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IT Project Manager

Location:
Ottawa, Ontario, Canada
Posted:
November 27, 2017

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LESLIE A. VENTURA, PMP, Cert-APM, ITIL

** ******** ***** ******, ** K2G 6P1 613-***-**** ac3h46@r.postjobfree.com TARGET: Information Technology Senior Project Manager Proactive, resourceful and solutions-oriented IT Professional offers 25+ years of demonstrated successes leading end- to-end programs and projects, providing technical solutions, managing teams, preferring structured environments that call for formal Waterfall and Agile Project Management processes and best practices. Certified Project Manager facilitates and encourages formal work breakdown structure planning to improve participation of team members and stakeholders, enabling effective risk planning to ensure that programs & projects come in on-time and on-budget. Core Values

Excellence – continuously strive for high quality; Professionalism – Accountability, ethical and fair; Demonstrate personal integrity in all endeavors

CORE STRENGTHS

IT Portfolio Management

IT Program & Project Management

Strategic & Tactical Planning

Client/Stakeholder Relationship Building

Enterprise-Wide Solution Deployments

Scheduling, Budgeting & Estimation

Critical Path & Risk Management

Resource Capacity Planning & Allocation

Training, Coaching & Mentoring

Team Leadership & Performance Management

RECORD OF ACCOMPLISHMENTS

IT PROJECT MANAGER

Information Technology, Club Assist, 201-411 Leggett Drive Kanata, Ont. NOV 2016 – Present Project 1: Established the TPSC (Toolbox Product Steering Committee) -A Committee consisting of Senior Business and IT Stakeholders within Club Assist, who have direct involvement in the strategic evolution and support of the Toolbox Application. The Toolbox Application is an innovative and informative mobile enabled iOS and Android) application, developed specifically to support the needs and requirements of Club Assist’s main customer’s – by providing technicians with the necessary battery information to ensure Members have an exceptional roadside experience.

Scope included: Stakeholder analysis, establishing the Committee’s mandate, goals, roles & responsibilities. Prepared all the required documentation including the Toolbox Release plan and Roadmap and process for prioritization of the features (for the ongoing Toolbox releases).

The TPSC has been hailed as a huge success in terms of the value to the business which has resulted in the creation of additional (similar) organizational committees.

Project 2: Deployment of Toolbox Release 1.0.25.

Role: Project Manager / Team size: 5

Timeline: Nov 2016 – Jan 2017

Budget: $25K

Based on an iterative project management approach, deployed a new Training section which included: Training Materials, FAQs and a Video Library. In addition, I developed and documented the Toolbox Application Support model and established a Toolbox Feature Release Schedule and Product Roadmap to manage the ongoing release of the application.

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Project 3: eCommerce – Phase I - WordPress / WooCommerce deployment. Role: Project Manager / Team size: 10

Timeline: Feb 2016 – Present July 2017 – Phase I – Soft Launch / Hard launch timeline: Dec 2017 Budget: $45K

Expanded Club Assist’s web presence to Clubs, Battery Service Providers and new customers through the introduction of a new, more robust eCommerce platform. Https://shop.clubassist.com was successfully implemented in July 2017. The new eCommerce Platform is based on a WordPress/WooCommerce platform and it will allow Club Assist to introduce cross-selling and up-selling opportunities. eCommerce – Phase I entailed establishing a solid site foundation for the initial phase and all future phases. The scope of phase I included identifying and documenting the detailed requirements, business and customer process workflows and managing all aspects for the deployment of the site core and the Marketing and promotional materials. Future phases to include the ability to sell battery program collateral, training materials, ancillary products, and in the future, battery units.

A 9% YOY sales increase was achieved in month 4 following the soft launch of the eCommerce site, which was a major achievement.

Project 4: Developed an RFP for the selection of the Club Assist HRIS system. Key activities:

- Assessing the current HRIS systems and tools in place and identifying and documenting challenges and gaps

- Facilitated the validation of business requirements for each key HR area and integration (payroll)

- Developed all required documentation (Vendor Evaluation matrix and scoring tool, other communications)

- Managed the Q&A process and scheduled Vendor demo sessions

- Facilitated the Vendor evaluation process with all stakeholders and conducted Vendor Client reference checks

- Summarized evaluation results and presented findings and recommendation to Project Sponsors and Project stakeholders

Project 5: 2018 IT Project intake. Solicited and captured the 2018 IT Project requirements from key business stakeholders and established the 2018 IT Project Roadmap SENIOR MANAGER, IM/IT PROJECTS / SENIOR PROJECT MANAGER Information Technology Department

CFMWS (Canadian Forces Morale & Welfare Services), 4210 Labelle St. Ottawa, Ont. JAN 2014 – NOV 2016 Direct reports: 12

As the Senior Manager, PMO and IM/IT Projects, I was responsible for the day to day mentoring and management of a Team of 12 IM/IT Program & Project Managers/Business Relationship Managers, Project Coordinators and Contract resources, ensuring programs and projects were executed in adherence to our established Project management framework, standards and processes. The IM/IT Portfolio management for which I was responsible included Portfolio status reporting, facilitating and managing the project in-take process: assessment, sizing and prioritization as well as ongoing Project Management process improvement initiatives. PMO Team transformation. Since joining CFMWS, my primary focus was on the transformation of the IM/IT PMO Team. To that end, the PMO tripled in size, which included a mix of Program & Project Managers, Contractors and Project Coordinators and because of the substantial period of growth, significant time was spent working with our business clients to help manage the impact.

Key Portfolio achievements:

• 3 Major Programs successfully implemented

• 9 Projects (of various sizes) successfully implemented

• 4 new Enterprise-wide Platforms introduced: CRM (MS Dynamics), Web Content Management (Kentico), Oracle eBusiness suite and eCommerce (Magento solution)

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Corporate IM/IT Portfolio Management. Accountable for managing the IM/IT Corporate Project Portfolio, including maintaining a Portfolio status report (schedule, issues, risks, resources).

• Lead resource capacity planning/monitoring/tracking to ensure that the proper resources with the required skill sets are available to meet project needs

• Work collaboratively with IM/IT Senior Management to coordinate and secure project resources (IT Operations, IT Security and Business Analysts and/or Contractors etc.) necessary to effectively execute projects in the IM/IT Corporate Portfolio

• Developed and maintain collaborative working relationships with the CFMWS clients; to ensure their programs and projects are being managed as effectively and efficiently as possible and are meeting or exceeding client’s expectations

• Ensure that Program/Project Managers and Project Coordinators are executing projects based on the IM/IT Project Management framework, leveraging the established standards, processes and best practices PMO Continuous improvement initiatives:

• Lead the implementation improvements to the IM/IT Corporate Portfolio project intake process (including updates to the Gate templates and educating the key stakeholders)

• Transformed the PMO by introducing effective Project reporting practices including a revamped Corporate Portfolio status report

• Established and presented to the Organization’s business stakeholders a Project Management Charter documenting the benefits of engaging CFMWS IM/IT Project managers and overall governance, standards, processes and best practices

Strategic and Tactical Planning: In alignment with the Strategic Plans for the Organization and the IM/IT Division, established the CFMWS IS Division PMO Vision and Mission and performance (strategic & tactical objectives). In collaboration with each Project Manager, established individual performance objectives based on the SMART principles and tied to the performance of the project’s they were responsible for managing. Project: PPM Tool – Evaluation, selection and Implementation Role: Project Lead / Team size: 7

Timeline: Nov 2015 – Nov 2016

Budget: $300K

Project description: To formally source, evaluate, select and implement a PPM tool based on the elicited requirements. The PPM tool was to provide the PMO, Senior management and numerous other CFMWS stakeholders with better oversight, management, reporting and enabling informed decision-making over the CFMWS Corporate IM/IT Portfolio with the ability to proactively manage IT resource capacity. Project: Credit Plan Application

Role: Lead Project Manager / Team Size: 7

Timeline: 7 months

Budget: $300K

Benefits realized:

Increased sales revenue by 45% (of overall sales)

Productivity gains – reduced manual labor hours by approximately 61,000 hours annually Project description: Managed the in-house development and implementation of a fully automated, real-time credit application system – a critical enabler for the organization’s e-commerce program. (CANEX.ca) This project had a strict implementation date constraint due to the production launch of the new e-commerce platform.

The project was successfully launched and considered a great success by all levels of the organization – surpassing all sales targets

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IT IMPLEMENTATION MANAGER/SENIOR PROJECT MANAGER

IT Infrastructure, Information Technology Operations Department APR 2009 – JULY 2012 Center for Business Excellence & Project Management Office JULY 2012 – JAN 2014 Alterna Savings 400 Albert Street, Ottawa, Ont.

Brought onboard to manage all aspects of the project lifecycle for IT Infrastructure and corporate projects and programs leveraging Alterna’s “Plan/Build/Operate” project management methodology, to ensure quality deliverables that were on-time and on-budget.

Process improvements:

• Provided recommendations and actively participated in improvement to the existing project management processes, through streamlining and revising existing tools, establishing new tools and templates for RFP management and educating key Project Management resources within the organization on how to utilize the tools.

• Lead an operational initiative to validate the value proposition of the PMO within Alterna. This initiative involved the development and dissemination of surveys followed by the development of tactical plans including an Organization-wide Education and Awareness Campaign. IT Portfolio Management: Working with the Director of IT Operations and other Project Managers within the organization, identified and documented tasks, priorities, dependencies, resources and backfilling opportunities for better management and oversight of the IT Project portfolio. GOING ABOVE AND BEYOND

• Showcased team-player mentality by stepping in to provide project documentation, templates and communication documentation to the IT-Applications team for the Post-Implementation support (Triage) of a major release of the organization’s core banking system.

• Leveraged organizational planning skills and expertise to assist the IT-Applications group by establishing project documentation, an application inventory and associated UAT templates, communication and plans.

• Offered guidance and mentorships to Junior PM’s and co-operative education students, shadowing them during on- going projects.

• Nominated by the Marketing and Communications Department for the Organization’s WoW Award (Witness Outstanding Work) for playing an integral role in the eMail consolidation project.

• Assembled a team and coordinated fundraising for the United Way, exceeding the $3200 goal, coming in at $4100 by working to increase donations by leveraging established vendor relationships to secure the top prize. SELECTED PROGRAM/PROJECT HIGHLIGHTS

Program #1: 400 Albert Head Office Relocation

Role: Program Manager / Team size: 12

Timeline: October 2012 – Jan 2014

Budget: $5.9 million

Program description: The 400 Albert Street Relocation program entailed the management of several projects, required to relocate 230 staff members from Alterna’s head office, including the amalgamation of two external offices, to a newly constructed building in the West end of Ottawa. The program consisted of several projects required to prepare the organization for the relocation as well as to plan for the new office requirements. Tactical approaches utilized:

• Road mapping Planning Phases

• Business Requirements & People Change Management

• Workspace efficiency planning & Storage footprint reductions

• Established Project Governance (RACI)/Decision making guiding principles

• Established the WorkPlace Renewal Steering committee

• Resourcing of Specialized Skill Sets through the development of several RFP’s

• Budget management, control and Status reporting

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Project #2: Wireless implementation for Alterna Head Offices Role: Project Manager / Team size: 8

Timeline: Oct 2013 – Dec 2013

Project budget: $10k

Project Description: Successfully managed the Alterna Wireless deployment project; entailing the implementation of wireless at specific locations within Alterna’s two Head Offices (Ottawa and Toronto) based on the identified security requirements.

Project #3: Credit Union Acquisition Program. Phase I & II Role: Program Manager / Team size: 12

Timeline: Aug 2013 to Dec 2013

Project Description: Managed the initial two phases of a multi-phase program involving the acquisition of a single Credit Union. Phase 1 of the program (the due diligence work) successfully completed in October 31st, 2013 resulting in the purchase of the Credit Union. Phase 2 of the program entailed the planning and execution of the Integration and Conversion to Alterna systems and Business processes which involved eight of Alterna’s Business Departments. The Integration approach involved a two-stage planning process. The goal of the first stage was to enable the new Branch office to service Alterna members, while stage two focused on the conversion of the members of the acquired credit union. This program was scheduled to be completed in March 2014. Project #4: Printer Consolidation

Role: Lead Project Manager / Team size: 8

Timeline: Jan 2012 – Feb 2013

Budget: $245K – One-time and ongoing costs

Cost savings realized: $274K over 3 years

Project description: The main goal of consolidating Alterna’s print image fleet, eliminated approximately 120 end-of- life standalone print and scanning devices while deploying new best of breed MFP’s (Multi-Function Printers), introducing color, secure printing and enabling numerous operational efficiencies and redundancies throughout the organization. Another goal achieved was the standardization and consolidation of suppliers to maintain and support only two manufacturer’s MFP’s & Color print devices and a total of 5 models (reduced from approximately 15 makes/models).

• Developed the Business Case and Project Charter to enable the introduction of an improved, standardized and consolidated approach to the organization’s imaging environment, including scanning and the introduction of secure (card swipe & pin) printing.

• Planned and managed the deployment of 105 new MFP, Color & Black & White Print devices for both Alterna Head Offices and 27 branch offices, liaising with departments to ensure effective communication while upholding the needs of organizational effectiveness through coordinating training and implementation.

• Formalized a RFP process to ensure transparency, due diligence and cost reductions by evaluating and selecting the most efficient and cost effective solutions to best meet the needs of the organization. Project #5: Alterna Hosted Contact Centre Solution Role: Project Manager / Team size: 10 (including external vendors) Timeline: Jan 2012 – Aug 2012

Budget: $75K one-time / $70K ongoing monthly

Project Description: The Contact Centre solution project entailed the replacement of Alterna’s existing on-premise Contact Centre system with a cloud-based hosted Contact Centre solution architected and built based on Alterna’s identified requirements. The project had a strict implementation date constraint due to a pending financial product market launch which was anticipating extremely high call volumes. The project was successfully completed on time, within budget, with no major issues encountered and it was regarded as one of the key organization’s project success stories of 2012.

• Led a formal RFP, engaging key Vendors within the Hosted Contact Centre Sector, including a thorough Vendor evaluation phase to ensure extensive due diligence in the selection process. 6 P a g e

• Conducted a JAD (Joint Application Design) session between Alterna stakeholders and the selected Vendor’s experts with the objective to perform a thorough review of Alterna’s existing Contact Centre design and features and through discussions and white boarding sessions, Alterna’s new Contact Centre end-state design was established and the final details of the Alterna call flow was jointly designed with the Vendor and the final business rules were implemented as a deliverable of the session.

• Increased business continuity and disaster recovery, enabling remote agents to work from home or other branch office locations, outfitting all Alterna branch offices with one line for call overflow to handle call volume spikes whenever required.

Project #6: Exchange 2012 upgrade & Deployment of Outlook 2010 – Phase II Role: Project Manager / Team size: 8

Timeline: Dec 2011 – Feb 2012

Project description: Migration of Outlook from 2003 to 2010 for 500+ end-users by utilizing an automated custom deployment, enabling planning and calendaring from Blackberries providing substantial improvement in staff collaboration and productivity by placing all users on the same platform. Project #7: CORE LAN Design Project

Role: Lead Project Manager / Team size: 8

Timeline: Jan 2010 – Nov 2011

Budget: $450K

Project description: One of the largest and most complex IT Infrastructure project undertaken at Alterna Savings; the CORE LAN Design project entailed a complete re-design and refresh of the core network components including: Core switches, Firewalls and Load Balancers. The new CORE LAN introduced a design with no single point of failure, high availability and redundancy including extensive testing of the system through various scenarios to validate 0 downtime and 0 failures.

Championed change management when key resources left the project at critical moments, working with the project sponsors and senior management to secure highly technical and skilled resources in a short period to minimize schedule delays. The project was successfully completed with very little disruption to the organization. Project #8: eMail Consolidation Project – Phase I

Role: Lead Project Manager / Team size: 6

Timeline: Sept – Nov 2011

Project description: The eMail Consolidation project entailed a staged implementation of a new mail environment and the consolidation of two disparate mail systems onto one standard platform, eliminating inefficiencies and improving overall messaging. The project was successfully completed within the planned timeline of 3 months by ensuring that the project remained a priority initiative for all engaged stakeholders and project resources. ADDITIONAL PROJECTS SUCCESSFULLY IMPLEMENTED

Major Application Upgrade – Financial Executive Reporting system (BI) Core Banking Hardware Refresh (Budget: $800K)

Enterprise Backup Environment Refresh (Budget: $274K) Organization-wide refresh of Network Switches (Budget: $120K) Alterna Brand Positioning (Re-skin of Alterna’s Corporate website) NOV 2011 – JUNE 2012

JUNE 2011 – FEB 2012

MAY 2010 – JUN 2011

DEC 2009 – JUNE 2010

JULY –NOV 2010

Core Banking System Software Upgrade (Triage/Post-implementation Phase) DEC 2009 Core Banking System Upgrade (New Hardware platform) SEPT – DEC 2009 Organization-wide Deployment of Internet Explorer 7.0 AUG – NOV 2009 Organization-wide Deployment of Norton Anti-Virus APR – JUL 2009 7 P a g e

SENIOR PROJECT MANAGER, INFORMATION SERVICES APRIL 2007 – APRIL 2009 Canadian Red Cross Society-170 Metcalfe Street, Ottawa, Ont Engaged to plan, execute, monitor and control IT projects focusing on Technical Infrastructure and took the lead role in the development and management of RFI processes and creation of PCI Policy and Procedures to ensure compliance. Played an integral role in defining the CRCS IT Portfolio strategy, from prioritizing and assessing corporate business projects with an IT impact.

SELECTED PROJECT HIGHLIGHTS

Project #1: Telecommunications Optimization

Role: Project Manager / Team size: 4

Timeline: May 2007 – Nov 2007

Budget: $65K

Projected benefits realized: $500K in savings over 5 years Project description: Project managed the development and management of a RFI process for Telecommunications services to reduce overall telecom costs and streamline service delivery and SLA’s within 5 Telecommunication service areas and offerings. This project involved gathering and analyzing all existing contracts, costs, potential fees/penalties associated with early contract cancellations and engaging the expertise of a prominent Legal firm with Contract and Procurement expertise to validate information, propose recommendations and assist with Vendor negotiations. Project #2: PCI Enhanced Security: PCI Recertification / Compliancy Role: Project Manager / Team size: 6

Timeline: Dec 2007 – Aug 2008

Budget: $435K

Project Benefits realized: $300K in savings from potential fines Project description: Realized $300K in savings from potential fines when acting as the Project Manager and Lead Coordinator in the development of PCI Policy and Procedures, removing all credit card data from all CRCS systems and importing credit card data to a third-party PCI compliant provider. In addition, there was also an ongoing requirement to provide detailed responses to the Auditors inquiries to confirm ongoing compliance. Project #3: IDC Server Refresh

Role: Project Manager / Team size: 10

Timeline: May 2008 – April 2009

Budget: $2.2 million

Project description: The Project involved the refresh of end-of-life Data Centre hardware and the implementation of new technologies in the CRCS Data Centre including the implementation of VmWare ESX Backends, Citrix Presentation server frontends and all new best of breed communication devices and appliances. I oversaw the project to the final phases which included the data migration and the first stage of user acceptance testing. MANAGER, IT INFRASTRUCTURE SEPTEMBER 1998 – APRIL 2007 i2K – Information to Knowledge / Global Development Group 9 Gurdwara Rd Suite 30, Ottawa, Ont.

Hired to provide direction, leadership, project management and consulting services in the design, planning and configuration of a production and development environment consisting of 20 servers, internet, fax and Linux-based anti-spam gateway systems. Managed a team consisting of 2 Senior Technical System Administrators and 1 Help-Desk resource. Selected project highlights include the project management of several VSAT and VOIP implementations in CARE overseas office locations; network infrastructure upgrades, Exchange email system migrations and the implementation of a VOIP-Based telephone system installation at the CARE Headquarter location. Additional contributions include the coordination and facilitation of an Information Technology Conference held in Amsterdam and the management of all aspects of a 6.2 million dollar Enterprise software donation from Microsoft Canada. 8 P a g e

TELECOMMUNICATIONS / NETWORK ADMINISTRATOR APRIL 1995 – SEPTEMBER 1998 CARE Canada 9 Gurdwara Rd Suite 30, Ottawa, Ont.

Charged with the design, implementation and management of CARE Canada’s telecommunication and network systems both at Headquarters in Ottawa including nine overseas offices, from project planning, installation, management and maintenance of email systems, remote LAN and mail access, internet mail and fax gateways as well as internet access. Major achievements include the creation of proposals to plan, design and implement a LAN, cabling infrastructure and training services as well as system upgrades for several other non-profit organizations. CIDA (CANADIAN INTERNATIONAL DEVELOPMENT AGENCY) 1984-1995 1994-1995 – Senior Telecommunications Administrator, Telecommunications, Technical Services Branch 1990-1994 – Local Area Network Manager, Corporate Management Branch 1988-1990 – Local Area Network Supervisor, Operation Services Branch 1984-1988 – Computer Operator/Production Control Coordinator, Management Information Services Division EDUCATION & PROFESSIONAL DEVELOPMENT

FRENCH LANGUAGE TRAINING - CFMWS – SEPT – NOV 2016 QUEST FOR QUALITY CERTIFICATION, Excellence Canada – DEC 2012 AGILE PROJECT MANAGEMENT PRACTITIONER CERTIFICATION – (Cert-APM) PMAC: JUNE 2012 BUSINESS ANALYSIS ESSENTIALS CERTIFICATE, Global Knowledge - NOV 2011 PMP CERTIFICATION, PMI - MAY 2009

PROJECT MANAGEMENT CERTIFICATE W/ HONOURS, Algonquin College - DEC 2007 ITIL SERVICES FOUNDATION 3 CERTIFICATE, HP - NOV 2007 COMPUTER PROGRAMMING, Algonquin College, 1986-1988 FRENCH LANGUAGE PROFICIENCY: INTERMEDIATE

PSC SECOND LANGUAGE EVALUATION (FRENCH TEST RESULTS) B/B/B – EXP. MAY 2014 ENHANCED RELIABILITY SECURITY CLEARANCE – JAN 2019 PROFICIENT IN THE USE OF MS OFFICE SUITE APPLICATIONS (INCL MS PROJECT & MS VISIO) VERSIONS: 2003/2007/2010/2013/2016, SMARTSHEET, SHAREPOINT VOLUNTEER / CHARITIABLE WORK

DFID – Do It For Dad Run – Alterna Savings 2011-2013. A charitable race to raise awareness and funds for research into Prostate cancer.

United Way – Alterna Savings. 2009-2013 Responsible for leading several events to raise funds. Barrhaven Run for Roger’s House 2011 – 2016

Barrhaven Food Cupboard – Santa Claus Parade 2011 – 2013



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