Douglas A. Wardle MBA, PMP

604-***-**** • ac0ge4@r.postjobfree.com • linkedin.com/in/douglaswardle

Burnaby, BC, V5A 4E5, Canada

Business Architect and Systems Project / Program Manager

Organizational Change and Transformation Management

Program and Project Management

Business Architect

Enterprise System Implementation

& Sustainment

Project, Program and Portfolio Office Management

Globally experienced technology leadership professional with an extensive background managing large-scale, international SAP ERP, CRM, Maximo EAM/CMMS, ITSM, ECM, and COTS programs / projects. Passionate about leveraging leading-edge technology to position organizations for success – delivering systems that improve efficiency, enhance user experience, and provide the foundation for aggressive growth.

PROFESSIONAL PROFILE

View technical and business challenges as opportunities to deliver innovative solutions and exceed expectations. Managed complex technology programs and projects – including implementation of distributed, integrated, and best-of-breed enterprise solutions – within the public and private sector.

Trusted Resource – Serve as and key strategist and member of the leadership team during times of change and growth. Served as a project advisor and technical change consultant to senior and executive leaders, work with stakeholders to establish the vision and target for enterprise change caused by major technology initiatives.

Cultivate support by building a shared understanding of complex solutions and presenting clear visions of success. Negotiated – as a representative of Canadian Dept. of Foreign Affairs – to protect the interests and legal rights of Canadian companies and citizens.

PROFESSIONAL EXPERIENCE

Naviatica International, Inc., Canada & USA

February 2002- Present

Enterprise Architect, Program & Project Management Consultant

Deliver program and project management for implementation and sustainment of enterprise systems.

Provide advice and guidance to executives & senior managers for the implementation, operational support, and sustainment of enterprise solutions.

Negotiate for, and manage, project team resources and stakeholders in matrix organizational structures.

Direct strategic business process re-engineering and performance measurement initiatives.

Responsible for project planning, staffing, budget and control, project finance, scope management and control, issue and risk management, organizational change, and quality management.

Utilize methodologies including SDLC, PMBOK, ASAP, Waterfall, Agile, SMART, Prosci/ADKAR & Earned Value.

Coordinate cross-functional teams to control scope, approach, assumptions, dependencies, risk and budget.

Manage professional resources to provide operational support for management information systems.

Determine system & enterprise architecture, design & infrastructure, technology stack.

Implement and manage enterprise program, project and project portfolio management office.

Define and implement solutions for corporate Governance, Risk and Compliance.

Coordinate the work of onshore & offshore functional and technical consultants.

Develop and implement sustainable project and program management processes.

Communicate to lines of functional business units and matrix project teams, gather customer/user inputs, and prepare executive summaries and program / project briefs to stakeholders.

Vendor / Tool Analysis: Lead the evaluation of software vendors targeted for systems integration. Lead end-to-end RFP / RFQ / RFI process including vendor selection and contract negotiation.

Clients & Engagements

1.Tahltan Nation Development Corp., BC, February 2016 – March 2017. On-demand project and financial management services. Draft business case and core planning to establish a fiber optic infrastructure.

Specific Decisions, Actions and Results: Developed financial model for the unique business requirements of a First Nations owned and operated corporate entity.

2.Fraser Health Authority, Health Sector, Vancouver, BC, Canada. September 2015 – January 2016. Project Manager. Defined implementation strategy for IBM Tririga Capital Projects. Created Project Charter, Budget Estimates, Statements of Work, Project Schedule, Scope Documents, Governance.

Specific Decisions, Actions and Results: Analyzed project budget and recommended an alternative implementation plan that resulted in the existing budget of $1.2MM, which had been earmarked for only the system integrator technical resources, to adequately cover the costs of non-technical resources including organizational change, communications, and business analysts, in addition to utilization of independent technical professional resources, resulting in the ability to deliver the project within existing budget constraints. Effectively utilized MS SharePoint for project and operational system documentation.

3.City of Ottawa, ON, Canada. Public Sector, November 2014 – September 2015. Technical Project Manager, SAP HCM/Maximo Payroll & Materials Integration using web services and mobile work management devices, managed organizational change and training for 125 users.

Specific Decisions, Actions and Results: Developed detailed and precise business requirements that resulted in a quality technical design that clearly established integrated system functionality. Utilized Oracle Enterprise Service Bus to take advantage of SOA & web services rather than the Maximo Enterprise Adaptor.

4.Aruba Networks, CA, USA. July – November 2014. Technology Sector. Project Manager, SAP Revenue Management System implementation, Order to Cash Management (FICO and SD Modules).

Specific Decisions, Actions and Results: Approximately three months into the project, the client decided to restructure and outsource SAP operations and gave termination notice to its full-time SAP resources, some of whom were assigned to the project. Despite this significant demoralizing decision, the project was completed on schedule by effectively counselling and motivating employees to complete the work.

5.VSP Global, Health Insurance Sector, CA, USA. March - May 2014. Project Manager, SAP implementation cutover from legacy systems, including integrated portals, associated with global roll-out. Utilize ASAP and Agile methodology. Specific Decisions, Actions and Results: Mr. Wardle was on-boarded to the project at a late date requiring extra time and effort to formulate a project plan and cut-over strategy. The cutover plan including over 500 tasks, and planning required a granular analysis of the client’s SAP system functionality and coordination with web portal development to deliver the cut-over to production on schedule.

6.Chevron Corporation, Energy Sector/Oil & Gas, CA, USA. February 2013 – January 2014. Program & Change Manager, Maintenance and Reliability Program for Chevron Downstream Manufacturing. Utilize Chevron CPDEP methodology for the implementation of integrated asset, financial and supply chain management system consisting of Maximo, Meridium APM, SAP, & Ariba for seven refineries in USA, Canada & South Africa. Managed organizational change, governance and business process reengineering to ensure managers & system users utilized unified and optimized work flows. Ten consultants, US$2MM budget.

Specific Decisions, Actions and Results: Utilized organizational change management strategies, negotiated and presented business benefits of using optimized and unified business processes for seven refineries that were managed according to unique operating environments. Mapped the integration between the Meridium APM reliability management system and IBM Maximo asset management system to provide traceable and auditable work management, that could potentially prevent catastrophic incidents similar to those which previously occurred at the Richmond, CA, refinery between 1989 and 2010.

7.SaskPower, Energy Sector/Utilities, Regina, Saskatchewan, Canada, Provincial Electrical Utility. May – December, 2012. Program Manager for Schedule & Dispatch program. Implementation of Click Software for workforce and asset management, integration to SAP (FI/CO, PM), implement mobile devices. Managed organizational change, governance and training for user base of 500 employees. $28MM, 20 Consultants.

Specific Decisions, Actions and Results: Mr. Wardle was the fourth consecutive program manager engaged to deliver the work. This was due to significant organizational change issues and unproductive / inefficient working relationships between the business and technical project team members. He resolved this issue through reorganization of the project team structure and receiving confirmation of his authority. System configuration and project scope / schedule were revised to include a series of Agile project methodology delivery of functionality that provided quick-wins for effective system adoption and organizational change.

8.Clark County Government, Department of Aviation, Public Sector, Las Vegas, Nevada. February 2005 – January 2012. Program & project manager, enterprise architect and organizational change manager for Enterprise Systems. Managed implementation of SAP ISPS (FM, FICO, MM, HCM/Payroll, GRC & ECC 5 to ECC 6 upgrade), PROPworks, Kronos (Time & Attendance), EMC Documentum and IBM Maximo EAM & ITSM including mobile devices to provide an integrated, best-of-breed enterprise solution providing supply chain, financial, budget, revenue and human capital management functionality. Managed strategic management projects including Business Process Re-engineering, Balanced Scorecard and Records Management for Legal Compliance projects. Provide advice and guidance to senior/executive management on project implementation, program and project governance, business processes, system design & technical management, service levels, user training & support. Manage and coordinate the engagement of third-party software, system integration companies and consultants providing application, technical implementation and post-implementation support and sustainment. Managed organizational change including training development and delivery for unionized employees. Member of the Enterprise System Steering Committee and Change Management Board. Drafted RFP, led review and vendor responses for contract award. Budget US$65MM, 45 Consultants.

Specific Decisions, Actions and Results: Mr. Wardle was initially engaged for a short-term assignment to provide analysis and guidance on CCDOA utilization of an ERP system. Based on his performance, the client relationship flourished and the engagement became a multi-year program for which he assumed program management responsibility. He architected the integrated system to provide the unique profit-center accounting, financial, human resource, and asset management functionality required to operate one of the busiest airports in the USA (McCarran International Airport). In addition to managing the software vendor and system integrator engagements, he provided consultants directly contracted through his company to provide sustainment, training, technical, configuration and integration services. He represented CCDOA executive management on project issues regarding the coordination and cooperation of Clark County municipal government including the Board of County Commissioners.

9.Program Management for private company bid to provide emergency power systems to Government of Afghanistan, February – November 2004.

Specific Decisions, Actions and Results: Project terminated due to unsupported funding from international organizations. It provided a unique opportunity to understand the development of business case and funding applications to international organizations such as the World Bank, USAID and CIDA.

10.Hewlett Packard Canada, Technology Sector, November 2002 – December 2003. Project management for hosted SAP R/3 systems, including HP internal supply chain systems. Managed the technical infrastructure for an IDX Carecast system for Vancouver Coastal Health Authority.

Specific Decisions, Actions and Results: Successful hosting of SAP systems supporting very complex supply chains. Coordinated services from multiple business units in North America.

11.Canadian Standards Association, Services Sector February - November 2002. Project management for implementation of a VeriSign PKI system.

Specific Decisions, Actions and Results: Developed business case to facilitate decisions to utilize certificate authority services (Verisign), or implement the PKI system using the CSA as its own certificate authority: economics facilitated decision to use third party services. Developed the business processes required to effectively utilize system functionality.

Selected Achievements

Implemented & Managed Enterprise Systems. Managed technological and organizational change. Strong commitment to delivering implementation projects within constraints. Results: Continuous improvement of client productivity, integrated business processes, communication and strategic information.

Developed the Vision and Strategy to initiate, plan, execute and control complex, enterprise system implementation programs, critically reviewing and advocating the utilization of strategic management methods and tools, ensuring that enterprise systems were aligned with client business requirements.

Developed program methodology to manage and control concurrent system implementation and strategic management initiatives.

Planned annual budgets, human resource utilization and management priorities. Accomplished strategic planning by coordinating program management; analyzing economic trends, interpreting and implementing policy. Results: Met and exceeded operational targets.

Coordinated the establishment of business-driven enterprise program management offices to ensure client strategic and operational requirements drove development and productive use of enterprise systems.

Developed effective partnerships with third-party software vendors and system integrators to provide business solutions for clients.

Siemens Business Services, Mississauga, Ontario, Canada, (now Atos Origin S.A.) August 1998 – February 2002

Senior Project Manager for SAP Implementation, Application Management, Data Centre Services and Post Implementation Support/Enhancement services.

Direct multiple SAP implementation projects & managed services accounts.

Direct the project management office. Manage teams of technical & implementation consultants, network engineers and project managers to deliver system implementation, post-implementation support and data-center managed services.

Managed organizational change associated with the implementation of mission-critical systems.

Define governance, project scope, goals and deliverables that support business goals in collaboration with senior management and stakeholders.

Develop full-scale project plans and associated management documents. Estimate the resources and participants needed to achieve project goals.

Effectively communicate project expectations to team members and stakeholders.

Draft and submit budget proposals, and recommend subsequent budget variances.

Identify and resolve issues and conflicts within the project team.

Identify, plan and manage project dependencies, critical path, schedule project timelines and milestones.

Develop and deliver progress reports, proposals, requirements documentation, and presentations.

Negotiate and finalize service level agreements and consulting services contracts, manage customer accounts.

Prepare and deliver sales presentations, draft submissions to Requests for Information (RFI), Proposal (RFP), and Quotation (RFQ), provide pre-sales & sales support.

Analyze new technology and systems to identify service offerings.

Selected Clients & Engagements

12.Manufacturers Services Ltd, Boston, MA. Manufacturing Sector. April 2000 - Jan 2002. SAP R/3 Implementation (FICO, SD, MM, WM, IM), data center managed services, post-implementation support and enhancements. Budget $25MM, 40 SBS consultants.

13.Canadian International Development Agency. Public Sector. September 1998 – December 2001. SAP R/3 implementation. Modules: HCM, FICO, FM, PS. $12MM budget, 25 Siemens consultants.

14.Carpenter Co. Manufacturing Sector. May 1999 – December 2001. SAP R/3 Global Implementation, data center managed services, post-implementation support and enhancements. Budget $40MM, 50 consultants

15.Data Centre Managed Services, SAP application hosting and technical support for: Siemens Automotive, DMAX, Continental General Tire, Bentler Co., Siemens Nixdorf, and Siemens Business Services.

Selected Achievements

The profitable operation of Siemens Business Services: exceeded annual revenue target by 200%. Performance: “He performed admirably, managing projects and resources for several difficult customers. With his rich background, he brings our project management and customer service capabilities to a new level.”

Developed the methodology to engage new clients, implement project delivery, and transition clients to sustainable operations.

Global Affairs Canada March 1997 – August 1998

Global SAP R/3 Implementation Project

Subject matter expert for international operations, contributed to Project Planning, Scope, Vision and Target. Developed cost center structure and cost accounting processes. Analyzed client requirements, provided consulting services, developed training programs and instructed end-users. System supports approximately 4000 users at headquarters and Canadian diplomatic missions abroad. Budget: $16MM. Project comprised of 80 DFAIT employees, integration partner and independent consultants.

EDUCATION & PROFESSIONAL DEVELOPMENT

Master of Business Administration (Graduate Honors). Dual Specialization in Finance, Accounting & Strategic Management, Regis University, Denver, December 30, 2010

Bachelor of Science (Magna Cum Laude), Business Administration, Management Major, Finance Minor, Regis University, Denver, August 29, 2008

Masters Certificate in Project Management, York University, Toronto, February 21, 2002

Project Management Institute – Project Management Professional (PMP) #1255769, May 8, 2009.

SAP training: Financial & Accounting Management, Cost Management and Controlling, Overhead Cost Controlling, Implementation Planning

Other Technical Training: Network, Relational Database, E-commerce and Internet

Proficient with Microsoft Office, MS Project & Project Server, CA Clarity, MS Visio, SharePoint, HP PPM & HPQC, SAP and other management information applications

Knowledgeable of enterprise architecture and integration techniques.

Government of Canada Merit Award for the Global Affairs Canada SAP Implementation Project

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