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Project Management

Location:
Brossard, QC, Canada
Posted:
January 24, 2013

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Resume:

Pauline Barriere, M.A.Sc. Home: 450-***-****

****, *** ********* ****** ******** (Quebec) J4Z 3S8 Mobile: 514-***-****

E-mail: abqdv3@r.postjobfree.com

CAREER OBJECTIVE

To be part of a management team in order to provide the clients (i.e. internal and external) with technological solutions to enable their business objectives, operational processes and information requirements.

SUMMARYProgressive evolution within Information Technologies area (i.e. from support analyst, to managers and to director positions) in large international organizations.Significant realizations in managing successfully multi-disciplinary teams assigned to innovative programs / projects resulting in major impacts on business and operational processes.Recognized as a results oriented leader, as well as a structured and organized individual, favouring common sense, customer respect and team work.

CAREER HISTORY

Consultation Pauline Barriere Inc – Consultant independent 2002 - 2011

Has performed for clients-organizations consulting mandates: strategic initiative start-up, complex project management and high level assignments.

Mont r gie Healthcare and Social Services Agency Authority:Collaborated to the regional Electronic Medical Record (EMR) start-up (value: 72 M $ / 12 000 clinical users): shaped the vision, structured the approach, prepared the EMR Committee work meetings as well as the documentation, led the request for quotation process to carry on the next steps (i.e. Business plan and Detailed analysis). This initiative contributed to the launch of a structured project to deploy a complex clinical system within all the healthcare centers.Prepared the business case to optimize clinical processes with the regional Pharmacy system deployment – which provided management with the project information scope and costing.Prepared the business case to justify the Regional Project Management Office which provided management with the scope and costing.Produced the Dossier de Sant du Qu bec (DSQ – Electronic Health Record) regional project assessment which provided Agency Authority management with the information pertaining to the works to be completed in order to deploy the provincial DSQ.Planned and organized the major projects pertaining to the 2010-2012 IT Master Plan, this provided IT management with a structured approach to deliver IT projects.

Consultation Pauline Barriere Inc (continued)

Montreal Healthcare and Social Services Agency Authority:Prepared the 2010-2015 I.T. Regional Strategic Plan to justify the projects portfolio (financial value: + 500 M $) to be deployed within the healthcare centers. This Plan demonstrated the technology projects alignment in support to the Agency Authority’s Strategic Plan priorities.Initiated the regional Electronic Heath Record (Dossier de Sant du Qu bec) in the Montreal region: prepared and documented the planning approach for the deployment into 89 health centers to 30 280 clinical users. These results contributed to provide the regional healthcare centers and Agency Authority with a structured approach to conduct this major initiative.

RailPower Technologies Corp:

[Manufacturing organization (hybrid locomotives) – public company with capital shares owned by former Bombardier executives]

Acted as the Chief Information Officer. Provided the organization with a clear vision and a structured roadmap to acquire, integrate and deploy technological solutions.

Managed the I.T. department including provision of projects, services and operations. Ensured I.T. maintenance and support (i.e. legacy systems and equipments). Planned and organized major projects:Enterprise Resources Planning (ERP: Oracle eBusiness Suite) and Product Lifecycle Management (PLM: Siemens Team Center) to support business information requirements;Accounting chart migration and Financial system servers migration;C-198 and Sarbanes-Oxley regulations compliance;Improvement of the Bill of Material;

CGI Group:

Prepared a study opportunity in order to deploy a new technological solution enabling an improved billing process for the outsourcing services provided to large clients-organizations. This study had to consider the existing manual billing process, systems in place, as well as the SOX regulation. All in all, the produced deliverable provided executive management with the program scope and costing information.

Air Transat:Conducted a study and managed a program to optimize utilization of the telecommunications and messaging services used by more than 50 operational sites (i.e. airports) worldwide: Managed the implementation of significant changes (i.e. operational processes and technological infrastructure) – this leading to a 42 % total cost reduction.Managed a project to acquire, implement and support the required technological infrastructure to record the operational communications (i.e. telephone and VHF communications) in order to comply with the Air Transport regulation.Managed a project to deploy a seat selection application to be utilized by a Transat subsidiary located in The Netherlands (including the help desk processes to support the system according to users’ spoken languages and time zone) – this initiative generated a 6 M $ revenue increase.Managed an Opportunity Study project to implement the eTicketing, in order to comply with the International Air Transport Association (IATA) regulation.

Consultation Pauline Barriere Inc (continued)

Molson Inc.:

Managed I.T. projects, as well as systems maintenance in order to support business functions (i.e. Finance, Sales & Marketing, Human Resources, Legal Affairs and Public Relations).Improved quality of information disseminated to Molson employees in the new Intranet (i.e. portal) implementation management.Contributed to the success of the benefits management outsourcing project, by managing the development and implementation of HR systems utilized by employees, HR function and external suppliers.Reduced IT maintenance costs in grouping multiple requests into single system version deployment.

Laurentian Bank of Canada:

Managed Web integrated application development projects dealing with the user community, as well as the service providers responsible for the applications development and administration of the IT infrastructure.

Monitored and ensured service compliance to SLA in terms of timeliness, cost and quality.Reduced operational processes cycle with the technological solutions deployment for commercial credit;Improved Project Management Office practices in reviewing outsourcer involvement and in introducing a new tool to collect project(s) information.

SITA (Soci t d’Informatique et de T l communications A ronautiques) 2001

Director, Infrastructure and Operations - Position aboslished at the end of 2001.

Managed maintenance and support services to users located in 31 cities on 5 continents: messaging, groupware tools (i.e. databases and discussion forums) and document management tools.Planned and organized a 4 M $ project to implement a new messaging & groupware infrastructure;Promoted and managed pilot project of an instant messaging and web conferencing center environment (0.5 M $ financial investment realized in 3 months);Involved in the I.T. process improvement in standardizing activities to comply with ITIL.

IBM Canada Ltd (Lotus Division) 1999 – 2001

Director (acting as the Director Professional Services for Eastern Canada)

Promoted services, sold and managed support and consulting mandates, as well as delivered customer results.

Managed technical and non-technical customer teams as well as IBM cross-functional consultants teams assigned to programs / projects such as: application design & deployment, technical infrastructure activities, environment migrations, groupware tools and document management systems implementations.For all programs/projects managed, met and/or exceeded all objectives (i.e. cost, quality and timing), which maintained or improved customer satisfaction level.For some major accounts, increased significantly the accounts value by identifying opportunities, proposing and implementing business solutions to improve client operational processes and reduce costs.

Bombardier Transportation 1996 – 1999

Director Information Systems & Technologies – Planning & Control

Managed I.S. & I.T. strategic and operational planning, as well as the global I.T. Architecture Plan.

Planned and controlled projects (budget: 51 M $) in 16 operational sites (Europe, North America and Asia divisions).

Promoted and managed successfully major I.T. projects (+ 3 M $): Technological migration (Macintosh to PC), Year 2000 Program, Product Lifecycle Management, Standardization of the Vehicle Maintenance systems – this, in involving multidisciplinary teams in different locations.

Reduced by 25% I.T. budgets in standardizing I.T. management practices and infrastructures of new companies being acquired by Bombardier:

Structured I.T. practices in implementing Project Management Office concepts and a Performance Management system.

Formalized communications with Executive Management resulting in improved management sponsorship of major projects and annual budget justification.

Pauline Barriere Inc – Independent Consultant 1993 – 1996

Has performed for clients-organizations consulting mandates: strategic initiatives start-up and complex projects management.

Telebec Limited (teaming with Deloitte & Touche):

Recommended enhanced processes and new financial systems architecture (i.e. migration toward new financial software) resulting in a delay reduction to produce financial reports and generating a further 20% saving on the systems migration.

Bell Canada - Expertech Network Builders (teaming with Deloitte & Touche):

Participated in subsidiary operation start-up and recommended streamlined processes for operational activities (i.e. cable, fiber optic and equipment installation) leading to a 20% cost reduction, with a production capacity increase of 25%.

National Bank of Canada (teaming with McKinsey & Company):Prepared business case for TelNat Calls Center and demonstrated benefits through pilot-project realization.Managed teams of 30 individuals (technical and non-technical) assigned to different programs leading to a major reorganization of the operational processes.Managed implementation and established profitability of Banking Administrative pilot-center, as well as managed 2 other Center start-up based on new operational model.

Bombardier Transportation:Managed a major project aimed at documenting the manufacturing organization in terms of principles, processes and information systems: the documentation delivery has been translated into 7 languages – resulting in overall delay reduction to integrate new companies acquired by Bombardier and to reform their manufacturing organization, leading to significant cost reductions.Restructured the I.T. function (further to new company acquisitions) by centralizing systems development and help desks, generating a 45% reduction in I.T. budgets.

Alcan Aluminium (Smelters and Chemical Division) 1989 – 1993

Project Manager (projects value: 1 to 10 M $), Information Technologies Managed a system implementation for Training management, which reduced the 3.5 M $ annual budget by 49%.Implemented methodologies, in the I.T. function, to manage projects and to develop systems, resulting in practice standardization.Assisted the I.T. Directors in coaching project managers: project performance reviews (i.e. activities, quality, cost and delays control, as well as customer satisfaction), this resulting in overall I.T. services improvements.Alcan representative member on the DMR Macroscope Project work group (Productivity Plus methodology evolution).

CGI Group Inc. 1984 – 1989

Consultant and Manager

Performed mandates for clients, managed consultant teams on an administrative basis, and maintained business relationship with clients.Ministry of Justice, Government of Quebec: implemented micro-computing.International Development Canadian Agency, Government of Canada: prepared a feasibility study for messaging environment implementation.Molson Brewery: recommended a successful approach to implement micro-computing within the organization’s business functions.

Workmen Compensation Board 1980 – 1983

Systems Analyst, Systems & Methods DirectionParticipated in the development of a legal documentation research system (a world’s first).

EDUCATIONMaster in Applied Sciences (M.A.Sc.) with 2 honor mentions

Specialization: Information Systems & Technologies

Thesis: Reengineering in Today’s Air Transport Industry

University of Quebec at MontrealBachelor in Business Administration (minor in Computer Sciences)

University of Quebec at Montreal

INTERESTSInnovation through process improvement and state-of-the-art technologies usageMember of the Project Management Institute (PMI) – Montreal ChapterBoard observer member – Hospital Charles-Lemoyne (2009 to 2010)

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