software release/records process, established

regression test/build environments and requirements traceability

system. Ensured all released products and code were developed/tested

against correct contractual requirements and activate contingency

plans when required.

Mr. Larose managed the project business work-flow processes,

procured/implemented an IP based IM/IT system and managed project data

during the entire software integration/development life cycle, based

on project Work Breakdown Structure, (WBS) elements. He completed

earned value analysis on his project activities and reported the

results in monthly status reports to senior management. This position

interfaced with clients via regular working group meetings with key

project stakeholders, demanding excellent communication, presentation

and management skills. Technical aspects of this position include a

comprehensive knowledge of project management, IP network design,

resource/cost estimates, records management, risk/contingency

planning, process modeling, software development, and the

testing/acceptance process within a large software development and

integration project.

Technical Environment

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