Frank Grandinetti

613-***-**** ac3aj8@r.postjobfree.com

Linked in Public Profile: https://ca.linkedin.com/in/fgrandinetti

SUMMARY

A Senior Program and Project Manager with 15+ years’ experience providing project management, systems integration, secure networking and infrastructure services in the IT and IM industry, with an expertise in process development and organizational transformation. A confident, self-motivated leader and team player with an approachable style and strong communication skills. Recognized for excellent business and service delivery acumen, an entrepreneurial spirit and drive to deliver results.

Areas of Expertise:

PMBOK/PMI Project Management expertise

SDLC and AGILE Expertise

Operational Maturity Development

6 Sigma and DMAIC process expert

enterprise class infrastructure expertise

integrated systems and technology expertise

Data Center Environment Virtualization expertise.

SharePoint expertise

ITIL Expertise SLA, SLO, design for Service Desk, Call Center, Data Center clients

BABOK Competency

Vendor and RFP management expertise

Organizational Change and Business Process Development expertise

Active Security Clearance Secret Level II

PROFESSIONAL EXPERIENCE

Citizenship & Immigration Canada, Ottawa Ontario May 2016 to Present

Senior Project Manager employed by Citizenship and Immigration as a SPM and performed the following tasks for client, stakeholders and vendors of the passport modernization project and its 82 work packages which include a DRP project and related management of SSC.

Successfully managed and governed 83 work packages while directly delivering, GCMS Upgrade, DRP Design Plan, CBSA, RCMP ICD projects and various legacy decommissioning projects.

Managed IT integration project where the goals were to integrate systems, networks and portals with systems, applications, tools and data bases.

Managed GCMS (COTS Upgrade) project where the COTS upgrade consisted of application upgrade and transition from its current state of legacy and non-automated to future desired state, which was upgraded to enterprise class and virtualized.

This project aimed at developing a public and internal API - Application Program Interface and was successfully completed with the result being expedient and secure access for all users.

Works with CBSA and RCMP subject matter experts, service providers (including SSC, DOJ and others) and other partners and stakeholders in CIC IT service and data center programs.

Draft, negotiate and document service agreements between CBSA, RCMP, CIPIC, DOJ and its service providers;

Design develop and implement various API gateways and user access strategies

Estimates the cost, risk and complexity of service migrations including data center, network, application development, release management and email transformations;

Develop and collaborate the strategic and operational program and project planning associated with the passport modernization initiative.

Develop and provide project dashboards and reporting as associated to 82 work packages and major data center projects

Develop and provide briefing materials to CIC senior management on service delivery issues associated with SSC service platforms and progress; Manage and update Scope, Schedule and budget baselines for projects.

Assist the CIC Project Development Office in the planning and coordination of the activities of project personnel, internal customers, contractors and other service support providers;

Assure, quality and compliance to, scope, Timelines, budgets, quality, HR, communications, risk, procurements and stakeholders.

Manage and oversee change, configuration, Requirements and process improvements for projects.

Assist the CIC Project Development Office in the management of IM/ITs projects and various work packages during development, implementation and operations start up by ensuring that resources are made available and that the project is developed and is fully operational within scope schedule and budget.

Develop and write RFP, proposals, SLAs and/or technology strategy documents and presentations.

Responsible for design development, implementation and operations of ITIL based support desk and Data Center

SLA, SLO, ITIL, Leveraged the PMBOK framework in conjunction with Microsoft Project tools and strategies.

Budget $16 Million

Team 7 Union staff, as well as 11 contract resources

Tools PMBOK, BABOK, 6Sigma, Microsoft Project, Visio, DMAIC

Technology V-Block, I-structure, DRP, API, GCMS, GCDocs, RDIMMS, enterprise client server, integrated systems.

Director Wipro: Global Infrastructure Services, Ottawa, Ontario Jan 2014 to April 2016

Director with Wipro Canada responsible for the transitioning of data centers for the InnovaPost client. Responsible for managing Wipro's transition project which includes remote infrastructure management, data center support and operations, cloud technology deployments and assessments, API development and transition, telecom and NOC support services, and strategic project management and governance.

Successfully Managed and transitioned CGI DATA Centers to WIPRO Bell DATA Center, accountable for IT integration project with objectives of integrating systems networks and portals with systems applications, tools and data bases.

Responsible for design development, implementation and operations of ITIL based help desk and ongoing call center operations

Managed COTS Upgrade (Remedy) and transition where it was brought from current state of legacy and non-integrated to future desired state, which was upgraded to enterprise class automate and virtualized

Objective aimed at developing a public and staff API - Application Program Interface and was successfully completed with the result being expedient and secure access for all local and national users.

Assure, quality and compliance to, scope, Timelines, budgets, quality, HR, communications, risk, procurements and stakeholders.

Facilitate weekly steering and governance meetings as well oversee work group leads and vendors.

PCO and PMO process development and compliance.

Development of change process and compliance

Budget $22 Million

Team 40 Non-Union staff, both operational and project as well as 12 contract resources

Tools PMBOK, BABOK, 6Sygma, Microsoft Project, Visio, DMAIC

Technology V-Block, I-structure, DRP, enterprise client server, integrated systems.

Agriculture Canada and Engineers Canada, Ottawa, Ontario Feb 2012 to Jan 2014

Management Consultant conducting business process reviews and organizational transformations for the Canadian federal government.

Analyzed developed and implemented a service management process for Agriculture Canadas interface with SSC service support frameworks.

Analyzed developed, designed and implemented a multi-year business and infrastructure transformation project for Engineers Canada.

Designed and developed systems, DB, applications IT integration project where the goals were to integrate systems networks and portals with systems applications, tools and data bases and commission a BI platform.

Managed COTS Install (SharePoint and Remedy) brought from current state of legacy and non-automated to future desired state.

Upgraded to enterprise class automated and virtualized domain structure and performance tuned all physical blade servers and virtual.

This project aimed at developing a public and constituent API - Application Program Interface using share point and WEB and was successfully completed with the result being expedient and secure access for all local and national users, that granted secure access to all documents data and tools on a 7 by 24 basis. Middle ware business process review and enhancement. Design and develop an integrated document and application infrastructure providing national access to users. API.

Responsible for design development, implementation and operations of ITIL based support desk and Data Center.

Assure, quality and compliance to, scope, Timelines, budgets, quality, HR, communications, risk, procurements and stakeholders.

Manage and oversee change, configuration, Requirements and process improvements for projects.

Manage and update Scope, Schedule and budget baselines for projects.

Development and design of product development group\Design development and implementation of PMO During this time he developed strategic road maps that assisted CEO to mitigate audit results and virtualize their infrastructure as well as in source and consolidate their national data bases.

Management and liaison with SSC and national constituents.

Developing and implementing a business intelligence platform and introduction of a PMO and related frameworks policies and controls.

Budget $3.5 Million

Team 6 Union, 3 nonunion and 2 contractors

Tools SDLC, PMBOK, 6Sygma, ITIL, COBIT, Microsoft Project, Visio, DMAIC

Technology DRP, enterprise client server, integrated systems, VM Ware, HP generation 8 blade server and flex fabric smart provisioning technology, COTS, API, SharePoint, Gateways

KPMG, Riyadh, Jeddah, Saudi Arabia Jan 2010 – Feb 2012

Director with KPMG’s ITA Advisory group, providing PMO strategy, Governance, due diligence and project and program strategy for Saudi Airlines, Ministry of Labour, Aramco and other various clients in KSA. Advised KPMG partners heads and executive management on PMO, ITIL and Organisational change Strategies.

Past engagement with Saudi Airlines consists of 8 project platforms with an average of 5 projects within each platform.

Pprogram consisted of overseeing and managing vendors and resources from Amadeus, SITA Sabre, IBM Tata Consultancy, KALE, Jepesen, IDS and many others.

Responsible for design development, implementation and operations of ITIL based support desk and Data Center.

Assure, quality and compliance to, scope, Timelines, budgets, quality, HR, communications, risk, procurements and stakeholders.

Manage and oversee change, configuration, Requirements and process improvements for projects.

Manage and update Scope, Schedule and budget baselines for projects.

Large-scale multi-year business transformation initiatives

Development, design and continuous improvement Governance and operational processes Business Process Re-engineering, Business Process Reviews

Ensuring that all commercial airline and technology based projects comply with PMO standards and frameworks.

Leverages expertise in developing process development and organizational transformation process a policy for technical implementations as well as operational policy for both client and vendors.

Ensures compliance with ICAO standards as well as airline safety groups such as IATA and ARINC

Solicited and evaluated airport service delivery agents through a RFP process. The RFP process ensured that presenting vendors were pre-qualified and uniformly evaluated and rated against sponsor’s requirements and budgets.

Planned and facilitated executive and operational project meetings and guidance boards.

Senior knowledge / understanding of telecommunications, IS and IT technologies infrastructure posing a significant portfolio as a specialist in the following areas

Responsible for design development, implementation and operations of international ITIL based call and support centers.

Budget

$490 Million

Team Size

1 Program Managers 24 Project Managers, 3 Business Analyst and varying numbers contractual PMs and Technical writers

Tools

SDLC, PMBOK, BABOK, AGILE,6Sygma, ITIL, COBIT, Microsoft Project, Visio, DMAIC, LEAN. Sigma

Technology

DRP, enterprise client server, integrated systems, BIDS, FIDS, CCTV Remedy, MPLS, COTS, API.

NAVCANADA, Ottawa, ON Jan 2005 – Jan 2010

Senior Program Manager with NavCanada holding a Secret clearance within IT / IM Operations. Managed a “National Planning and Logistics Office” for Canadian Civil Air Navigation authority. Handled approximately 83 projects a year, varying in size, budget and complexity. The projects were national network and infrastructure related as well as application and database development initiatives.

Developed and implemented standards, metrics, quality assurance and quality transition criteria prior to release to internal external clients and vendors. This initiative resulted in promoting awareness of actual costs and trends. Analyzed results clearly highlighted costs associated to little or no planning and underlined the importance of complete and clear requirements and pre-defined objectives.

Assure, quality and compliance to, scope, Timelines, budgets, quality, HR, communications, risk, procurements and stakeholders.

Manage and oversee change, configuration, Requirements and process improvements for projects.

Manage and update Scope, Schedule and budget baselines for projects.

Large-scale multi-year business transformation initiatives

Development, design and continuous improvement Governance and operational processes Business Process Re-engineering, Business Process Reviews

Managed COTS deployments nationally.

Designed and developed systems, DB, applications IT integration project where the goals were to integrate systems networks and portals with systems applications, tools and data bases and commission a BI platform.

Managed COTS Install (QCDocs & Remedy) brought from current state of legacy and non-automated to future desired state, which was upgraded to enterprise class automated and virtualized domain structure. This project aimed at developing a public and constituent API - Application Program Interface using share point and WEB and was successfully completed with the result being expedient and secure access for all local and national users, that granted secure access to all documents data and tools on a 7 by 24 basis.

Influenced continuous improvement of corporation’s maturity (Gartner) facilitation standards and management for all projects and programs which fell under PALS portfolio.

Many large-scale multi-year departmental and organizational transformation initiatives

Business process re-engineering and design of integrated HR, ATC and payroll systems and infrastructure.

Developed and automated capital and operational planning and project budgets.

Introduced and facilitated executive and operational guidance boards.

Introduced steering frameworks and managed and analyzed ongoing project budgets, project expenditures, and presented progress to sponsors and stakeholders. This provided a foundational decision-making arena that brought all key decisions makers (KDM) together from a commitment and accountability perspective.

Responsible for design development, implementation and operations of national ITIL help desk and support centers.

Long term operational objectives were achieved and enhanced using metrics derived from COBIT frameworks.

Managed and scheduled broad and complex project, maintenance and support efforts concurrently through multiple national time zones.

Accountable for the development and commissioning of GTAA data Center, call center, Network Operations center as well as the disaster recovery site and strategy. Designed various API and tools/document access for national users

Design and develop an integrated document and application infrastructure providing national access to users.

Process development was routinely applied by using a combination of DMAIC and 6Sigma frameworks.

Significant savings and efficiency was introduced by conducting business process reviews via findings recommendations.

Expertly mapped solutions to address client business problems.

Translated, developed and enhanced departmental process and policy using 6 Sigma and DMAIC process frameworks.

Budget

$12 – 17M

Team Size

5 Project Coordinators, 1 Business Analyst and varying contractual PMs and Technical writers

Tools

SDLC, PMBOK, BABOK, AGILE 6Sigma, ITIL, COBIT, Microsoft Project, Visio, DMAIC, COTS

Technology

DRP, enterprise client server, integrated systems and Databases, Oracle, Sequel, Remedy, MPLS

SPRINT CANADA, Toronto, ONTARIO Jan 2004 – Jan 2005

Program Director responsible for overall project and program development for a 3-tier national project deployment. 3 projects consisted of the following: A. national desktop deployment using regional vendors, B. Applications Development and systems integration, C. Corporate network expansion.

Established a centralized project review and guidance board.

Facilitated all meetings and mitigated all risks in accordance to steering.

Developed template for project, budget and progress reporting.

Ensured resource consistency by developing KPIs that compared estimates to actual vendor’s National performance.

Streamlined service and support activities by 6 Sigma process developments to reduce service costs and vendor diagnostic charges.

Managed and oversaw vendor desktop service / support and hardware purchases until project completion.

Budget

$3M

Team

3 PM, 1 Vendor PM, 7 application developers

Tools

SDLC, PMBOK, ITIL, Microsoft Project, Visio, Q & A, UAT

Technology

Proprietary Applications, Oracle, Microsoft suite of tools, MPLS, COTS, API

Greater Toronto Airports Authority, Toronto, ON Dec 2002 – 2004

Principle Consultant responsible for overall Campus Area Network implementation. Project was a major commercial optical utility network deployment that included many sub projects such as, VOIP system, common use infrastructure for airlines, test laboratory integrated voice data video campus area network, Help Desk, Data Center Network Operations Center and network security. The campus area network was implemented and interconnected through all airports terminal buildings and structures such as T1 new at Toronto Pearson Airport. For supporting Pearson’s campus area network, Establishment of an on-premises call center with monitoring capabilities. The service / call center leveraged ITIL based support strategies for aviation commercial and retail customers needs and fit ups.

Solicited and evaluated airport service delivery agents through a RFP process. The RFP process ensured that presenting vendors were pre-qualified and uniformly evaluated and rated against sponsor’s requirements and budgets.

Accountable for the development and commissioning of GTAA data Center, Call center, Network Operations center.

Wrote and developed SLA and provisioning strategies for carrier class transport medium and self-healing inter-campus area network. This SLA provided a common SOW for all Vendor proposals and ensured project sponsor attained requested services and response times from vendors and subsequent service delivery agents.

Responsible for design development, implementation and operations of ITIL based support desk and Data Center.

Assure, quality and compliance to, scope, Timelines, budgets, quality, HR, communications, risk, procurements and stakeholders.

Manage and oversee change, configuration, Requirements and process improvements for projects.

Manage and update Scope, Schedule and budget baselines for projects.

Budget

$22M

Team Size

5 Project Manager, 1 Business Analyst 7 stakeholder PMs and 3 sponsors, 12 Help Desk Staff, 24 Service delivery agents, 2 marketing and business agents, 9 NOC staff

Tools

PMBOK, 6Sygma, ITIL, Microsoft Project, Visio, DMAIC

Technology

CISCO, DRP, MPLS, Fiber Optic MAN enterprise client server, integrated systems and Databases, Oracle, Support Magic

Electronic Data Systems, Toronto, ON, Jan 2001 – Dec 2002

Senior Program Manager

Implemented large scale WAN deployments for Ontario Provincial Government Justice, Health Care, Human Resources Development ministries and agencies. Established vendor relations for provincial management teams in relation to information technology deployment managed Bell resources and service delivery agents. Managed and deployed technical resources / vendors and steered towards successful project completion.

Interactive Media Group (Lava Life), Toronto, ON, Jan 2000 – Jan 2001

Director, Network and Infrastructure

Managed North American network and infrastructure, including network operation and maintenance of overall international co-location sites and central office locations.

Telcorps (Formerly CCG), Markham, Ontario, 1999-2000

Director, Computer Telephone Integration

Responsible for the divisions operation and directed all functions and revenue pursuits. Positioned division within the IT / MIS industry and promoted new IP based voicemail systems.

Telephony Engineer / Project Manager / Design Consultant

Conducted design sessions with clients, analyzed their current telephone and computer networks and formulated a network architecture, which would include integrating both voice and data networks for unified messaging and network integration.

Metronet Solutions, Toronto, ON, 1998-1999

Design Consultant

Estimated and pre-surveyed sites and locations for the purposes of implementing optical technology at various company facilities and gateway locations. Applied for permits from commercial property managers that would allow for the placement of conduits and technology throughout the commercial premises, predominantly within the Toronto downtown business core.

BELL CANADA, Toronto, ON, 1982 – 1996

Held several progressive positions where strong performers were rewarded and challenged with scope-enhancing role changes and promotions. Began a career as an installation and repair business telephone technician and progressed through the ranks and gained a significant and widespread knowledge of Bell Canada’s procedures and technologies in various departments relating to voice networks.

EDUCATION AND PROFESSIONAL DEVELOPMENT

MAPM Sprot School of Business Carleton University Ottawa Ontario(in progress)

Member PMI Ottawa Ontario

PMBOK Version 5 Knowledge Academy Ottawa ON

Network Specialist Certificate, Centennial College Progress Campus, Toronto, ON

Certified Network Telephony Engineer CNTE, Callware Canada

Green Belt 6 Sigma, Ottawa

LEAN and DAMAIC certification.

COBIT and Gartner Maturity Mapping

PMBOK fundamental Nexient Learning Scott Street, Ottawa, ON

Microsoft Project Level 2 Nexient learning Scott Street, Ottawa, ON

Microsoft Project Level 1 Nexient learning Scott Street, Ottawa, ON

ITIL Nexient learning Scott Street, Ottawa, ON

PMBOK Version 3 PM Study, Riyadh, KSA

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