Management Project

Clifford J. Canavan CURRICULUM VITAE

Home Phone: 905-***-****

E-Mail Address: **********@*****.***

CAREER OBJECTIVE:

As a senior level information technology professional with experience across many industry sectors, my commitment is to the successful application of the appropriate strategic technology solutions to address the current and future business vision of an organization.

EXPERIENCE:

Scotiabank

Senior Delivery Manager (contract position) Aug. 2015 – Nov. 2016

The Delivery Manager is responsible for the research, analysis and definition of detailed business/systems requirements to resolve complex business issues while ensuring excellent customer experience for multiple business partners. This includes acting as the Project / Program manager or managing multiple small to medium projects, participating and/or managing specific sections of large projects and providing ongoing support and advisory services.

Solid business analysis or project management experience with the ability to manage multiple projects with changing priorities within tight timeframes is required for this position. To be successful, the individual must thrive on challenge, be proactive, eager to learn, and be attentive to detail. Current responsibilities include:

Independently resolve complex, multifaceted issues to meet the business needs of our clients. This involves leading and/or participating in the gathering of requirements, investigation and research into the current state for identified business issues, design of solutions and future state processes to resolve identified business issues and the definition of current and future state workflows.

Lead or Participate in any/all stages of the project lifecycle including: Acting as Subject Matter Expert, Banking Solutions or IT&S Lead, or Project/Program Manager, managing individual and project deliverables/scope/timelines, documenting or providing input into the Business case, performing root cause analysis, preparing detailed proposal documents, reviewing and/or participating in the development and execution of test cases, developing conversion activities, managing pilots, proofs-of-concepts and staged implementation activities and project implementation and post-implementation support. Worked extensively with the Data Warehouse group for the implementation of a BI component of a medium sized project relating to wealth management.

Lead and/or participate in the development of communications required as a result of system implementations, including: creating / updating existing documentation, development of new training, and development of EO.

Compugen Inc.

National Director, Program Management Office (PMO) Jan. 4, 2010 – Nov. 1, 2014

Responsible for all facets of the PMO nationally. Through the establishment of a national governance model, support and execution on client projects both externally and internally. Charges with the management of a staff of 5 Project Portfolio Managers; 15 PM’s, 4 Project Coordinators and 5 Business Architects. Current responsibilities include:

Revenue generation and profitability based on healthy margin and growth.

Bottom line in terms of salaries and internal costs as compared to revenue growth and profitability

Management of staff: payroll, bonus model, performance and review

Profitability overall of division.

Establishment of a comprehensive program/project management governance model implemented for all project activities

Established and maintain a forecasting model to facilitate planning activities relating to resourcing, capital expenditure planning and overall program management.

Responsible for the program management for all aspects of currently in flight projects. (i.e. client management, resource assignment, schedule tracking, budgeting). Performed Chief Architect for a DW environment for several clients.

Responsible for the presentation of program status on all projects to the client and Compugen executive.

Responsible for coordination of program office rigours and methods across the enterprise.

As a member of the senior management team, ensure coordination and management of all resources (human & technical) relating to project activities and Business as Usual (BAU).

HP Enterprise Services (formerly EDS Canada)

Senior Director, Program Management Office Sept. 07 – Dec. 31, 2009

Accomplishments/Responsibilities

Establishment of a comprehensive program/project management governance model implemented for all project activities related to the CIBC Account.

Established and maintain a forecasting model to facilitate planning activities relating to resourcing, capital expenditure planning and overall program management.

Management of PMO staff from a career perspective (44 permanent staff). Contractors additional to this compliment (average 8-10).

Management of an overall budget (year over year) of $38 million. This includes operating as well as Project budgets.

Program Managed to successful completion the major transition projects related the HR function of CIBC. (i.e. systems transitioned: myHR, 3 Peoplesoft instancances; Recruiting system; Learning Connect and DW/BI environment). Overall budget of $28 million for all transition projects.

Responsible for the program management for all aspects of currently in flight projects. (i.e. client management, resource assignment, schedule tracking, budgeting).

Programmed Managed a DW implementation and maintained this environment going forward.

Responsible for the presentation of program status on all projects to the client and EDS executive.

Responsible for coordination of program office rigours and methods across the enterprise.

As a senior member of the account management team, ensure coordination and management of all resources (human & technical) relating to project activities and Business as Usual (BAU).

Hewitt Associates (Canada)

Director, Program Management Office August 05-Sept. 07

Accomplishments/Responsibilities

Establishment of a comprehensive program/project management governance model implemented for all project activities related to the Bank of Montreal Account.

Program Managed to successful completion the major transition projects related the HR function of BMO. (i.e. systems transitioned: myHR, 3 Peoplesoft instancances; Recruiting system; Learning Connect). Overall budget of $42 million for all transition projects. \

Established a successful DW working environment relating to HR lookup and analysis.

Established a team of Senior Project Managers to address the ongoing workload of projects identified both externally from the Bank and internally.

Delivered on schedule and within budget, 24 projects of varying size & complexity.

Established and maintain a forecasting model to facilitate planning activities relating to resourcing, capital expenditure planning and overall program management.

Management of PMO staff from a career perspective.

Responsible for the program management for all aspects of currently in flight projects. (i.e. client management, resource assignment, schedule tracking, budgeting). Budget for projects in excess of $25 million.

Responsible for the presentation of program status on all projects to the client and Hewitt executive.

Responsible for coordination of program office rigours and methods across the enterprise.

As a senior member of the account management team, ensure coordination and management of all resources (human & technical) relating to project activities and Business as Usual (BAU).

Independent Consultant June 02-Aug. 05

Mar. 03– July 05 Program Management activities for an IT consulting & placement firm, performed a total company marketing re-branding process. This includes the establishment of a new company strategies, internal processes, external image, and the development of a new Web-page reflecting the new branding strategies. Also, performed staff management mentoring and responded to several Request For Proposals.

June 02-Feb/03 For a large Utilities organization performed a Project Director role for 2 Request For Proposal (RFP) processes relating to the selection of a 3rd party application development solution for a multi-million dollar project (circa $28 million); and, the External Contract & Permanent Placement Supplier process.

Eli-Lilly Pharmaceuticals (Canada) Inc. June 01- June 02

Project Director/Enterprise Architect, Solutions Delivery (contract)

Accomplishments:

Successful implementation of a Customer Relations Management (CRM) system encompassing Customer Response Center, Sales Force Automation and Marketing Campaign Management. Integration with the existing Data Warehouse was also accomplished. Project budget of $22 million.

Successful implementation of a SAP solution addressing Financial Systems, Human Resources & Asset Management. Project budget of $28 million.

Co-ordinated the implementation and maintenance of a Data Warehouse environment. Operating and expense budget of $12 million.

Performed Enterprise Architect role in support of the international IT vision.

McDonald’s Restaurants of Canada May 94 – June 01

Director, Systems Development

Director, Systems Development (Jan 96-June 01)

1.Presented and gained approval from senior management on the merits of proceeding forward with the technology strategies identified in the Information Technology Strategic Plan. Over a five year period, my team implemented the

major components of the strategic plan. As the Enterprise Architect, I also maintained the strategic plan, including its architectures, keeping it current with the company’s business vision, strategies and objectives.

2.Establishment of an enterprise wide PMO governing both project implementations as well as the implementation of PM & SDLC methods. This initiative spanned North America & Europe.

3.Prepared Request For Proposals (RFP) for the selection and implementation of:

3rd Party restaurant systems support vendor, and;

Enterprise Information Warehouse implementation.

4.As Senior Project Director, implemented on time and within budget, the following technology solutions:

Benefits & Compensation Human Resources System (package implementation, Smart Stream); Budget of $ 22 million

Payroll System; Budget of $ 8 million

Enterprise Information Warehouse; Budget of $ 14 million (hardware & software)

Integrated Back Office Restaurant System; Budget of $8 million

Point of Sale System; Budget of $22 million (hardware & software)

Financial System. Budget of $8 million.

4.In addition to the responsibilities of my role, I was Project Director for the Y2K conversion project enterprise wide (Technology & Business related).

5.As Enterprise Architect, I facilitated and Project Directed an enterprise wide Business Process Review and documentation initiative relating to the enterprise wide logistics solution. As an outcome of this exercise, we identified several improvements to the business processes facilitating our moving forward with an Integrated Logistics Solution. This initiative spanned worldwide operations.

6.Responsible for the planning and development of all related capital and General/administrative expenditures and budgets relating to new development and maintenance for IT.

Management Consultant (May 94-Dec 95)

1.As an Enterprise Architect, developed and subsequently educated all appropriate staff, an enterprise architectural approach to all IT development initiatives primarily ensuring a direct link to the business vision. Performed all educational activities for all senior executive and IS management on the benefits of the Enterprise Engineering approach.

2.Served as a Project Director and Management mentor ensuring the successful implementation of several projects.

3.Performed facilitation activities for several Joint Requirements Planning sessions and business and IT management planning sessions.

4.As Enterprise Architect, completed the “Architectural Roadmap” for the adoption of Enterprise Engineering, an enterprise approach to technologically and strategically enabling McDonald’s Canada.

5.Performed several RFP processes to review and select application software for specific functional areas.

6.Developed and Implemented an Enterprise wide Information Technology Strategy Plan. As Enterprise Architect, mentored in the creation of the enterprise architectures (data/functional, applications, technology, organization) acting as the foundation for all future IT initiatives.

7.Performed several presentations on the subject of Enterprise Engineering to Executive Management ensuring an understanding of the architectural approach to developing IT solutions directly addressing business vision.

8.Reviewed & modified the enterprise data & process models for accuracy and consistency.

Price Waterhouse Management Consultants Jan. 1993-Oct. 1993

Director, Distribution Industry Services

Accomplishments:

For 2 major clients, generated & facilitated a Request For Proposal (RFP) pertaining to an ERP solution, critiqued the responses and made a recommendation for the most appropriate solution. Both assignments addressed enterprise wide functional requirements.

Project Director/Account Manager for both clients.

Produced and delivered several client proposals successfully.

Directed the Distribution practice in Canada.

James Martin & Co. (Canada) Inc. Jan. 1990 - Dec. 1992

General Manager, Canadian Operation

Accomplishments:

In my tenure with JMA, I directed four Information Strategy Planning mandates and have acted as a project mentor to the executives of several large organizations with the application of Information Engineering practices and disciplines (an Architectural and disciplined approach to developing technology solutions totally aligned with business vision, strategies and objectives).

Establishment of the consulting and education practice in Canada.

Establishment and subsequent control of the public education and seminar program in Canada.

Consistently exceeded revenue targets and maintained a profitable organization.

Infobuild Inc. Apr. 1987 - Jan. 1990

National Director, Consulting & Education

Accomplishments:

Established and grew and successful practice in Canada.

Maintained a high billability rate and revenue stream continually exceeding plan.

Managed and directed the consulting and education staff. Worked closely with product sales and marketing to ensure software product targets were met or exceeded.

Established and controlled the long and short-term business strategic direction of the consulting and education division for Canada.

Program managed all ongoing projects to ensure client success with the utilization of FOCUS.

Responsible for the financial operation of the business from a bottom-line perspective.

Atkinson, Tremblay, and Associates Inc. May. 1985 - Apr. 1987

Senior Associate, Systems Development Services

Accomplishments:

Established and executed the marketing plans relating to Systems Development Services.

Executed all sales activities.

Performed Account management activities.

Executed client assignments relating to Strategic Planning projects (maintained an 85% billability rate).

Recruited and managed the Development Services consultant staff.

Cullinet Canada Inc. May 1981 - May 1985

Director, Canadian Field Support

Accomplishments:

Directed field support staff in the success of the Cullinet customer base in the use and implementation of Cullinet software.

Established and controlled the operating budget including salaries, expenses, recruitment, and facilities.

Successfully co-ordinated with the sales/marketing management regarding forecasting and sales/marketing plans.

Established and managed the Canadian field support organization.

The Hudson Bay Company of Canada Oct. 1978 - May 1981

Manager, Financial Programming Services

Accomplishments:

Maintained the financial systems (accounts receivable, fixed assets, gross profit, P.O.S., etc.).

Staff management, including evaluation and salary review.

Project Resource allocation and control of the successful implementation for the Credit Collections System; National Accounts Payable System and POS system maintenance.

Held positions in IT Operations and Programming/Analysis prior to this date.

TECHNICAL PROFILE

Project Management Tools

SharePoint, Microsoft Project, TeamPlay (Primavera), Microsoft Office Suite, Lotus Notes, Visio and Microsoft Project Server.

Hardware

AS400, RS6000, IBM Mainframe (IBM 360, 370, 3090), Tandem, LAN/WAN, SYS38, 4381, Servers

Project Management Methodologies

SDLC, RAD, Method1, James Martin Enterprise Engineering Methodology, IEF & IEW, ATA Assist, PMBOK

Languages

Java, C, C++, Cobol, Assembler, RPG, PL/I, ETL

Operating Systems

MS-DOS, OS, Windows NT, Windows 98/2000/XP and knowledge of Unix and Solaris; exposure to Linux, Open Source, IBM platforms such as AS 400, MVS, OS, OS400, Unix, AIX

RDBMS

Oracle, Oracle PL/SQL, DB2, SQL Server, MS Access, Sybase, IDMS/R, IMS, SQL Server

Web/Application Servers

WebSphere, J2EE and Awareness of Web Methods.

Internet/Intranet

ERP / CRM

Oracle and SAP (Accounting & HR), BW, PeopleSoft, Oracle Financials, HRMS, Siebel, J. D. Edwards

Other Software

Visio, MS Exchange, MS-Project, BI, BW (SAP), MS-Office (Excel, Word, Visio, MS_Project, MS-Lync, MS-Outlook, MS-Powerpoint, BI, SAP BW, Adobe Acrobat, Cisco IP, Business Objects, Informatica, Access, Lotus Notes

Networking:

LAN/WAN, TCP/IP, VPN.

EDUCATION / PROFESSIONAL DEVELOPMENT

Multiple courses and training taken over the years in many different and related areas. Some examples are:

Many Management courses including Time Management, Management by Objectives, Team play

Project Management at all levels.

Program Management

Methodology training and education (Enterprise Engineering, Rationale Rose),

Multiple technical courses at different levels

MS-Project at all levels

Ms-Office tools at all levels

Co-authored the RAD Methodology

PMI PgMP Certification in progress

REFERENCES:

Available upon request.

Contact this candidate