Manager Project

JIM DAVIS

Home: 519-***-**** Mobile 519-***-**** Email: ***.**.*****@*****.***

SENIOR PROGRAM / PMO MANAGER

Expertise in Technical / Financial Leadership and Project Management

Dynamic Information Systems Leader with proven customer service, program management, team building and leadership skills.

Technical knowledge and experience in Project and Program management including SDLC, e-commerce, enterprise support,

PMBOK Project Management Methodologies, business applications and system development. Ex pert in all aspects of Microsoft

Office, including Power Point and Microsoft Project. B.Sc. from the University of Waterloo in Computer Science, 1980

Highlights of Qualifications:

Repeated success and accumulated experience in leading projects, departments or services to better address the needs of

the organization, increase productivity and reflect industry best practices.

Senior Program, PMO & Project manager with experience running multimillion dollar, multiyear projects.

Detailed knowledge of IT project management specializing in project and program governance, project process

implementation and improvement, metrics, Service Level Agreements (SLA) and work flow improvements.

Budgeting, financial and business acumen.

Strong customer quality service focus.

Earned reputation as an agent of change; and as a mentor, leader and facilitator.

Proven negotiating skills in ensuring vendor services / contracts congruent with organization’s needs.

Proven excellent written, presentation and verbal communications sk ills.

EMPLOYMENT HISTORY:

2008 – Present

ARIUS SOFTWARE, Waterloo

Program Director (2008 – Present)

As Senior Program Manager am directly responsible for all aspects of Project Management and solution delivery for the

company. This includes initial RFI/RFP responses, through to delivery and handover to support. Responsible for implementing

project management processes, procedures, training, project health reporting, financial controls, resource management and

governance in an SDLC environment.

Reporting to the President, directly accountable for all client delivery, staff and financial management. Implemented new

procedures to track, monitor and adjust financial margins to ensure stable profitability. Implement new support process

models and SLAs to meet the needs of individual clients.

2006 – 2008

CGI, Waterloo / Markham / Halifax

Senior Project Consultant CGI Project Management Office (2007 – 2008)

As a Senior Member of the Project Management Office for the GTA Division of CGI; manage the monthly Engagement Service

Project reporting for a total of $73 million in client initiatives. Accountable for ensuring that Project Director reporting and plans

are accurate, plans are concise and that any “move to green” mitigation plans are supported and attainable.

Directly responsible for the implementation of a standard SDLC methodology across the Division includes common processes,

procedures, documentation and templates. Also included is the over all training, governance and audit of the methodo logy. with the intent

to decrease project costs, increase capability of project health checks / audits, protect CGI interests through the existence of

standardized client project documentation, support ISO and CMMI (Capability Management Model, IT) compli ance and enhance ability to

effectively utilize a truly global delivery mechanism

Senior Project Consultant, Economical Insurance, Personal Lines Re-Hosting (PLR) Property Project (2007)

As the Program Manager for the Property Project within Economical’s PLR initiative, managed 27 CGI and 6 Economical staff during the

Business Requirements, System Design and Test Case Definition phases.

Developed and presented an optimization process which streamlined and expedited delivery of the enterprise application. T hese changes

were incorporated by the client, shortening this phase of the project by six months.

Program / PMO Manager, Manulife HealthPro, Benefit and Claims Administration System (2006 - 2007)

As Program Manager of Manulife’s HealthPro Project Managemen t Office, lead and support various aspects of the project to ensure the

Maritime Life application is at operation readiness, and functionally enhanced to accept the Manulife Financial Group Benefit s’ block of

business. This includes acting as Project and P rogram Manager during project start up, and in support of staff transition.

Accountable for initiating a PMO in Waterloo, including staff recruiting, processes, procedures and governance models in supp ort of the

program.

Responsible for resource managemen t of 62 application development and support staff in Waterloo, Halifax and Bangalore, India.

Developed detailed release plan, including Program Plan, schedule, detailed WBS and resource plan for all staff in Waterloo, Halifax and

Bangalore, India.

2004 – 2006

SUN LIFE FINANCIAL, Waterloo / Toronto

Director IT Organizational Effectiveness / Program Manager E-Business, Group Benefits (2005 - 2006)

As Director of OE for Group Benefits IT Division, managed, and was accountable for, best practices in su pport of Project

Management, Systems Quality Assurance, Baseline Support, Business Systems Analysis and Project Portfolio Management;

managed teams of senior ASP and Java developers; was responsible for Group Benefits Plan Sponsor Services Program (PSS)

e-business system enhancements and initiatives; and directly accountable for all project budgets.

Initiated and project managed the implementation of a Project Portfolio Management System that tracks and manages all aspects of

Project Management in GBIT for 176 separate projects, totaling over 45 Million dollars P.A. in internal effort.

Manage staff and projects related to the administration systems for Group Benefits e -business systems’ development life cycle (SDLC),

including: business partner relationship ; business requirements gathering; Technical and User Acceptance Testing (TAT / UAT);

implementation and knowledge transfer to steady state support.

Senior Program Consultant (2004)

Responsible for project development and management of the Sun Life Finan cial Canadian Division Business Continuity Project. A multi -

year project, this included all aspects of Business Continuity from initial response through to return to normal, including g ap analysis and

situational readiness.

Successfully managed and implem ented the Integrated Health Marketing Plan for Individual Life Division, including all advertising, sales

conference integration and WEB enhancements.

2001 – 2004

WORKPLACE SAFETY & INSURANCE BOARD OF ONTARIO, Toronto

Director, IS Customer Care & Vendor Relations Practice Lead (2003 - 2004)

Managed four senior team leaders, 93 staff. Directly accountable for the department’s budget, totaling $13 million in annual expenditures.

Successfully developed and implemented a strategy that brought together services to form a customer advocacy group in Information

Services, comprising Customer Relationship Management, Service Level Management, Call Centre Management, SDLC, Change

Management, Incident Management, Metrics, and Vendor Management.

Instrumental in combining above-mentioned departments in the creation and support of Service Level Agreements (SLA) between IS,

vendors and the business community including, balanced scorecard. This included stewardship of all contractual agreements and audits

via monthly reports with supporting financial, incident and transaction metrics.

Manager & Practice Leader, IS Vendor Relations (2001-2003)

Managed five senior subject matter experts and 65 staff, for such services as Call Centre, break -fix, desk side support, image build, software

distribution and other vendor supplied strategic services. Directly accountable for the department’s budget, totaling $ 11 .5 million in annual

expenditures, and for managing the IS contract portfolio, totaling $400 million in face value.

Created a department within Information Services to manage all out -sourced IT services and document Service Level Agreements (SLA)

to attain maximum strategic value.

Initiated the implementation of vendor service audits, SDLC standards on vendor builds. vendor scorecard, metrics and monitors,

ensuring contractual compliance. Also initiated a change in vendor -delivered services from one of contractual compliance to that of

service delivery where appropriate.

Instrumental in increasing customer satisfaction index for vendor-delivered services (IBM) from 65 to 95 (results based on statistics from

an independent external auditing firm).

MANULIFE FINANCIAL, Waterloo / Toronto 1987-2001

Senior Project Manager & Manager Desk Top Solutions (2001)

Managed Desk Top Solutions Department responsible for all Lotus Notes, MS Access and MS Office development, achieving first -ever

development standards (SDLC) including those applications for Client Relationship Management systems (CRM), vendor partnersh ip with

Metafore, SQA, application support, documentation and engagement procedure.

Successfully managed various projects, including Product Implementation Team, Manuscript Volumes Project, ESI Conversion and shut-

down of Pay Direct Drug System.

Director, IS Contract and Vendor Management (1998-2001)

Created a new vendor relations department within Information Services to negotiate all contracts, document Service Level Agre ements

(SLAs) and support and foster the use of vendor -delivered solutions, ensuring they maximized Manulife Financial’s global IS purchasing

power and included all legal protections. Directly accountable for the department’s budget, totaling $1.2 million in annual expenditures;

ensured that costs reflected a favorable ROI on savings and / or services rendered by vendor community.

Redesigned the IS invoice payment process, eliminating late payment charges of $170,000 p.a., reducing head count by three an d

increasing knowledge of vendor spending patterns.

Drove the implementation of a contract database for vendor service consolidation, to realize maximum benefit from vendor expenditure

and proactive contract negotiation.

Negotiated savings in 2000 in excess of $4.8 million.

North American Distribution Services Director (1992-1998)

Planned and created a seamless and cost-effective document management and distribution network, comprising records management,

imaging services, Electronic Print On Demand (EPOD), mainframe print, reprographics, forms inventory and travel services, to meet the

diverse needs of users across North America. Managed 125 staff, in seven departments in four locations, including Toronto. Directly

accountable for the department’s two budgets, totaling $18 million in annual expenditures, keeping costs flat despite increas ing volumes.

Managed five AMX travel service staff and 18 Xerox staff.

Kept abreast of new products, services and technologies offered by the vendor community to ensure their optimum competitive u se within

the organization.

Negotiated, implemented and maintained all vendor contracts and RFP processes relative to the department’s functions, maximizing

service deliverables and controlling costs.

Introduced metrics, productivity initiatives and process re -engineering, which resulted in flat costs during a time of unprecedented growth

and merger activity.

Manulife Financial, Manager, Technical Facilities Support 1987-1992

DIGITAL BUSINESS COMPUTERS, Manager, Customer Care 1986-1987

J.M. SCHNEIDERS INC., Information Centre Manager 1984-1986

CONESTOGA COLLEGE, Teacher 1984-1990

J.M. SCHNEIDERS INC., Supervisor, Computer Operations 1981-1984

EDUCATION & PROFESSIONAL DEVELOPMENT

B.Sc. Computer Science, University Of Waterloo Management Training Program Various PMI PM courses

Advanced Project Management E-Commerce Concepts Effective Performance Appraisals

Effective Business Writing Advanced Budgeting All OH&S Programs

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