Project Management

Location:

Calgary, AB, Canada

Posted:

August 03, 2015

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Resume:

JANINE L. HEEMSKERK, PMP, PROSCI, B. AV., DIP. TECH

***-** ********* **** **, Calgary, Alberta, T2G 1B5 403-***-****

**********@****.**

EXECUTIVE SUMMARY

Extremely knowledgeable, multi-talented, intuitive and natural leader: Sees patterns where others see complexity; leads with focus and purpose. Envisions how the future can be; inspires others; plans and executes projects to bring imagination to reality. Engages others with openness, trust, honesty, and integrity, enabling the building of strong and effective teams. Appreciates each person’s unique gifts and abilities, understanding how to capitalize on their individual strengths. Studies both victories and defeats, allowing the opportunity for improvement. A true asset to any corporation with a vision of success in all future endeavours.

PROJECT EXPERIENCE SUMMARY

Senior Project Manager and Change Manager with PMP and PROSCI credentials: Exhibits an aptitude for creating high quality documents; a born strategist; an exceptional communicator; builds trust with project teams and stakeholders; ensures project budget is not exceeded. Worked with project budget up to $13 million. Demonstrates superior vendor management skills from procurement documents to project execution and closeout. Achieves continual success in a wide breadth of project categories; often requested for unique projects; delivers complex regulatory and change management projects. Always ensures that projects align with the business focus and the company’s vision for the future.

Project Areas Include: Airports, Flight Operations, Inflight, IT (Infrastructure, Software, Telecommunications, Digital Marketing), Procurement, Regulatory and Government Affairs, Safety, and Technical Operations

Project Categories Include: Audits, Change Management, Contract Administration, Feasibility Examination, Mobile Consumerization, New Initiatives, New Product Development, Operational Readiness and Training, Process/Procedure Development, Regulatory Compliance, Software Development, and Web Development

PROFESSIONAL EXPERIENCE

Senior Management Consultant Lemon Cream Inc., Calgary 03/14 to Present

9 years of experience in Change Management throughout career

Change Management – Provided services to successfully implement change within organizations following the Prosci methodology and ADKAR model; aided Change Management Team in preparing, managing, and reinforcing change with the least amount of impact to the company

Change Management Strategy – Defined the change management strategy (identifying change characteristics and assessing the organization); prepared the change management team (identifying resource needs and competencies); and developed the sponsorship model (identifying sponsors, assessing competencies, and preparing sponsors)

Change Management Planning – Developed the change management plan including communications, coaching, training, sponsor roadmaps, and resistance management using the ADKAR model

Change Reinforcement – Collected and analyzed feedback, diagnosed gaps and managed resistance, and implemented corrective actions and celebrated successes

Senior Project Manager (IT) Shaw Communications Inc., Calgary 04/14 to 04/15

9 years of experience in Project Management throughout career

Senior Project Management – Executed senior level programs and projects with large budgets ($1 million +), focusing on the nine knowledge areas: Integration, Scope, Time, Cost, Quality, Human Resources, Communication, Risk, and Procurement; mastered project documents to create clear understanding; led effective meetings with large and small groups; influenced and made sound business decisions with corporate objectives and the big picture in mind.

Deployment Management – Managed the deployment for shomi ™, prepared the Deployment Management document for the deployment team, coordinated team activities and communication plan for the deployment

Relationship Building – Articulated ideas and feedback in a tactful manner; influenced without authority in a matrix organization; ensured that all necessary parties are involved in decision-making and information gathering sessions; negotiated with external vendors for timelines, products and priorities; integrated and developed teams for success in all endeavours

Structure Management – Championed new methodology within the company; utilized project documents to create clarity; educated staff on the role of key project players

Business Expert – Focused on budget and cost-savings, general operational impacts, and key business objectives

Senior Project Manager (Operations & IT) WestJet Airlines, Calgary 10/08 to 01/14

Senior Project/Program Management – Executed senior level programs and projects with large budgets ($13 million +), focusing on the nine knowledge areas: Integration, Scope, Time, Cost, Quality, Human Resources, Communication, Risk, and Procurement; utilized project documents to create clear understanding; led effective meetings with large and small groups; influenced and made sound business decisions with corporate objectives and the big picture in mind

Change Management – Leader of change within the company, facilitated and enabled change, balanced the end-users needs with the business needs; created a clear game plan; involved end-users by obtaining opinions early in the process, incorporated training and information resources; ensured clear and concise communication throughout each of the phases of the projects, utilized PROSCI ADKAR change management methodology

Business Expert – Focused on budget and cost-savings, safety implications, general operational impacts, and key business objectives; created processes to aid in the development of system expansion; developed cost saving and process improvements

Systems Support Coordinator (Operations) WestJet Airlines, Calgary 01/07 to 10/08

Asset and Budget Management - Kept inventory and audited all base’s assets, warehouse stock and head office equipment; worked with Purchasing and Accounting to outline and maintain budgets while reducing spending

Contract Administration – Outlined and maintained the terms of the third party Ground Handler’s contracts and SLAs; administered front line and company rewards for successful Ground Handlers; created operational reports

Project Coordination – Supported Airports Managers, Project Managers, Property Managers, Purchasing, Accounting and IT in special projects, airport start-ups, closures, and expansions, and in standardizations

Uniform Program – Ordered special uniform pieces for all airport bases, sat on the Uniform Committee to determine the best processes and to streamline the uniform program

Airports Expert – Clarified and addressed all concerns and queries relating to Airports and took action to rectify any issues that occurred; liaised with various departments to gain a full understanding of the operations of the Airport and communicated this knowledge with the appropriate parties

PROJECT EXPERIENCE

Confidential Project – Change Management, Operations Lemon Cream Inc.

(2014-2015)

Summary – The organization implemented new equipment, which affected the entire enterprise, and caused new processes and procedures, organizational readiness, and it affected a multitude of external vendors; training and clear and relevant communications were key in the successful implementation of the change.

Change Size – 10,000 affected employees; budget of $97 million +

Responsibilities – Change management, vendor management, relationship building, communications, and schedule management

Methodology, Process, and Tools – Prosci methodology and ADKAR model; change management strategy, change management plan, sponsorship diagrams and roadmaps, risk log, communication plan, resistance management plan, and reinforcement plan

Result – Managed and coached the change successfully with an extremely high adoption rate in a relatively short amount of time. Project was kept on schedule.

Support Community Website & Global Search Upgrade – Digital Marketing Shaw Communications

(2015)

Summary – The Support Community website platform was upgraded from Jive 5 to a SaaS /Cloud solution, a new community website with mobile consumerization was designed and executed, and global search was enhanced to provide improved search functionality.

Project Size – 9 team members; budget of $750,000

Responsibilities – Vendor management, relationship building, communications and presentations to project and executive teams, budget management, schedule management, issue management

Methodology, Process, and Tools – Agile methodology; project charter, project management plan, risk log, issue log, communication plan, schedule, decision log, change requests, minutes, status reports; MS Project, Visio, MS Office, Jive

Result – Project managed from inception through user experience & measurement strategy design and development. Project was kept on budget and on schedule.

(2014)

Summary – The login and registration functional and non-functional requirements were changed by the business in order to provide a simpler and better experience for the customer. Scope included a switch to the MLB servers, mobile consumerization, a change to Java, and interface improvements. Project was part of the shomi™ (a Netflix™ competitor) program.

Project Size – 10 team members; budget of $30,000

Responsibilities – Relationship building within the company, communications and presentations to project and executive teams, budget management, schedule management, issue management

Methodology, Process, and Tools – Waterfall environment; project charter, project management plan, risk log, issue log, communication plan, schedule, decision log, change requests, minutes, status reports; MS Project, Mingle, Visio, MS Office

Result – Project managed Login & Registration Optimization from inception through deployment documents. Project was delivered on budget and on schedule.

My Account Connection to the Enterprise Service Bus (ESB) – Software Development Shaw Communications

(2014-2015)

Summary – The integration of the online self-service account management system (“My Account”) with the SOA (Service Oriented Architecture) based ESB, ensuring access to online services for both new and legacy customers.

Project Size – 10 team members; budget of $1.30 million +

Responsibilities – Relationship building within the company, communications and presentations to project and executive teams, budget management, schedule management, issue management

Methodology, Process, and Tools – Agile environment; project charter, project management plan, risk log, issue log, communication plan, schedule, decision log, change requests, minutes, status reports; MS Project, Mingle, Visio, MS Office

Result – Project managed My Account from inception to development.

Paperless Cockpit/ WestJet Airlines

Integrated Communication and Application System (ICAS) – Technology/Software Development, Contract Administration

(2012-2014)

Summary – The ICAS was designed to be a proprietary Electronic Flight Bag, consisting of aircraft mounting hardware, wiring, tablets, and software in the cockpits of the Q400 (and eventually the 737) fleet, thereby removing all paperwork from the aircraft. The ICAS intended to pull live data off of the aircraft bus and was to communicate with external automated and manually inputted data to come up with performance data, fuel information, weather, operational information, etc.

Project Size – 50+ team members; 6 external vendor groups; budget of $700,000+

Responsibilities – Requirements gathering, relationship building within the company, between vendors and with the government, contract administration, communications and presentations to project and executive teams, budget management, schedule management, issue management

Methodology, Process, and Tools – Agile methodology; project charter, project management plan, risk plan, communication plan, schedule, process mapping, decision log, change requests, issue log, contracts, minutes, status reports; MS Project, Redmine (bug reporting software), Visio, MS Office

Result – Project managed ICAS until onboard testing was being initiated; project was kept on budget; schedule was extended to allow for development and integration of software due to the operational environment changing from new leadership and business decisions, and the US government shutdown.

Q400 Cabin Trainer – Contract Administration WestJet Airlines

(2012-2013)

Summary – The cabin trainer was constructed as an exact replica of WestJet Encore’s Q400 aircraft for the purpose of training the Inflight crew for both standard and emergency operations. The trainer’s specifications for layout and functionality were outlined, built, shipped, set up, and government approved for training purposes.

Project Size – 10 team members; 2 external vendor groups; budget of $300,000

Responsibilities – Requirements gathering, contract administration, vendor management, government relations, schedule management, budget management

Methodology, Process, and Tools – Waterfall methodology; project charter, project management plan, schedule, checklist, decision log, issue log, contracts; MS Project, MS Office

Result – Project managed from inception to completion; project came in under budget and on schedule; Transport Canada lauded the cabin trainer and it was approved upon first inspection.

New Station Feasibility & Start Up – Feasibility Examination, New Initiatives WestJet Airlines

(2008-2013)

Summary – Examination of approximately 45 stations with the company’s department representatives to determine whether it was operationally possible to fly to a new continent/country/city. Risk areas were identified and explained in detail, and a decision of whether to service the proposed station was made. Once identified as a “go”, the new station would be set up for operation. The start up considered areas such as real estate, construction, airport services, information technology, security, maintenance, fuel, flight operations, procurement, flight crews, emergency situations, training, marketing, information databases, regulations, legalities, new procedures, etc.

Project Size – 50+ team members; budget dependent upon base

Responsibilities – Run highly confidential meetings to introduce proposed station, communications and presentations to project team, risk identification gathering, schedule management, issue management, mentor new project managers

Methodology, Process, and Tools – Waterfall methodology; risk log, communication plan, schedule, checklists, minutes, status reports; MS Project, MS Office

Result – All but one of the stations were passed, the one that was delayed by a year was due to security issues however it was eventually passed once protocol was adjusted to ensure the safety of all crew members; all bases were started on schedule, with no issues; became the start up expert in the company.

Encore Procurement Readiness – Operational Readiness WestJet Airlines

(2013)

Summary – New airline WestJet Encore needed to prepare itself in the area of procurement. This project included the purchasing of new equipment (stock, spares, tooling, etc.), the scripting of new contracts, the revision of existing contracts, a new method to process paperwork and payments, and overall governmental compliance (specific staffing and real estate needs).

Project Size – 7 team members; budget of $13,000,000

Responsibilities – Requirements gathering, communications to project team, budget management, schedule management, issue management, schedule management

Methodology, Process, and Tools – Waterfall methodology; risk plan, communication plan, schedule, process mapping, decision log, minutes; MS Project, Visio, MS Office

Result – The project came in under budget, all scheduled milestone dates were met, the project was a success, and the entire project team was extremely happy with the way the project was managed as there were no items missed in the start up of the new airline.

All-in Pricing – Regulatory Compliance, Change Management WestJet Airlines

(2011–2012)

Summary – A US government regulation required that any air carrier must state the entire cost of a flight/vacation package, including taxes and fees, to any inquiring American. The project updated the company’s digital marketing by introducing an area to identify the guest as American and then displaying all-in pricing, which caused the upgrading of multiple websites servicing the US market. Also the procedures for the frontline staff were altered for any agents that had the possibility of selling to Americans.

Project Size – 30 team members

Responsibilities – Requirements gathering, problem solving, relationship building between departments, change management, schedule management, communications and presentations to project and executive teams, issue management

Methodology, Process, and Tools – Agile environment; Prosci methodology; project charter, project management plan, risk plan, communication plan, schedule, RASCI chart, process mapping, decision log, issue log, minutes, status reports; MS Project, MS Office

Result – Project managed All-in Pricing from conception to completion; project was a great success at achieving all of its goals within the set time frame; I was requested to manage the future Canadian All-in Pricing project.

Diamond Mine Charter – New Initiatives, Process/Procedure Development WestJet Airlines

(2012)

Summary – A Boeing 737 aircraft charter to move diamond mine employees from Edmonton to Yellowknife and back over a two-year period. The Charter project was concerned with the setup of: flight operations, ground operations, equipment procurement, crew movement, fuelling, food provisioning, procedure development, training, etc.

Project Size – 11 team members; 1 client group; budget of $100,000

Responsibilities – Requirements gathering, relationship building within the company and with the client, contract administration, communications with project team, schedule management, budget management, risk management

Methodology, Process, and Tools – Waterfall methodology; project charter, project management plan, risk plan, communication plan, schedule, process mapping, contracts, minutes; MS Project, MS Office

Result – Project managed the Diamond Mine Charter from conception to completion; the project was kept within budget; the client was happy with the way the charter was managed by the company.

Excess Valuation – Regulatory Compliance, Process/Procedure Development, Change Management WestJet Airlines

(2012)

Summary – The Canadian regulations mandated that excess valuation be available to any customer that requests it for their checked or carry-on baggage. The company needed to determine how to offer excess valuation, where to offer it, how much it should cover, how the process will work, and how to roll it out to the front line.

Project Size – 15 team members

Responsibilities – Requirements gathering, project charter, project plan, schedule management, problem solving, communications with project team, decision tracking

Methodology, Process, and Tools – Waterfall methodology; Prosci methodology; project charter, project management plan, risk plan, communication plan, schedule, process mapping, decision log, issue log, minutes; MS Project, MS Office

Result – Project managed Excess Valuation from conception to completion; project was launched ahead of schedule; project met all of the regulatory requirements.

Aerodynamic Traveller (Sabre and CUSS) – Operational Readiness WestJet Airlines

(2011)

Summary – The testing and deployment of new releases (including payment processing) from Sabre for Common Use Self-Serve (CUSS) devices including kiosk, mobile, and web.

Project Size – 7 team members; 1 external vendor; 5 deployment teams

Responsibilities – Testing, schedule management, issue management, deployment and release management, communications with project team

Methodology, Process, and Tools – Waterfall methodology; project charter, project management plan, schedule, deployment plan, release plan, issue log, minutes; MS Project, MS Office

Result – Project managed from conception to completion; schedule was successfully maintained.

Tactile Row Markers – Regulatory Compliance, Process/Procedure Development, Change Management WestJet Airlines

(2010)

Summary – The Canadian regulations mandated that Braille be added to the row markers indicating row and seat location. As the regulations were very general the entire row marker wording had to be authenticated, new printing techniques had to be implemented, the row markers had to be installed on the fleet, and new processes and procedures had to be written and trained.

Project Size – 7 team members; 3 external vendor groups

Responsibilities – Requirements gathering, relationship building within the company, government approvals, contract administration, communications with project team, schedule management, issue management

Methodology, Process, and Tools –Waterfall methodology; Prosci methodology; project charter, project management plan, communication plan, schedule, process mapping, issue log, minutes; MS Project, Visio, MS Office

Result – Project managed from conception to completion; schedule was successfully maintained.

Vancouver Olympics – Movement Planning – Process/Procedure Development, Change Management WestJet Airlines

(2009-2010)

Summary – In preparation for the 2010 Vancouver Olympics the project worked with the Vancouver Airport Authority to determine the best way to move people through the airport and into the city, and to identify security protocols. We needed to plan for the best way to deal with delayed baggage, passengers who missed flights, emergency situations, staffing, training, etc.

Project Size – 15 team members; 3 external vendor groups

Responsibilities – Requirements gathering, relationship building within the company and between vendors, communications and presentations to project and executive teams, schedule management, issue management

Methodology, Process, and Tools – Waterfall methodology; Prosci methodology, project charter, project management plan, risk plan, communication plan, schedule, process mapping, decision log, minutes, status reports; MS Project, Visio, MS Office

Result – Project managed the Vancouver Olympics from conception to completion; schedule was successfully maintained; there were no problems experienced during the Vancouver Olympics due to proper planning.

JDE EnterpriseOne ERP Implementation for Administrators – Process/Procedure Development, Change Management WestJet Airlines

(2007-2008)

Summary – The project introduced JDE EnterpriseOne ERP in order to more easily comply with the Canadian Sarbanes-Oxley (CSOX) act. This project ensured that all administrators had the JDE tool, new processes/procedures, training to comply with CSOX, training on the new business rules, and an operational sustainment plan.

Project Size – 5 team members

Responsibilities – JDE expert, requirements gathering, create new processes/procedures, relationship building within the company, communications, presentations, and workshops to administrative team, schedule management, issue management, change management, create sustainability

Result – Project managed the JDE Implementation from conception to completion; schedule was successfully maintained; change was resisted but eventually embraced, and the administrators are still using the procedures and tracking sheets I created.

+ 17 more projects (available upon request)

EDUCATION

Bachelor of Aviation University of Western Sydney, Australia 11/04

Double Major: Flying and Aviation Management

Aviation and Flight Technology Diploma Seneca College, Toronto 06/03

Integrated Commercial Pilot’s License

CERTIFICATIONS

Prosci Change Management Certificate (ADKAR) Adpro Change Systems, Canada 04/15

Project Management Professional (PMP) Project Management Institute, Calgary 01/12

Project Management Certificate Mount Royal College, Calgary 02/08

EDUCATIONAL HIGHLIGHTS

Sydney International Airport (Kingsford Smith) Master Plan – Domestic Terminal Expansion (T2 & T3)

Integrated Commercial Pilot License – Multi IFR and Night Rated

Flight Propulsion Manual – Dissection of the BMW/Rolls-Royce BR710 Engine

Research Proposal – Effects of Massage and Aromatherapy on Pilot’s Sleep in On-board Crew-rest Facilities

Critical Review – Public Perception of Aviation Rescue and Firefighting

Information Technology Review – The Appropriateness of Traffic Alert and Collision Avoidance Systems in the Cockpit

Courses Included: Airline Business Management, Airport Management, Aviation Safety Management, Risk Management, Instruments and Avionics, Information Management, Aerodynamics, Aviation Research Principles, Flight Propulsion Systems, and Human Factors.

PROFESSIONAL AFFILIATIONS

Project Management Institute Southern Alberta Chapter, Calgary 2010 – Present

VOLUNTEER WORK

Mentorship & Coaching (Project Management) Calgary 2011 - Present

Special Assistance Team Lead WestJet, Calgary 2012 - 2014

Chapter Council Member Kids Help Phone, Calgary 2010 – 2012

Event Planner and Manager Kids Help Phone, Calgary 2010 – 2012

Leadership & Public Speaking Instructor The Lumen Institute, Toronto 2003 – 2006

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