Project Manager Management
Resume:
John Gresel, PMP
Courtice, Ontario
L1E-2B5
acy7fa@r.postjobfree.com
EXPERIENCE SUMMARY
A results-oriented I&IT Project Manager with a strong track record of managing complex technical and application corporate level projects within the Government, Financial, Transportation, and Telecommunications service industries. Acknowledged for my outstanding customer service, strong leadership, and excellent client relations; I have an excellent track record of delivering high priority, high risk and highly complex projects while maintaining teamwork, courtesy, quality of deliverables, and communications in every assignment.
Areas of Experience and Core Competencies
Project Management
Service Consolidation and Migration
Data Centre Construction
Program Management
Infrastructure Design and Implementation
Data Centre Operations
Application Development
Data Centre Decommissioning
Service Management
PROFESSIONAL EXPERIENCE
Ministry of Economic Development and Growth
(Senior Project Manager)
December 2016 to Present
1)Managing and supporting the delivery of key Middleware initiatives through the project management life cycle phases.
2)Communicating within the program governance with various levels of Senior Management, Vendors, Internal Support groups, External Support groups, Business Representatives, and consultants to review project scope, resources, budget, progress, risks, issue resolution, milestones, deliverables, and influence decision making.
3)Creating and leading through the various phases approved Letter of Agreements, Statements of Work, Management Plans, Checkpoint Materials, Gating Materials, decision requests, change requests, briefing notes, training material, financial and status documentation within accordance with the OPS’ PMLC and SDLC Centre of Excellence.
4)Delivering Service planning/ Service Management guidance to the ServiceOntario Middleware project team.
Ministry of Health (Senior Project Manager)
August 2014 to April 2015
1)Brought to a successful conclusion the highly complex WAS 8.5 migration project within the Health Solutions Delivery Branch. The project included: construction of a new lower development and production environment, service transition of the new environments to ITS, migration of 11 different .NET applications, and planning decommissioning of old development and production environments.
2)Produced approved Project Charter, Project Management Plans, OPS-ITS Checkpoint Material, OPS-IT Gating Material, Decision Requests, ITSM Change Requests, ITSM Service Request, Application Architecture Documents, Briefing Notes, and Status Reports for stakeholders, senior executives, and PMO.
3)Managed the software development life cycle (SDLC) for 11 different .NET applications from requirements gathering, checkpoint documentation updates, gating, migration of code, test plan approval, testing, test report approval, deployment plan, service transition activities, implementation activities, and warranty.
4)Communicated within the program governance with various levels of Senior Management, Vendors, Internal Support groups, External Support groups, Business Representatives, and consultants to review project scope, resources, budget, progress, risks, issue resolution, milestones, deliverables, and influence decision making.
5)Advanced solutions to application incompatibilities with the new infrastructure which also led to performance gains following recommending industry best practices on service design, programs and process design.
TD Bank Group (Senior Project Manager)
September 2013 to April 2014
1)Completed the project management life cycle of a new complex lower environment data centre project within the Barrie Data Centre Program.
2)Created approved Project Management Plans, Checkpoint Material, Gating Material, Decision Requests, Change Requests, Service Request, Briefing Notes, and Status Reports for stakeholders, senior executives, and line of business communities.
3)Interconnected with various levels of Senior Management, Vendors, Line of Business, Internal Support groups, External Support groups, and consultants to review project scope, resources, budget, progress, risks, issue resolution, milestones, and deliverables and influence decision making.
4)Closely monitored project activities of a cross functional / international project team and reported weekly to PMO and program steering committees on progress.
Program included the construction of the data hall floor, 3 tier network including firewalls, storage (SAN and NAS), virtual platforms (91 physical servers), and Services (ORACLE, SQL, WAS, IIS, Object Grid, monitoring tools, security services, and directory services).
Elections Ontario (Senior Project Manager)
June 2010 to February 2013
1)Managed through the program management life cycle highly visible, highly complex projects within exceptionally tight timeframes.
2)Mentored other Project Managers/Leaders within Elections Ontario in the principles and processes of PMBok and EO’s new PMCoE methodologies.
3)Created and lead through the various phases approved Project Charters, Management Plans, Checkpoint Material, Gating Material, Close Out documents, decision requests, change requests, briefing notes, training material, financial and status documentation within accordance with the OPS’ PMLC and SDLC Centre of Excellence.
4)Created approved Application Migration Deployment Plans, Migration Run/Build Books, Infrastructure Migration Plans (P2P and P2V), and Testing / Verification Plans.
5)Lead the program through a Threat Risk Assessment (TRA), Privacy Information Assessment (PIA), Vulnerability Assessment (VA) processes with Corporate Security Branch, and packaged EA checkpoint material for presentations to corporate ACT and ARB.
6)Reporting to the CIO, OPS executives, directors and sponsors on a weekly basis through verbal and written presentations of project status reports. Facilitated discussions and consultations with internal clients, senior management team, staff, vendors, OPS, and other stakeholders.
7)Developed unique solutions to application incompatibilities with the new infrastructure and/or operating systems which also led to performance gains following recommending industry best practices on organizational design, programs and process development.
Program deliverables included migration of their datacentre to the new Government of Ontario (OPS) datacentre in Guelph prior to the Provincial General Election of October 2011, migration of Exchange services, implementation of the Election Management System Uplift, Upgrade of SharePoint Services, migration of their IRV, Call Centre, and telephony support to the OPS’ MCCS, migration of their Service Desk to the OPS Service Desk, transitioned Network support and maintenance to OPS, migration of the, Fail-over/Fail-back testing, Load Balancer certifications, Decommissioning Scarborough’s Data Centre, and the outsourcing of non-core functions to the OPS to take advantage to the OPS policies.
Ministry of Government Services, Central Agencies I&IT Cluster (Project Manager)
April 2008 to May 2010
1)Initiated, planned, executed, controlled and brought to a successful closure projects of medium to high complexity within the Modernizing Ontario's Systems for Tax Administration (MOST) Internet implementation. Projects included the On-line Pre-Authorization Payment feature in MOST, Web services for several provincial tax programs, IVR Enhancements, BCP / DRP for MOST, Release Management, and Fail-over/Fail-back verification.
2)Created and lead through the various phases approved Project Charters, Management Plans, Checkpoint Material, Gating Material, decision requests, change requests, briefing notes, training material, financial and status documentation for stakeholders, senior executives, OPS management, and business communities in accordance with the OPS’ PMLC and SDLC Centre of Excellence.
3)Working with the CAC PMO updated the UPM processes and templates to further mature the PMLC within the cluster.
4)Lead the projects through a Threat Risk Assessment (TRA), Privacy Information Assessment (PIA), Vulnerability Assessment (VA) processes with Corporate Security Branch, and packaged EA checkpoint material for presentations to corporate ACT and ARB.
5)Communicated with various levels of Senior Management, Vendors, Internal Support groups, External Support groups, Business Representatives, and consultants to review project scope, resources, budget, progress, risks, issue resolution, milestones, deliverables, and influence decision making.
6)Facilitated and supported projects through service management; transition to operations; and training using the cluster’s Software Development Lifecycle Management framework in the completion the application development, testing, training, and commissioning.
7)Directed the Ministry’s first online pre-authorized payment system project using Pre-Authorized Debit (PAD) agreements between the OPS charter bank and the Tax Client. Participated in the negotiations between the government, OFA, charter bank (RBC), and CPA to ensure the adherence of the governing principles and controls.
8)Lead cross functional / divisional teams in the recommending industry best practices on organizational design, programs and process development of a web based application for several provincial tax programs with the Online MOST service.
Bank of Montreal (Project Manager)
December 2007 to February 2008
1)Managed project tasks, timeline, issues, risks, and budget for a BMO initiative of moving a mortgage and commercial lending applications from their US bank to new Canadian data centres and upgrade the applications onto current infrastructure and middleware.
2)Through verbal and written presentations to various levels of Senior Management, PMO, Vendors, Business Representatives, and consultants I cultivated a business and personal rapport based on trust and credibility which assisted in the review of project scope, resources, budget, progress, risks, issue resolution, milestones, deliverables, and influence decision making
3)Created approved Gating Material, Close Out documents, decision requests, change requests, briefing notes, training material, and status reports for stakeholders, senior executives, and business communities.
4)Responsibilities included preparing and vetting customer requirements, planning documents, training presentations and material, operational and procurement documents; managing resources allocations in multiple locations for the design, build, assessment, and commissioning of a new infrastructure for production and development in data centres; assess, build and test a hot DRP solution in a separate site utilizing virtual server technology; and managing project tasks, schedules, issues, and risks involving the virtualization of servers in an n-tiered environment; the upgrading of operating systems and management tools; and release management into production using ITIL best practices and guidelines.
GO Transit (Project Manager)
July 2005 to June 2006
1)Reviewed existing COTS project’s scope, deliverables, issues and risks for key initiative that was failing.
2)Negotiated new scope and deliverables for the HASTUS application that could be completed by the Vendor and met the needs of the business stakeholders. HASTUS by GIRO offers a modular solution for planning and analysis, scheduling, operations, and customer information for bus, subway, and tram public transportation services.
3)Designed and implemented a new cloud infrastructure to mitigate issue of concurrent users of the COTS product and introduce a fully redundant infrastructure.
4)Utilized a project team consisting of members from IT, Bus Operations, GO Engineering, Senior Management, external consultants, union shop stewards, and third party vendor (GIRO).
5)Established project management guideline, created project management templates, and mentored staff in PMI’s methodologies through a hands-on approach in accordance with the PMI’s PMLC and SDLC Centre of Excellence.
6)Established change management controls and procedures including a release management process for updates to production.
7)Cultivated a credible and effective business rapport with a managed project communications with senior executes, sponsor, stakeholders, vendors, end users, and labour union.
8)Lead the implementation of ITIL and ITSM programs, procedures and guidelines within the board.
Ministry of Government Services, Human Services Cluster
(Project Manager)
February 2002 to June 2005
1)Projects were infrastructure, application, telephony, or migration in nature.
2)Project teams consisted of members from the Ministry’s IT staff, Area and District IT Staff, Ministry’s Lines of Business management and users, Area and District’s Line of Business management and users, external consultants, hardware vendors, and third party application vendors. Data Centre projects included the previous mentioned members plus the “trades”, Corporate Real Estate, local government inspectors, engineering firms, and telecommunication vendors.
3)Created approved Business Cases, Project Charters, Management Plans, Close Out documents, training material, and status documentation for senior executives and business communities in accordance with the Cluster’s PMLC and SDLC Centre of Excellence.
4)Effectively managed resources, budgets, timelines, deliverables, vendor relationships, issues, risks, deficiencies, and release management into production for data centre, network, application, and infrastructure based projects.
5)Project deliverables included RFP creation and evaluation, MB20 preparation, full Tier 2 data centre specification document, Project Management plans, completing knowledge transfer through mentoring, project, training, and operational documentation, and release management plans using ITIL and OPS guidelines, and any OPS I&IT organizations as required.
6)Participated in the creation of a Portfolio Management methodology for the Cluster by setting up MS Enterprise Project and creating a central repository for project information (SharePoint).
7)Infrastructure and application designs adhered to GO ITS Standards and implementation followed GO ITS ITSM model.
Projects were: OCC Data Centre Construction, OCC Data Centre Decommissioning, OCC Server Refresh, OPS Integrated Network Project, Migration to Windows AD, XP Desktop Rollout, Microsoft Project Server Implementation, MCSS Data Centre expansion, Rollout of IBM Director and HP Openview, Consolidation of All-in-One Mail Servers, Decommissioning of All-in-One Regional Servers, Regional YOSIS Database Consolidation, Decommissioning of YOSIS Provincial Servers, Desktop Refresh, and Migration of Corporate INGRES Based Applications to OpenINGRES on Alpha Servers.
Ministry of Community and Social Services
(Project Lead/Manager/DBA)
January 1997 to January 2002
1)Projects were infrastructure or application in nature, several months in length, and within operational budgets
2)Provided active leadership into the gathering, analysis, documentation, and defining of requirements.
3)Lead the gathering and analysis of requirements for the payment process to TPOAs - which were DAAs - as part of the SMIS program.
4)Created approved Test Plans, conducted testing, developed operational documents and training material, and completed implementations for the Young Offenders and Adoption Crown Ward application systems.
5)Developed business cases, project documentation, status reports, presentations, operational procedures, release management plans, and project close reports for numerous projects within the ministries and cluster in accordance with the Ministry’s PMLC and SDLC standards.
Projects were: Conversion of YOSIS to OTIS, IFIS Infrastructure Implementation, Y2K Compliance for VMS systems, SMIS Development Server Upgrade, Building of Linux test server, eSOS, Upgrade of TNG/ARC Serve software package, SMIS Application Server Upgrade, Migration of Pathworks to a new NT Infrastructure, Centralization of Adoption Crown Wards servers, Enterprise Monitoring on Open VMS Systems with HP Openview, Standard Backup guidelines throughout the province, and Migration of Remote INGRES servers to new MicroVAX platform.
Manager, IFIS Infrastructure
July 2003 to September 2003
1)Provided enthusiastic management and leadership for the day-to-day operations and helpdesk for over 500 users.
Provincial Database Administrator
1)Provided day-to-day support for five legacy applications on 16 remote and 3 corporate sites.
Livingston Group (Systems Analysis)
October 1996 To January 1997
1)Successfully reduced overhead of DEC Forms and data transfers between the COBOL programs, the DEC Forms, and the ORACLE database contributing to faster bond processing for border crossings.
KODAK Canada (Project Leader)
February 1996 to August 1996
1)Redesigned their local VAX data centre with upgraded storage systems while reducing the overall foot print
2)Developed modifications to the SMARTS system for the paper finishing sales system.
Sunoco Canada (Technical Architect)
December 1995
1)Installed, configured, and supported Openview and Polycenter Console Manager on an IP network with a DEC UNIX Alpha Servers.
Ontario Pension Board (Project Lead)
June 1994 to December 1995
1)Managed the design, training, and implementation of operational improvements by facilitating discussions and consultations with clients, management team, staff, and other stakeholders to communicate project’s requirements, status, training, development and implementation
2)Managed the design, build, and migration to a new data centre for the board and the decommissioning of the old data centre.
3)Created a solution to the extraction, transferring, and loading of pension data from various data sources.
Ontario Municipal Employees Retirement Board (Project Manager)
November 1993 to June 1994
1)Acting Manager, Computer Services during their transition to an outsourcing vendor.
2)Technical expert on transition, decommissioning, and move strategies.
3)Motivated remaining staff members during the transition to a new management structure.
Ontario Municipal Employees Retirement Board
October 1990 to November 1993
Manager, Computer Services
January 1991 to November 1993
1)Managed the Computer Services and End-User Support Departments.
2)Reporting to the CIO, Senior Vice-Presidents, various directors, managers, and business users on a weekly basis through verbal and written presentations cultivated a credible and effective business rapport.
3)Planned and sized all IT hardware and systems for the Board with Business Cases and Project Plans to take advantage of new technologies such as imaging, automated workflow, IVR and ACD technologies, Internet, record management, new hardware and network advances within an Operating and Capital budget of $25M.
CN Communications (Technical Support Specialist)
September 1984 to October 1990
Technical Support Specialist
September 1987 to October 1990
1)Administrated and supported the hardware, operating systems, networks, and data bases with operations staff.
2)Worked closely with users to review requirements, develop functional specifications, plan implementation of new or enhanced systems, reviewed training requirements, and resolved problems.
Sheridan College of Applied Arts and Technology
October 1982 to September 1984
Instructor
1)Instructed classes in BASIC, OS/JCL, Database Concepts, and Introduction to Data Processing.
Datacrown Inc. (Technical Analyst)
September 1981 to December 1981
1)Wrote OS/JCL, SNOBOL, PL/1, and CLISTs in an IBM MVS environment.
Education
2016
ITIL v3 Foundation Course
2015
Spring Cleaning Project Management, Agile Project Management
2011
Project Risk Management, Project Time Management
2001 to 2010
On-Par Project Management, CISCO Networking Exam Prep, PMI - Durham Highland Chapter - PMP Overdrive
2000 to 1990
SQL Server 6.5 Administration, Windows 2000 Administration, Oracle 8.0 Administration, LINUX (Red Hat v6.0) Administration, Window NT v4.0 Workstation and Server, UNIX & Windows NT Administration, Power Builder Programming, ORACLE Database Administration, Introduction to Sybase System 10, MS-Windows for Support Professionals, Power Builder v3.0
1987
Effective Supervision Certificate
1982
Computer Programming Diploma
1980
B.A. Computer Science
Hardware / Software
Hardware
IBM, Dell, HP, and Compaq servers, IBM, Compaq, and HP Mid-range systems, IBM and DEC Mainframe systems, F5, HP SAN, and various desktop platforms
O/S
Windows, OpenVMS, VMS, Red Hat Linux v6.0, DEC and SUN UNIX, TOPS10, MVS
Networks
Windows, Citrix, Pathworks, LAN Manager, OS/2, Novell, IP, NetBeui, DECnet, IPX
Middleware
WebSphere Application Services (WAS) 8.5, WebLogic, WebSphere DataPower
Databases
OpenINGRES, Oracle, DB2, IMS, MS SQL Server, SQL Anywhere, RDB
Software
MS-Office, MS-Project, Planview, Clarity, Lotus Notes, SharePoint, Remedy, e-Room, HP Openview, IBM Director, SMS, Visio, CORAL Office Suite, Workbench, PolyCenter, Robomon
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