Management Project
Resume:
Resume - Mr. Daniel Robert
PROFILE
Mr. Robert specializes in the identification, documentation, modeling and analysis of business processes and
information architecture supported by IT systems. Through interviews with key business stakeholders, group
facilitation sessions, and process review meetings, Mr. Robert is able to capture the key business, functional and
information requirements of a process or system and document his analysis through use cases and standard modeling
languages such as UML and BPMN. Mr. Robert has been a Business Transformation Architect on several large IM/IT
software implementation projects where he was responsible for mapping current business processes to functions
enabled by COTS products as well as defining the requirements for custom software development. He was most
recently engaged as the Lead Business Transformation Architect on a team that advised senior management on the
implementation and configuration of IBM COTS analytical tools to improve the risk assessment of commercial
shipments for Canadian Border Services Agency (CBSA). He was also recently engaged as the Lead Business
Transformation Architect for the Continuous Improvement Management (CIMO) team at Environment Canada where
he led the development of business process architecture and a business process analysis and improvement centre of
excellence within the CIO branch of the department. Other previous significant roles include those as Business Process
Analyst on the Service Management Improvement Project (SMIP) with Public Works and Government Services
Canada (PWGSC) and the Senior Business Analyst responsible for the modeling of the information architecture and
business processes of the Canadian Real Estate Association and establishing policies and procedures for integrating
this information with the organization’s Software Development Lifecycle process.
Mr. Robert possesses a dynamic mix of professional, academic and personal qualities and a unique combination of
practical business experience, education and current information technology skills. He has a thorough knowledge of
Business Analysis, Process Analysis, Information Architecture, Enterprise Architecture, Software Development
Lifecycle and IT Service Management and Support Processes. He is an experienced manager and project leader with
excellent client interaction, team management and group facilitation skills. Mr. Robert has shown the ability to excel at
conveying technical concepts to non-technical audiences and has demonstrated the ability to quickly learn and apply
new technologies and concepts. He has excellent communication skills, is an effective public speaker, presenter and
team motivator. Mr. Robert is a dedicated and professional individual, equally effective in team situations as working
independently.
Mr. Robert is ITIL Foundations certified and as well as being a member, he is working toward becoming certified by
the Business Process Management Institute. He is also an active member of the Association of Business Process
Management Professionals and International Institute of Business Analysis.
SECURITY CLEARANCE
NAME LEVEL File # EXPIRY DATE
Daniel Robert Secret 95-17-8354 August 25, 2021
PROJECTS EXPERIENCE
Project 1
Project 2
Canada Border Services Agency (CBSA)
e-Manifest Business Rules Management System (BRMS) and Master Data Management (MDM)
Senior Business Analyst
January 2014– Present (15 months)
Budget: $10M (>5000 Users)
Project Description: The e-manifest project is modernizing the way that commercial trade data is processed and
assessed for risk in an effort to improve processing times and improve CBSA’s ability to risk assess shipments before
arrival in Canada. The legacy systems of ACROSS and TITAN are being modernized and replaced in favour of a set of
IBM COTS products including LanguageWare, Operational Decision Manager and Master Data Management.
Mr. Robert performs the following tasks:
• Design and document improvements to the commercial trade risk assessment process and supporting systems
(Secret Level II)
• Analyze organization business services, align and map services and business processes using BPMN process
models following the CBSA Agency Business Model ensuring alignment using TOGAF.
• Gather and document Business Rule and Master Data Management requirements (including information
management and privacy requirements).
• Conduct project requirements gathering sessions with Commercial Targeting Unit and management stakeholders
and document the current state and end-state business processes of commercial trade risk assessment
• Provide financial analysis support to business case development for follow-on work
• Author Business Rules in IBM Operational Decision Manager (ODM)
• Develop Business and System use cases
• Define, develop and document test cases for Business Rules
• Author and deliver presentations to senior management and other stakeholders
•
1Technical Environment: IBM Operational Decision Manager, IBM Master Data Management, IBM
Languageware, MS PowerPoint, MS Visio, Rational Software Architect, BPMN 2.0,
Agile
Project 3
Project 4
Health Canada
Medical Devices System Renewal
Senior Business Analyst
February 2013– December 2013 (11 months)
Budget: $10M
Project Authority: Denis Mulhall, Director, Project Portfolio Planning
Project Description: The Medical Device Licensing System (legacy system) is being renewed in light of improved
Regulatory and Licensing framework. The current outdated system supporting the Medical Devices Bureau is due to
be replaced with integrated, modern, service-oriented, COTS technology in use in other parts of the department.
Mr. Robert performed the following tasks:
• Led a team of 3 business analysts to identify, develop and align business processes with business services using
BPMN process models for the problem reporting and compliance verification process.
• Defined business critical success factors
• Designed and documented improvements to medical device licensing approval process and supporting systems
• Developed and document Privacy Impact Assessments and Statements of Sensitivity documents for new IT
systems (Secret Level II)
• Designed and developed a departmental file plan for administrative processes
• Created and supported departmental Sharepoint sites for information management, collaboration and data
management
• Gathered and documented high-level Business Requirements and Business Use Cases
• Conducted project requirements gathering sessions with Medical Device Assessment Unit, Information
Management and management stakeholders and documenting the current state and end-state business processes of
the Medical Device Licensing System.
• Defined architecture requirements and aligned to Zachmann Architectural Framework.
• Analyzed organization and map to new and existing processes
• Identified and define business strategy and process changes in support of transformation and change management
activities
• Identified change impact and organizational re-alignment requirements
• Ensured alignment with IT program policies and legislation
• Developed Health Canada Project Management Gate 2 documents including: Business Case, Project Charter,
Budget Estimates, Project Schedule and Alternative Proposals
• Developed project key performance indicators and critical success factors
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones
financial analysis and cost estimates
• Facilitated stakeholder process review meetings
• Developed presentations regarding business case and options analysis to senior management
•
2Technical Environment: MS PowerPoint, MS Visio, Bizagi Process Modeler, BPMN 2.0 Agile, Sharepoint 2010
Project 5
Project 6
Correctional Service of Canada
Business Architecture Capability Assessment
Business Architect
February 2013 (1 month)
Budget: $250k
Project Authority: Ted Reihnart, Deputy CIO, 613-***-****
Project Description: CSC required a top level business process model covering all elements reflected in Program
Alignment Architecture to provide as a point of reference to develop sub-program alignment architecture models. This
work is required to prepare for an exercise in application rationalization and modernization.
Mr. Robert performed the following tasks:
• Assisted CSC with building business modelling capability in preparation for COTS procurement and
implementation of TOGAF®
• Developed high-level BPMN model
• Conducted project requirements gathering sessions with Business and Information Architecture stakeholders, and
documented the current state and end-state business processes of the Inmate Management System
• Created interim business process model repository
• Developed Business Capability Model to help align Business Services with Business Processes.
• Designed and documented improvements to the Correctional Continuum process and supporting systems
• Provided an Assessment for what is required in order to model on a larger scale
• Developed top level model to establish a point of reference for other models
• Developed project plans including timelines, deliverables, milestones and cost estimates
• Developed presentation to present model solutions to senior management
•
3Technical Environment: MS PowerPoint, MS Visio, Bizagi Process Modeler, BPMN 2.0
Project 7
Project 8
Canadian Border Services Agency
Integrated Analysis Toolset
Senior Business Analyst
January 2012 – January 2013 (13 months)
Budget: $12M (> 5000 users)
Project Authority: Ed Slot, Manager Commercial Applications, 613-***-****
Project Description: Develop a proof of concept and validate the ability of IBM COTS tools to provide the ability for
CBSA to improve the risk assessment of commercial trade documents. The new toolset replaces and/or integrates
information from several legacy systems including ACROSS, CECP, CCS, and TITAN. The program initiative had a
mandate to modernize commercial business processing for CBSA using advanced analytics, and investigative toolsets
to improve CBSA targeting and risk assessment capabilities to identify high risk cargo for inspection or closer scrutiny.
This involved new risk assessment capabilities to aid in decisions associated with the admissibility of goods within the
context of Canada Border Services Agency (Canada Customs & Revenue Agency, Revenue Canada Customs &
Excise) regulations
Mr. Robert performed the following tasks:
• Met with key stakeholders to define, develop, map the business processes, and implement the business plans and
strategies to achieve them, including the examination of links between the stakeholder's goals for the program and
the work involved to achieve those objectives at both the strategic and operational levels
• Developed business processes and ensured alignment with business services using the CBSA Agency Business
Model ensuring alignment with TOGAF.
• Conducted program assessments, reviewed the business metrics, CBSA requirements associated to e-Manifest
program initiative, identified any process gaps and provided potential solutions and opportunities for
improvements and presented results to Senior Management
• Designed, identified and documented improvements and industry best practices, developed performance
management frameworks to assess process improvements, presenting project and implementation plans,
deliverables and producing contingency plans when required to improve business processes and (supporting
systems)
• Documented risk management policies and operating procedures for the assessment of commercial shipments
• Led a team of 2 BAs to gather requirements for the proof of concept phase of Integrated Analysis Toolset portion
of CBSA e-Manifest initiative
• Conducted project requirements gathering sessions with Risk Assessment Management Unit and documented the
current state and end-state business processes of the e-Manifest system.
• Contributed to the vision for how IBM Omnifind and Language Ware tools will integrate into the future e-
manifest architecture and defined a risk management framework based on Zachmann.
• Ensured alignment with IT program policies, legislation and security requirements (Secret Level II)
• Managed relation between COTS vendor (IBM) and client (CBSA) ensuring that identified opportunities for
improved functionality of CBSA’s risk assessment and targeting function utilizing the IBM tools
• Analyzed organization and developed Business Architecture, BPMN and UML models (i.e., Business Object
Model, Business Event Model, and Business Process Model) in IBM Rational Software Architect
• Aligned transformational objectives of the program to BTEP using the Government Strategic Reference Model
• Developed data models for IBM Datastage ETL components.
• Led testing and analysis of performance of IAT toolset relative to current tools in production.
• Created and documented Test Strategy and Test Cases for proof of concept
• Developed project key performance indicators and critical success factors
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and
cost estimates
• Presented business case and options analysis to senior management
• Facilitated stakeholder review meetings
4Technical Environment:
5Technical Environment: SCRUM, IBM Rational Software Architect, MS PowerPoint, MS Visio, IBM Omnifind,
IBM LanguageWare, IBM Datastage XML, BPMN 2.0
Project 9
Project 10
Canada Post
Digital Delivery Network
Senior Business Analyst
August 2011 – December 2011 (6 months)
Budget: $10M (> 5000 users)
Project Authority: Timothy Grayson Director, epost Product Development, 613-***-****
Project Description: Working on multiple projects including the development of a consumer cloud application, internal
billing applications, and mobile applications
Mr. Robert performed the following tasks:
• Conducted project requirements gathering sessions with product marketing and product development stakeholders
and documented the current state and end-state business processes of the epost system.
• Developed functional specifications in support of the Product Development group within the Digital Delivery
Network at Canada Post
• Defined web-usability requirements for ePost web and mobile interfaces
• Supported the Business Analysis function across multiple Agile development teams
• Analyzed organization and mapped to BPMN models to document business processes
• Represented product owner for Mobile (iPhone, Android and Blackberry) Applications
• Facilitated business change review meetings with stakeholders
• Designed and documented improvements to product development process and supporting systems
• Led User Acceptance Testing
• Ensured alignment with IT program policies and legislation
• Provided Business Architecture and business process modelling oversight on the transformation of several large-
scale Applications including: Cloud Storage ($1m), Payments ($250k), Secure Messaging ($1m) and Electronic
Bill Presentment ($3m)
• Developed project key performance indicators and critical success factors
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones,
financial analysis and cost estimates
• Developed and co-ordinated end-user and user support training documents
•
6Technical Environment: SCRUM, MS PowerPoint, MS Visio, XML, Bizagi Process Modeler, BPMN 2.0
Project 11
Project 12
Environment Canada
Shared Enterprise Application Services
Senior Business Analyst
August 2010 – July 2011 (12 months)
Budget: $15M (> 5000 users)
Project Authority: Josee Ricard, Director Quality Assurance and Web Services, 819-***-****
Project Description: Working on multiple projects, leading teams of up to 4 Business Analysts, including update and
rationalization of Environment Canada’s emissions reporting applications and the integration of several legacy systems
into a modern, integrated, service-oriented architectural framework.
Mr. Robert performed the following tasks:
• Conducted assessments on various reporting programs to identify process gaps and define opportunities
improvements, provided findings and improvements to information management processes
• Defined business critical success factors
• Design, develop and document performance management frameworks, assessing process improvements
developing project and implementation plans and deliverables that will improve business processes and supporting
systems
• Developed and documented Threat Risk Assessment Framework based on Zachmann Framework for new and
updated IT systems
• Gathered and documented requirements for an enterprise SOA-based shared application infrastructure for
managing client information related to multiple Environment Canada environmental reporting programs
(Greenhouse Gas Emissions, National Pollutant Releases and the Canadian Environmental Sustainability Index)
• Conducted project requirements gathering sessions with business end-users and management stakeholders, and
documented the current state and end-state business processes and the Environmental reporting programs.
• Coordinated the establishment and communication of business and technical requirements
• Analyzed organization and developed and mapped the business processes using BPMN for managing, tracking
and assessing changes to SOA components according to industry best practices and guidance from the Corporate
Executive Board
• Defined security requirements for electronic signatures and ensured alignment with Government of Canada
External Credential Management protocols
• Developed Use Cases and Test Cases using Sparx System Architect
• Configured and deployed COTS product (SharePoint 2010) for managing and tracking activities and tasks
associated with QA, testing, releases, change management and incidents
• Identified and defined business strategy and process changes in support of transformation and change
management activities utilizing BTEP and GSRM.
• Identified change impact and organizational re-alignment requirements
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and
cost estimates
• Developed and co-ordinated end-user and user support training material
• Developed business change presentations and presented to senior management
• Facilitated stakeholder review meetings
7Technical Environment:
8Technical Environment: SCRUM, MS Visio, SharePoint 2010, Sparx System Architect XML, BPMN 2.0
Project 13
Project 14
CRTC
National Do Not Call List Process and System Improvements
Senior Business Analyst
June 2010 – July 2011 (13 months)
Budget: $11M (> 5000 users)
Project Authority: Doug Thurston, Manager Costing Methods and Tariffs, 819-***-****
Project Description: Updates to the National Do Not Call List case management applications as a result of changes to
policy and program requirements.
Mr. Robert performed the following tasks:
• Developed Business Case and conducted financial analysis for National Do No Call List Process Improvements
• Defined business critical success factors
• Ensured alignment with IT program policies and legislation
• Developed Statement of Sensitivity
• Assessed DNCL Program to identify process gaps and research and recommend opportunities for improvement
and for evaluating COTS products
• Designed, defined, redesigned, documented and mapped improvements to the business processes using BPMN
process models using Business Architecture to improve the investigative case management function of the
National Do Not Call List program and developed framework for measuring performance and supporting systems.
• Captured business requirements, develop use cases and prepared reports, documentation and prepared
presentations for senior management
• Conducted project requirements gathering sessions with CRTC Commissioners and IT Management and
documented the current state and end-state business processes and the DNCL Case Management system.
• Applied Information Management principles and best practices for the collection, storage and control of
information and documents
• Developed and implemented Case Management functions including correspondence, document and task
management capabilities through the configuration of a COTS product (Microsoft SharePoint)
• Configured and deployed SharePoint 2010 site including custom edit forms and audience targeted content
• Developed reports based on SharePoint lists that can be presented in Excel or MS Access.
• Responsible for documenting requirements for changes to existing systems, developing test cases and creating
user training materials
• Defined security requirements for electronic signatures and ensured alignment with Government of Canada
External Credential Management protocols
• Identified and defined business strategy and process changes in support of transformation and change
management activities
• Developed and co-ordinated end-user and user support training
• Identified change impact and organizational re-alignment requirements
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and
cost estimates
• Developed presentations on business case and options analysis and presented to senior management
• Facilitated stakeholder review meetings
•
9Technical Environment: SCRUM, MS Visio, SharePoint 2010, Avantage Process Modeler. XML, BPMN 2.0
Project 15
Project 16
Environment Canada
Single Window Initiative
Senior Business Transformation Architect
May 2010 (1 month)
Budget: $2M
Project Authority: Josee Ricard, Director Quality Assurance and Web Services, 819-***-****
Project Description: Developing and supporting the Change and Release Management processes for the Emissions
Reporting programs Applications Development group.
Mr. Robert performed the following tasks:
• Analyzed organization, mapped processes and performed a process assessment and developed and presented
Business Case for the implementation of ITIL Processes
• Identified gaps in existing Service Management processes, based on the program assessment, reviewed and
defined opportunities for improvements to the business processes
• Conducted project requirements gathering sessions with IT Support teams, and documented the current state and
end-state business processes and the change and release management systems.
• Developed, documented using BPMN and implemented Change and Release Management business processes
based on ITIL best-practices and guidance from the Corporate Executive Board
• Define business critical success factors
• Configured and deployed SharePoint 2010 to use as a Change and Release Tracking system, for processing
Software Releases to geographically dispersed architectures, recording Release Activities, and for documenting
deployment components, documents and instructions.
• Developed performance management frameworks and documented operating procedures to assess release
management process improvements and produced reports to reflect performance
• Designed and documented improvements to Change and Release Management processes and supporting systems
• Coordinated Change Advisory Board (CAB) meetings, represented Release Management processes and managed
creation and collection of signatures of Release Approval and Authorization forms for pending releases.
• Coordinated post-release “Lessons Learned” activities
• Identified and defined business strategy and process changes in support of transformation and change
management activities
• Developed and co-ordinated end-user and user support training material
• Identified change impact and organizational re-alignment requirements
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and
cost estimates
• Developed presentations on new Change and Release Management processes and presented to senior management
• Facilitated stakeholder review meetings
10Technical Environment:
11Technical Environment: SCRUM, MS Visio, Interfacing Enterprise Process Modeler, SharePoint 2010, XML,
BPMN 2.0
Project 17
Project 18
Environment Canada
Canadian Environmental Sustainability Indicators Quality Management System
Senior Business Analyst
December 2009 – May 2010 (6 months)
Budget: $15M
Project Authority: Gavin Berube, Director Business Analysis and Data Management, 819-***-****
Project Description: Provided process improvement analysis and support to CESI – project involved collaboration
among the key government stakeholders (i.e., Environment Canada, Health Canada, Statistics Canada, and the
provinces and territories.
Mr. Robert performed the following tasks:
• Interviewed Senior Management and facilitated stakeholder workshops to document business requirements
• Developed and documented a QMS for CESI data collection, storage, centralization, access control and
publication of information using Information Management best practices
• Designed and implemented a file plan for operational processes
• Captured business requirements, analyzed organization and mapped the business processes using BPMN and
prepared reports, documentation and presentations
• Conducted project requirements gathering sessions with CESI business resources and documented the current
state and end-state business processes and the QMS system.
• Developed Maturity Framework for performance measurement and evaluating and assessing new Sustainability
Indicators and improve processes
• Assessed the program requirements and identified any process gaps and defined opportunities for program
improvement opportunities
• Designed and documented improvements to quality management and supporting systems
• Configured and deployed SharePoint site for managing Quality Management documents
• Identified and defined business strategy and process changes in support of transformation and change
management activities
• Identified change impact and organizational re-alignment requirements
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and
cost estimates
• Facilitated business change review meetings with stakeholders and management
12Technical Environment:
13Technical Environment: MS Visio, Avantage Process Modeler, SharePoint 2007, BPMN 2.0
Project 19
Environment Canada
CIO Continuous Improvement Management Office
Senior Business Process Re-Engineer
September 2009 – November 2009 (3 months)
Budget: $10M
Project Authority: Gavin Berube, Director Business Analysis and Data Management, 819-***-****
Project Description: Development of a Continuous Improvement Management Office within the CIO Branch of
Environment Canada responsible for the selection, support and assessment of process improvement projects across the
department. Improvement opportunities included identifying applications that were candidates for rationalization and
consolidation.
Mr. Robert performed the following tasks:
• Developed Business Case for the creation of the Continuous Improvement Management Office
• Defined business critical success factors
• Developed and documented Process Improvement Methodology and operating procedures for newly created
Continuous Improvement Management Office in Environment Canada’s CIO branch
• Designed and documented improvements to IT and IM management processes and supporting systems
• Evaluated and selected COTS tool for the management processes and process improvement projects
• Defined the performance management framework to conduct a program assessment to assess process gaps and
define the opportunities for improvements including key performance indicators and executive dashboards
• Conducted project requirements gathering sessions with the CIO and IM/IT Managers and documented the current
state and end-state business processes.
• Analyzed organization, created and mapped the business processes using BPMN including, Environment Canada
Process Framework based on APQC Process Classification and Gartner Process Maturity Frameworks
• Developed Environment Canada Service Management Framework based on ITIL and Government of Canada
Service Reference Model
• Created Service Management Framework to guide implementation of ITIL Processes across CIO Branch
• Performed an assessment and identified process gaps in CIO program processes
• Designed a departmental file plan and documented processes for office of the CIO including correspondence
management, HR Requests, project prioritization
• Developed and delivered presentations to Senior Management
• Configured and deployed COTS products (SharePoint 2007 and 2010) for executive dashboards, managing
procurement process tasks, documents and workflow
• Identified and defined business strategy and process changes in support of transformation and change
management activities
• Developed and co-ordinated end-user and user support training material
• Identified change impact and organizational re-alignment requirements
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and
cost estimates
• Developed presentations on Business Case and options and presented to senior management
14Technical Environment:
15Technical Environment: MS Visio, Interfacing Enterprise Process Center, Sparx System Architect, SharePoint 2007
and 2010, BPMN 2.0
Project 20
Project 21
Environment Canada
Environment Canada Software/Hardware Procurement Process Re-Engineering
Senior Business Process Re-engineer
September 2009 – November 2009 (3 months)
Budget: $10M
Project Authority: Gavin Berube, Director Business Analysis and Data Management, 819-***-****
Project Description: Provided process improvement analysis and support to the Hardware and Software procurement
improvement initiative whose goal was to rationalize the application inventory of the department.
Mr. Robert performed the following tasks:
• Conducted process discovery and mapping workshops with SMEs
• Mapped and documented processes in BPMN using MS Visio
• Mapped To-Be Process based on identified strategic and tactical objectives
• Identified gaps between As-Is and To-Be process and developed work plan to close gap
• Presented results to Senior Management
• Configured and deployed SharePoint site for managing procurement requests and for reporting on process
performance
• Conducted project requirements gathering sessions with IT Procurement team, and documented the current state
and end-state business processes.
• Identified and defined business strategy and process changes in support of transformation and change
management activities
• Designed and documented improvements to Software and Hardware procurement process and supporting systems
• Identified change impact and organizational re-alignment requirements
• Developed and co-ordinated end-user and user support training material
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and
cost estimates
• Developed presentations, presented to senior management and facilitated stakeholder review meetings
16Technical Environment:
17Technical Environment: MS Visio, Process Modeler, SharePoint 2007, BPMN 2.0
Project 22
Project 23
Canadian Radio-Telecommunications Commission
National Do Not Call List – Compliance and Enforcement Case Management System
Senior Business Analyst
May 2009 – August 2009 (4 months)
Budget: $25M (> 5000 users)
Project Authority: Doug Thurston, Manager Costing Methods and Tariffs, 819-***-****
Project Description: Developed the Compliance and Enforcement Case Management system to manage the
enforcement cases resulting from DNCL violation investigation and integration with existing legacy systems.
Mr. Robert performed the following tasks:
• Conducted project requirements gathering sessions with CRTC Commissioners and IT Management to identify
business requirements for new case management tool to support Investigators in the gathering of information and
evidence to support compliance and enforcement actions against violators of the National Do Not Call List
regulations and documented the current state and end-state business processes.
• Developed new processes and mapped existing processes
• Conducted workshops and JAD sessions to elicit and confirm business requirements
• Applied Information Management principles and best practices for the collection, storage and control of
information and documents
• Ensuring alignment with IT program policies and legislation
• Developed a Threat Risk Assessment
• Designed and documented improvements to the case management process and supporting systems
• Configured and deployed SharePoint 2010 site including custom edit forms and audience targeted content and
Reports based on SharePoint lists that could be consumed with a web browser or Excel
• Designed and implemented an operational file plan
• Developed business process models using BPMN and designed workflows to be developed and executed in
SharePoint (MOSS 2007)
• Identified and defined business strategy and process changes in support of transformation and change
management activities
• Developed and co-ordinated end-user and user support training material
• Identified change impact and organizational re-alignment requirements
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and
cost estimates
• Facilitated stakeholder review meetings regarding business changes
18Technical Environment:
19Technical Environment: SCRUM, Avantage Process Modeler, SharePoint (MOSS 2007), Visio, BPMN 2.0
Project 24
Project 25
Canadian Radio-Telecommunications Commission
Website Update Task Management Tool
Senior Business Analyst
February 2009 – April 2009 (4 months)
Budget: $13M
Project Authority: Lise Gauthier, Manager Broadcasting and Telecommunications Processes, 819-***-****
Project Description: Created a Task Management tool in SharePoint
Mr. Robert performed the following tasks:
• Liaised and interviewed key business stakeholders as well as facilitated sessions, and process review meetings in
order capture the key business, functional and information requirements of existing processes
• Conducted project requirements gathering sessions with IM staff and management and documented the current
state and end-state business processes and the website CMS system.
• Applied Information Management principles and best practices for the collection, storage and control of
information and documents
• Led and facilitated workshops to gathered and document business requirements for new task management tool to
support process for updating CRTC websites
• Conducted workshops and JAD sessions to elicit and confirm business requirements.
• Developed business process maps using BPMN and designed workflows to be developed and executed in
SharePoint (MOSS 2007)
• Designed and documented improvements to website updated process and supporting systems
• Designed and implemented an administrative file plan
• Configured and deployed SharePoint site for managing tasks and documents
• Identified and defined business strategy and process changes in support of transformation and change
management activities
• Identified change impact and organizational re-alignment requirements
• Ensuring alignment with IT program policies and legislation
• Developed a Statement of Sensitivity
• Developed and co-ordinated end-user and user support training material
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and
cost estimates
• Developed solution option presentations and presented to senior management
20Technical Environment:
21Technical Environment: SCRUM, Avantage Process Modeller, SharePoint (MOSS 2007), Visio, BPMN 2.0
Project 26
Project 27
Canadian Radio-Telecommunications Commission
Official Document Nomenclature Revisions
Senior Business Analyst
December 2008 – January 2009 (2 months)
Budget: $250k
Project Authority: Lise Gauthier, Manager Broadcasting and Telecommunications Processes, 819-***-****
Project Description: Developed updates to department’s legacy web content management tool and integrated it with
newer content management systems in the commission.
Mr. Robert performed the following tasks:
• Interviewed Senior Management and facilitated stakeholder workshops to gather business requirements
• Conducted project requirements gathering sessions with IM staff and management and documented the current
state and end-state business processes and the website CMS system.
• Captured business requirements and prepared reports, documentation and presentations
• Developed new processes and mapped existing processes using BPMN
• Managed project to introduce new document nomenclature for web publishing
• Applied Information Management principles and best practices for the collection, storage and control of
information and documents
• Led a team of technical resources modifying .NET application and provided mentoring to junior staff
• Designed and documented improvements to document management and supporting systems
• Defined project activities and deployment strategy
• Developed test cases and oversee testing phase
• Ensuring alignment with IT program policies and legislation
• Provided advice and mentored resources on business and technical architecture issues
• Configured and deployed a SharePoint site for managing the tasks and activities related to requirements gathering
and development
• Designed and implemented an administrative file plan
• Identified and defined business strategy and process changes in support of transformation and change
management activities
• Identified change impact and organizational re-alignment requirements
• Developed and co-ordinated end-user and user support training material
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and
cost estimates
• Developed solution option presentations and presented to senior management
22Technical Environment:
23Technical Environment: SCRUM, Avantage Process Modeler, MS Project, MS .NET, SharePoint 2007, BPMN 2.0
Project 28
Project 29
Canadian Radio-Telecommunications Commission
National Do Not Call List - Complaints and Investigations Case Management System
Senior Business Analyst
April 2008 – November 2008 (8 months)
Budget: $25M
Project Authority: Doug Thurston, Manager Costing Methods and Tariffs, 819-***-****
Project Description: Developed the Complaints and Investigations Management system to manage cases arising from
complaints of violation of the DNCL rules brought to the commission.
Mr. Robert performed the following tasks:
• Defined and documented high-level business requirements for procurement of a COTS tool for investigation case
management at the CRTC
• Defined business critical success factors
• Conducted a program assessment in order to identify the process gaps to provide and develop vision for how
technology would be used to develop new investigative case management functions within the CRTC and
integrate with existing systems
• Defined opportunities and program improvements, providing expertise and information to maximize benefits, and
limit potential risks and presented results to Senior Management
• Designed and documented improvements to case management process and supporting systems
• Evaluated COTS tools and several technical and architectural options
• Liaised with external COTS suppliers on behalf of CRTC
• Captured business requirements and prepared reports, documentation and presentations regarding business
changes
• Conducted project requirements gathering sessions with CRTC Commissioners and IT Management and
documented the current state and end-state business processes and the case management system.
• Provided advice and mentoring on business and technical architecture issues
• Ensured alignment with IT program policies and legislation
• Developed a Threat Risk Assessment
• Designed, mapped and modeled business processes and workflows using BPMN for the new National DNCL
Complaints and Investigation mandate of the CRTC
• Defined and develop performance measurement framework to be used for subsequent process improvements
• Defined process data requirements and defined XML data-transfer schemas
• Defined and documented business requirements for an investigation case management application
• Applied Information Management principles and best practices for the collection, storage and control of
information and documents
• Configured and deployed COTS tool (SharePoint) including custom edit forms and audience targeted content
• Developed Reports based on SharePoint lists that could be consumed with a web browser or Excel
• Defined and managed User Acceptance Testing phase and provided training and mentoring to power users
• Identified and defined business strategy and process changes in support of transformation and change
management activities
• Identified change impact and organizational re-alignment requirements
• Developed and co-ordinated end-user and user support training material
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and
cost estimates
•
24Technical Environment: SCRUM, Visio, Avantage Process Modeler, MS .NET, Windows Workflow Foundation,
SharePoint 2007, BPMN 2.0
Project 30
Project 31
Public Works and Government Services Canada
Service Management Improvement Program
Business Process Re-Engineer
April 2007 – March 2008 (12 months)
Budget: $12M
Project Authority: Jim King, Director Service Management Strategy and Optimization, 819-***-****
Project Description: Provide business process modeling and support to multiple teams developing and implementing
IT Service Management processes based on ITIL in preparation for the development of the Shared Services
Organization (an inter-departmental initiative)
Mr. Robert performed the following tasks:
• As a member of the Modeling team of the SMIP IT Service Management project, Mr. Robert was responsible for
assisting Subject Matter Experts to document and model their IT Service Management processes based on ITIL
• Defined business critical success factors
• Conducted project requirements gathering sessions with IT Service Management process owners and documented
the current state and end-state business processes.
• Assisted Change and Release Management process owners to analyzed organization, conduct a program
assessment to identify process gaps, define and map the processes using BMPN for an integrated ‘to-be’ process
model and devised a strategy for changing operational process to match and developed performance management
frameworks to assess process improvements, define the strategy and oversee multiple teams in the execution
• Assisted with the design, development and documentation of an Enterprise Change Management policy and
procedures manual
• Provided SME input to development of Service Level Agreements and Operational Level Agreements between
internal PWGSC Service Delivery Groups and external clients in other departments
• Reviewed draft models for consistency, adherence to BPMN standards and readability
• Trained SMEs and provided expertise in Business Process Management Notation (BPMN) and modelling
practices
• Developed and built simulation scenarios that assisted the organization to check their processes for cycle time,
quality and cost. Used simulation results to develop business cases to support investment in ITSM training and
define the program improvements
• Designed and documented improvements to IT Service Management processes and supporting systems
• Identified and defined business strategy and process changes in support of transformation and change
management activities
• Identified change impact and organizational re-alignment requirements
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and
cost estimates
• Developed business and process change option presentations and presented to senior management
•
25Technical Environment: iGrafx, MS Project, BPMN
Project 32
Project 33
Public Works and Government Services Canada
Call to Cash Re-engineering Project
Business Process Re-engineer
January 2008 – March 2008 (3 months) (overlaps with Project 16)
Budget: $110K
Project Authority: Gavin Berube, Director Business Analysis and Data Management, 819-***-****
Project Description: Develop, test and implement improvements to the Call to Cash business process of the IT Shared
Services Organization (ITSSO) at PWGSC.
Mr. Robert performed the following tasks:
• Responsible for analyzing organization, documenting and mapping the ‘as-is’ and ‘to-be’ Call to Cash business
process using BPMN
• Applied Information Management principles and best practices for the collection, storage and control of
information and documents
• Designed and documented improvements the call-to-cash business process and supporting systems
• Participated in the development of the business case for and piloting of re-engineered processes aimed at
improving client responsiveness and reducing time it took to create proposals
• Captured business requirements and prepared reports, documentation and presentations
• Conducted project requirements gathering sessions with PWGSC account managers and documented the current
state and end-state business processes.
• Documented requirements for and developed a SharePoint-based Sales Opportunity Management System
• Developed project plans including timelines, deliverables, milestones and cost estimates
• Developed presentations, presented to senior management and facilitated stakeholder review meetings
•
26Technical Environment: iGrafx, SharePoint 2007, BPMN
Project 34
Project 35
Public Works and Government Services Canada
Business Management Model Project
Business Process Analyst
May 2007 – September 2007 (5 months) (Overlaps with Project 16)
Budget: $120K
Project Authority: Gavin Berube, Director Business Analysis and Data Management, 819-***-****
Project Description: Analyze organization, develop and map the processes using BMPN for the business model of the
IT Shared Services Organization and for the new Continuous Improvement Management program
Mr. Robert performed the following tasks:
• As a member of the Business Management Model team, Mr. Robert was responsible for assisting with the
development and mapping of business process models for several key Business Processes that integrate IT Service
Management with Business Management functions of the emerging IT Shared Services Organization (ITSSO)
within PWGSC
• Participated in the development of a business model and architecture document for the newly structured
organization
• Conducted project requirements gathering sessions with IT Management and the CIO office and documented the
current state and end-state business processes.
• Participated in program assessment and process gap identification workshops with Senior Management and
Subject Matter Experts
• Assisted with the development and documentation of a Continuous Improvement program that included the
development of an enterprise process framework based on APQC Process Classification Framework and a
methodology and operating procedures for the identification, assessment, implementation and ongoing
performance management of enterprise-level processes
• Designed and documented improvements to the CIO Business Model and supporting systems
• Identified and defined business strategy and process changes in support of transformation and change
management activities
• Identified change impact and organizational re-alignment requirements
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and
cost estimates
• Developed presentations, presented to senior management and facilitated stakeholder review meetings
•
27Technical Environment: iGrafx, BPMN
Project 36
Project 37
Project 38 Department of National Defence
EPM Optimization
Business Process Analyst
January 2007 – March 2007 (3 months)
Budget: $25M
Project Description: Discovery and mapping of processes in support of transition to a new COTS ERP
Mr. Robert performed the following tasks:
• Interviewed subject matter experts, interpreted process related documents and documented results in business
process models using BPMN
• Assessed the EPM Optimisation program and identified gaps with industry standards
• Defined and provided opportunities to improve the processes
• Defined and develop a performance management framework document used to assess the process improvements
• Designed and documented improvements to supply management and maintenance processes and supporting
systems
• Defined data requirements and developed data models for an COTS ERP implementation
• Conducted project requirements gathering sessions with Supply Officers and IT Management, and documented the
current state and end-state business processes.
• Managed the introduction of MEGA Process Modeling Suite into the department, documented operating
procedures and provided mentoring for a process development methodology that will enable the client to utilize
MEGA for Business Architecture, Process Redesign, Process Mapping, Simulation and System Development
• Designed a file plan for managing updates to process architecture
• Developed project plans including timelines, deliverables, milestones and cost estimates
• Facilitated business and process change review meetings with stakeholders
•
28Technical Environment: Visio, MEGA Process Modeller, BPMN
Project 39
Project 40
Canadian Real Estate Association
Senior Business Analyst
January 2006 – December 2006 (12 months)
Budget: $11M
Project Description: Led a team of 3 Business analysts in various projects in support of CREA’s mandate to provide
real estate management systems for its members and the public.
Mr. Robert performed the following tasks:
• Managed, supervised and participated in the identification business and functional requirements, use case
modeling, business process models using BMPN, UI design, testing and debugging of 3-tiered architecture,
desktop and Internet / Intranet based software applications including mls.ca website
• Conducted project requirements gathering sessions with CREA Board Members and documented the current state
and end-state business processes and the CREA website.
• Developed business cases for technology acquisitions (including COTS tools) and business transformation
projects
• Defined business critical success factors
• Designed and documented improvements CREA membership management, promotions, and property
management processes and supporting systems
• Responsible for managing and updating the Canadian Real Estate data model and participated in efforts to
integrate this into international property management data models
• Scheduled and allocated business analysis resources in support of multiple ongoing development projects
• Led the team responsible for selecting and implementing COTS web content management system.
• Designed administrative file plans for managing artifacts created by the Business Analysis team
• Responsible for creation and maintenance of system and end user documentation
• Developed and co-ordinated end-user and user support training
• Responsible for managing process redesign and performance management activities using BPMN and mentoring
resources
• Identified and defined business strategy and process changes in support of transformation and change
management activities
• Identified change impact and organizational re-alignment requirements
• Managed the configuration and deployment of a SharePoint document management system
• Spearheaded, through mentoring and coaching, an IT Service Improvement initiative based on the principles of
ITIL including training of help desk staff on the principles of Incident Management
• Developed and managed Service Level Agreements with suppliers and partners
•
29Technical Environment: Facilitated business and process change review meetings with stakeholders MS .NET, SQL
Server, Visio, Avantage Process Modeler, MS Project, SharePoint, BPMN
Project 41
Project 42
House of Commons
Digital Asset Management System
Senior Business Analyst
September 2005 – December 2005 (4 months)
Budget: $12M
Project Description: Proof of concept for the implementation of a digital asset management system
Mr. Robert performed the following tasks:
• Responsible for identifying and documenting the business, functional and data requirements for the Proof of
Concept phase of COTS selection process.
• Conducting project requirements gathering sessions with IM and IT management stakeholders), and documenting
the current state and end-state business processes and the digital asset management system.
• Managed the user acceptance testing
• Conducted interviews and workshops with stakeholders to discover critical requirements and documented them in
UML as use cases and activity models using Rational Rose
• Analyzed the current business process of the program and mapped this against the business processes enabled by
the COTS solution, identifying any process gaps, designed, defined and documented improvement to the program
processes and supporting systems
• Modeled new processes and developed requirements for custom integration software required to fill gaps in COTS
product functionality using BPMN
• Defined business requirements to drive business improvements and developed the performance management
framework used to assess the process improvements
• Applied Information Management principles and best practices for the collection, storage and control of
information and documents
• Designed a file plan for managing digital assets
• Developed a SharePoint site for managing the tasks and activities related to the proof of concept
• Developed Statement of Sensitivity
• Developed and co-ordinated end-user and user support training material
•
30Technical Environment: Facilitated business and process change review meetings with stakeholders MS .NET, SQL
Server, BizTalk Server, IBM Rational Rose, Visio, MS Project, MS SharePoint, BPMN, RUP
Project 43
Project 44
Royal Canadian Mounted Police
Police Reporting and Occurrence System
Senior Business Analyst
August 2003 – August 2005 (25 months)
Budget: $40M (> 5000 users)
Project Description: Develop and implement a new Reporting and Occurrence database system for use by line of duty
officers and for implementing interfaces with various national and local information systems within the RCMP and
other government departments (i.e. Justice).
Mr. Robert performed the following tasks:
• Responsible for the business analysis of a team 2 Business Analysts in activities related to the development of the
integration components of a mobile case management application with a COTS product enabling officers to
manage case information wirelessly using laptops in their patrol vehicle (Secret Level II)
• Captured business requirements and prepared reports, documentation and presentations
• Conducted project requirements gathering sessions with project stakeholders and front-line officers and
documented the current state and end-state business processes and the reporting and occurrence management
system.
• Identified and analyzed business process models (using Rational Rose) through stakeholder interviews and group
workshops
• Designed and documented improvements to mobile dispatch process and supporting systems
• Defined and documented data models and process flows as well as functional requirements (use cases) following
the Rational Unified Process (RUP) and BPMN
• Supervised the development of application integration components developed using XML, Web Logic, MQ Series
and JMS
• Responsible for system and end user documentation and knowledge transfer to RCMP full-time resources through
training and hands-on orientation sessions
• Developed and documented Change and Release Management processes and procedures based on ITIL best
practices for use by RCMP resources as part of the Knowledge Transfer phase of the project and provided
mentoring
• Implemented improved Release Management process for the transition of components from test to production
environments
• Provided day to day support of Change and Release Management processes during the staged transition from Test
to production environments across the country
• Developed a Threat Risk Assessment
• Developed Service Level Agreements
• Developed data architecture for Cognos reporting requirements
• Developed and co-ordinated end-user and user support training material
31Technical Environment:
32Technical Environment: Facilitated business and process change review meetings with stakeholders SQL Server,
IBM Rational Rose, MKS Integrity, MS Project, XMLSpy, MQ Series, Weblogic, Cognos BI, BPMN, RUP
Project 45
Project 46
Environment Canada
Correspondence Management Improvements
Business Analyst
April 2003 – July 2003 (4 months)
Budget: $15M
Project Description: Development of improvements to the department’s correspondence management system
Mr. Robert performed the following tasks:
• Facilitated stakeholder workshops and individual user session to gather business requirements
• Developed a strategy to manage information that is created in the process generating correspondence during the
tracking of waste shipments, developing policy and new regulations and enforcement of current regulations
• Assessed the current Information Technology infrastructure and tools in place within the organization
• Developed process and information models for how correspondence is collected and managed
• Designed an administrative file plan for the department
• Configured COTS tool (SharePoint) for managing correspondence documents
• Identified and defined business strategy and process changes in support of transformation and change
management activities
• Identified change impact and organizational re-alignment requirements
• Developed a Statement of Sensitivity
• Documented new processes and trained users
33Technical Environment:
34Technical Environment: Facilitated business and process change review meetings with stakeholders Visio, Avantage
Process Modeller, MS Project, MS Word, SharePoint
Project 47
Project 48
Ontario Ministry of Environment
Watershed Study Website
Business Transformation Architect
November 2002 – March 2003 (5 months)
Budget: $10M
Project Description: Development of a website for the dissemination of results of the Watershed study
Mr. Robert performed the following tasks:
• Conducted group focus sessions with project stakeholders and developed business process model
• Led Joint Application Design (JAD) workshops
• Collected and documented requirements through facilitated workshops
• Created and executed test cases
• Managed project resources
• Supervised the design, development and implementation an effective and visually pleasing Internet site that
conformed to W3C accessibility standards
• Developed a Statement of Sensitivity
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and
cost estimates
•
35Technical Environment: Visio, Avantage Process Modeller, MS Project, MS Word, MS Visual Studio
Project 49
Project 50
Canadian Museum of Civilization
Unified Search Portal Business Case
Business Transformation Architect
September 2002 – October 2002 (2 months)
Budget: $5M
Project Description: Development of a business case for the creation of a unified search portal to bring together
disparate information sources under one tool
Mr. Robert performed the following tasks:
• Interviewed Senior Management, museum clients and stakeholders and conducted focus group sessions to gather
requirements and understand the search needs of internal and external museum clients
• Defined business critical success factors
• Developed a search model that would satisfy client needs
• Produced and presented a business case that provided recommendations to senior management
• Developed project plans including presentations, implementation strategy timelines, deliverables, milestones and
cost estimates
• Facilitated business and process change review meetings with stakeholders
•
36Technical Environment: Visio, Avantage Process Modeller MS Project, MS Word, MS PowerPoint
Project 51
Project 52
Privy Council Office
Federal-Provincial Agreements Registry
Analyst/Programmer
April 2002 – August 2002 (5 months)
Project Description: Development of a system to track Federal/Provincial agreements
Mr. Robert performed the following tasks:
• Part of a team that developed data models, designed data export/import utilities written in Visual Basic 6.0 and
SQL Server 2000 and executed test cases
• Developed system and end user documentation
•
37Technical Environment: Windows 2000 Server, ASP/VBScript programming, SQL Server 2000, MS Project
Project 53
Project 54
Recall Total Information Management
Customer CARE Account Management System
Business/System Analyst
February 2001 – March 2002 (14 months)
Project Description: Development of a system to manage customer billing and accounts
Mr. Robert performed the following tasks:
• Gathered business, functional and information requirements through user interviews and facilitated workshops
• Designed the workflow, information and documented the requirements
• Managed the development of the data architecture and system using SQL Server 2000, Data Transformation
Services and Active Server Pages
• Developed Service and Support procedures and negotiated SLA with outsourced Application Management
Services Company
•
38Technical Environment: Facilitated business and process change review meetings with stakeholders Windows 2000
Server, ASP/VBScript, SQL Server 2000, MS Project, MS PowerPoint, Visio
Project 55
Project 56
Transport Canada
Ship Inspection Reporting System
Programmer/Analyst
July 2000 – March 2001 (9 months)
Project Description: Development of a system to manage and track Ship Inspection reports
Mr. Robert performed the following tasks:
• Programmed Visual Basic components that allowed complex searches to be made using a Web-based interface to
an Oracle 8i database
• Created and executed test plans
• Created system and end user documentation
• Developed project plans including timelines, deliverables, milestones and cost
•
39Technical Environment: Oracle 8i, PL/SQL. ADO, VB 6.0 and ASP
Project 57
Project 58
Privy Council Office
Job Posting Application
Programmer/Analyst
February 2000 – June 2000 (5 months)
Project Description: Development of a job posting application
Mr. Robert performed the following tasks:
• Developed application modules according to specification documents
• Developed test plans and executed integration and acceptance testing
• Created system and end user documentation
•
40Technical Environment: Visual InterDev 6, ASP, IIS, HTML, DHTML, JavaScript, VBScript, VB COM, ADO, SQL
Server 2000, Windows 2000 server
Project 59
Project 60
Nova Scotia Museum
Museum Information Management System
Lead Business Analyst
January 1999 – January 2000 (13 months)
Project Description: Development of a database system for managing museum artifacts
Mr. Robert performed the following tasks:
• Defined and documented requirements for new Provincial Museum database system
• Participated in testing and rollout activities
• Trained users and assisted with troubleshooting
•
41Technical Environment: MS Project, MS Visio
Project 61
Project 62
Ontario Museum Association
Museum Management System
Lead Business Analyst
June 1998 – December 1998 (7 months)
Project Description: Development of a database system for managing museum artifacts
Mr. Robert performed the following tasks:
• Developed business case and applications for funding
• Defined business critical success factors
• Lead a team of museum curators to define the requirements for a MS Access based information management
system for small community museums in Ontario
• Supervised and directed contracted resources
• Defined test cases and directed testing activities
• Trained users and created user documentation
•
42Technical Environment: MS Project, MS Visio, MS Access
Project 63
Project 64
Ontario Ministry of the Environment
Water Treatment Plant Monitoring Database
Analyst/ Developer
May 1991 – August 1991 (4 months)
Project Description: Development of a database system for managing water treatment plant inspection reports
Mr. Robert performed the following tasks:
• Defined requirements for a reporting database for use by Ministry Inspectors
• Developed forms and reports in DBase III and provided training to users
•
43Technical Environment: DBase III
OTHER PROFESSIONAL EXPERIENCE
President and Principal Consultant, Accelflow Inc.
January 2007 to Present
• Provides consulting services to a variety of Public and Private Sector clients.
Senior Business Analyst, Canadian Real Estate Association
2006
• Managed the Business Analyst function and resources of the organization and supervised the creation of
Business Requirements documentation.
• Recommended and implemented information resource management and change and configuration
management policies, procedures, standards, methodologies and plans for long-range information resource
management needs.
• Responsible for managing process redesign activities and defining the change management processes for
several Business System development projects.
• Senior Consultant, Sierra Systems
• 2003 - 2005
• Engaged on several projects as a Business Analyst assisting Federal Government clients with Information
Technology strategy and process design.
• Assisted with development of data standards and integration technologies for Integrated Justice Application
using UML (use cases) and data modeling techniques.
• Supervised teams during the documentation of requirements, development, testing and deployment of
Enterprise Application Integration components into a secure production environment.
Consultant, Exocom/Qunara
2000 - 2003
• Provided Business Analysis services to numerous Federal Government clients.
• Participated in lead roles in identifying and evaluating new technologies and assisted clients with applying
them to solve business problems.
• Assisted Marketing with new Service and Product development.
• Presented ‘Business Rules Approach to Data Modeling’ at Ottawa Microsoft Developer Days.
Manager, Industrial History Collection, Nova Scotia Museum
1998 - 1999
• Responsible for the development and implementation of IT initiatives.
• Member of team implementing a new Provincial Museum Database Management System.
• Responsible for department budgeting, staffing and personnel supervision.
• Developed strategic vision for Industrial History collection of Nova Scotia Museum.
• Managed Projects to develop and build museum exhibits, provide museum educational programs and present
special events.
Executive Director, Scugog Shores Museum 1994 - 1998
• Created long-range strategic plans for Information Technology.
• Managed the development of the museum’s website and database management system.
• Founded Province-wide initiative to develop cost-effective information management systems for community-
based museums.
• Responsible for marketing, maintaining financial records, preparation of budgets and maintenance of
financial statements, staff supervision and strategic planning
EDUCATION
Masters of Business Administration (Information Technology) – MBA, Dalhousie University - 2004
Applied Information Technology Diploma– AIT, Information Technology Institute - 2000
Graduated with distinction (A+ Average)
Master of Arts (Archaeology) – MA, Trent University - 1995
Awarded Ontario Heritage Foundation Research Grant
Graduate Teaching Assistant
Honours Bachelor of Arts (Anthropology and Economics) – BA, University Of Western Ontario - 1991
Executive Member of Anthropology Students Association
CERTIFICATIONS
ITIL - Foundation Certificate in IT Service Management, Exin - November 2006
Professional Development Courses:
Business Process Management Institute Certificate Training Courses
BPM 101: Business Process Modeling Essentials using BPMN
BPM 102: Getting the Most out of BPM Tools and Technologies
Facilitating Process Improvement with a Team
Advanced Process Management Principles and Practices
BEA
Plumtree (Aqualogic) Portal Foundations
Plumtree (Aqualogic) Collaboration Server
Sierra Systems University Professional Development Courses
Project Management
Managing People for Team Leaders
ITIL Foundations
Consulting Skills
Queens University Professional Development Workshops
Effective Presentations
Effective Writing
Contact this candidate