Project Management Business Consultant
Resume:
Christine Fournier – Business Consultant, Level *
PROFILE
Ms. Fournier is fully bilingual (EEE), renowned for her ability to analyze and think strategically, prioritize, plan, organize work in a dynamic/high demand work environment, a polished ability to influence, negotiate and build consensus in an effective manner and, thinking “outside the box.”
EDUCATION
Professional Development
Partial University 2005
Business Analyst Certification (level 3) 2020
PROSCI Practitioner Course, 2015
Foundations of Business Analysis, 2009
Middle Management and Leadership Development Course, 2006
Ottawa University (not completed), 2005
Professional Certificate in Project Management Development, 2003
Certificate IT Management Certified Professional, 2002
LANGUAGE
English and French (Fluent - Oral, Written and Reading Comprehension)
SECURITY CLEARANCE
Level: Secret
File No: 96-15-0100
Expiry: 01-January-2029
PROFESSIONAL EXPERIENCE
Project #6 – Indigenous Services Canada (ISC)
Digital Application Services/Indigenous Services Portal
Business Consultant
February 2023 – Present (part-time) (9 months)
Stan Kurylowicz, ISC, (****.***********@***-***.**.**)
Duties as a Business Consultant include:
●Analyzing, evaluating and developing business processes, such as the risks, issues, and financial processes;
●Managing risks, issues and lessons learned for the two projects for successful outcome;
●Performing Risk Management activities including: documented the Risk Management Plan, ensuring a risk management process is followed throughout the project life cycle, overseeing the planning, identification, analyzing, prioritizing and responding to all project risks through risk mitigation activities, controlling and managing the risk log; coordinating and managing the risk escalation process where necessary; and identifying major risks in the monthly Dashboard Report
●Monitoring the scope, cost and schedule;
●Planning and proactively monitoring the project’s progress, resolving issues and initiating appropriate corrective action;
●Defining the project’s governance arrangements and obtain approval;
●Creation of a new costing tool to determine project costs;
●Creation and maintenance of key project artefacts such as risk and issues registers, change request registers, lessons learned registers, change request template, etc.;
●Identifying projects opportunities for streamlining of business processes, i.e., risks and issues, retirement process;
●Chairing scrum meetings and going through Azure Dev Ops in accordance with the Agile project management methodology;
●Researched and obtained the recommended project management process and created reference material;
●Assisting other stakeholders in the development and implementing business processes at the project level;
●Developing the Benefits Realization Plan, Business Case, Project Close-out Report, etc.;
●Ensuring all Programme tasks and deliverables are complete as required in a timely manner;
●Assisting in the production of communications materials;
●Communicating across the projects as needed; and
●Reviewing and preparing presentations for various Governance committees, such as Enterprise Architecture Committee, Project/Program Oversight Board, Portfolio Impact and Planning Working Groups.
Project #5 – Immigration, Refugee, Citizenship Canada (IRCC)
Modernization Abroad Project / Passport Program Modernization Initiative and Passport
Project Management Manager/Business Consultant
August 2019 – 31 October 2024 (62 months)
Jean-Bernard Polnicky, IRCC (****-*******.********@***.*.**)
Currently providing IT Project Management and Advisement Services to IRCC for the Passport Program Modernization Initiative (PPMI) and Passport Modernization Abroad Project (PMAP) which are multi-year transformational projects to improve the efficiency, integrity, and security of passport processing in Canada and to increase Canadians’ access to passport services. These projects are being delivered by IRCC, ESDC, GAC and SSC to implement a new passport issuance platform as the current system is reaching its end-of-life.
●Led the team in the absence of the Director and Assistant Director during Gate 6;
●Project re-baselining costing exercises which entailed analyzing situation, providing recommendations, providing instructions to all stakeholders, answering queries, providing guidance;
●Facilitated costing sessions and process walkthroughs with Stakeholders to document the various process changes and organization governance as it relates to those processes
●Assisting other stakeholders in the development and implementation of the projects re-baselining documents;
●Analyzing, evaluating, and developing the re-baselining process and key deliverables such as action plan, communication material, level of effort, work package review, alignment to project scope, liaising with stakeholders to obtain clarification, providing recommendations to senior management on way ahead;
●Analyzed and evaluated the alternatives, comparing cost, benefits, efficiencies and impact to the organization, and proposed and planned the implementation of the selected alternative;
●Advising on the developed of the detailed Integrated Project Schedule (using MS Project/Visio) which includes 8+ cross functional and departmental schedules – used form tracking progress, identifying slippage, understanding cross component and departmental dependencies
●Leading multiple internal and interdepartmental team meetings.
●Communicating to all levels of Stakeholders including advising Senior Level Management
●Authored multiple project deliverables (presentations, decks, and other project artifacts)
●Preparing monthly project dashboards, including monthly earned value reports.
●Advising on general project activities and strategy.
●Authored a detailed Business Case to enable Organizational Stakeholders in making a decision regarding the proposed investment and project.
●Developed project budget and scope, financial plans, monitoring and controlling the budget as required, adjusting the financial baseline through the change control process.
●Authored various briefing notes and communiques.
●Providing updates to Finance, Deputy Director, Director and Project Executive Director on a weekly basis;
●Communicated effectively with the project team to research, analyze, and select the appropriate way forward complete the project on time and budget. This included following best practices to determine the technical, operational, and financial feasibility, conducting a preliminary analysis, documenting the expected income, and reviewing and analyzing all data to determine the best option.
●Providing strategic overview and summaries in relations to the re-baseline exercise and identified project business opportunities on streamlining processes;
●Performed challenge function for project and ongoing costing;
●Evaluating and completing the level of effort across multiple projects for the Project Management Office (PMO) resource allocation;
●Analyzing, reviewing and completing the PMO re-baseline work packages and completing the associated financials;
●Updating the Business Realization Plan, liaising with various organizational stakeholders to obtain information on Key Performance Indicators, Performance Assessments, obtained ongoing cost efficiencies;
●Identifying, developing and evaluating the key performance indicators to establish the benefits realization for the project. Liaised and confirmed the data analytics would realize the critical success of the benefits realization.
●Preparing the performance assessment and transition plans and identifying critical success parameters for the project’s performance assessment;
●Creating various presentation deck material, such as timelines based on schedule and gating requirements;
●Leading in the establishment and maintenance of the change request process. Maintaining strong overarching cross-functional linkages between change requests, risks, issues, and schedule;
●Analyzing, evaluating and developing needs/business analysis to develop and creating various business processes, i.e.: change requests, decision requests, quality assurance;
●Reviewing and providing guidance on key processes, liaising with key stakeholders to obtain the required information and additional documentation as required;
●Crossing reference to other change requests and project documentation and financials to ensure alignment;
●Analyzing, evaluating, identifying organizational business opportunities, such as the development of an impact assessment business process guide and presentation; also presenting at the Project Status Committee to all stakeholders
●Establishing a close relationship with the Financial Branch, to ensure a good working relationship for change requests and their associated funding allocation. Coordinating with key stakeholders regarding financial allocation;
●Analyzing, evaluating and preparing high level Memorandums for Assistant and Associate Deputy Ministers for funding allocation in alignment with the financial thresholds. Liaising with all approval levels of approval and cooperation;
●Initiating change request business transformation with the creation of four (4) new project change request processes, developing the high-level document including workflows for the project management team, create a detailed process document for all users (standard operating procedure document);
●Creating a reporting mechanism, a dashboard and inform all concerned on a weekly basis, which provides them with a global view of all active change requests;
●Setting up weekly collaborative meetings with the risk, issues, and schedule managers in order to ensure a global understanding of all impacts to change requests and create visibility;
●Drafting and reviewing the Passport Modernization Abroad Project Charter and the Project Management Plan for the second project, Passport Modernization Abroad Project (PMAP);
●Provided advice on the design of the change requests register in Clarity and responsible to update as required; and
●Managing the Decision Requests through the drafting and approval process.
Project #4 – Global Affairs Canada (GAC)
Application Modernization Programme
Programme Manager/Business Consultant
February 2021 – May 2023 (27 months) [Present] (part-time)
Keith Munro MTC4
Department of Foreign Affairs
Application Modernization Team Lead
*****.*****@*************.**.**
Duties as a Business Consultant include:
●Managing the Programme plan and deliverables;
●Analyzing, evaluating and developing business processes, such as the risks, issues, and financial processes;
●Managing risks and issues for the Programme's successful outcome;
●Monitoring the Programme scope, cost and schedule;
●Working with team members to assign tasks and assisting in executing tasks;
●Ensuring that communication between Programme and projects are timely and effective;
●Planning and designing the Programme and proactively monitoring its progress, resolving issues and initiating appropriate corrective action;
●Defining the Programme's governance arrangements and obtain approval;
●Managing both the dependencies and the interfaces between projects and/or Programme;
●Identifying Programme opportunities for streamlining of business processes, i.e., risks and issues, retirement process;
●Providing Programme progress reports at regular intervals to senior management for the Programme’s deliverables;
●Chairing Programme status meetings, arranging and coordinating meetings with stakeholders as required including inter-departmental meetings;
●Identifying and evaluating critical success parameters, such as performance measurements and development of key performance indicators;
●Assisting other stakeholders in the development and implementing business processes at the Programme level;
●Communicating status and Programme information to senior management, and key stakeholders on a regular basis as agreed;
●Developing the Benefits Realization Plan and monitor the benefits;
●Ensuring all Programme tasks and deliverables are complete as required in a timely manner;
●Responsible to update and manage the Clarity (PPM) tool;
●Responsible for delivering Programme deliverables, liaising with business owners, technical leads, clients, stakeholders (internal and external). Assisting in the plans and controls or assigned project activities;
●Assisting in the production of communications materials;
●Communicating with overall Programme teams regarding progress and challenges;
●Communicating across the Programme as needed;
●Presenting at various committees such as Project Oversight Board;
●Drafting various statements of work (SOW) to incorporate in three (3) Request for Proposals (RFPs);
●Liaising with Directors, Deputy Directors and the Procurement Officer to ensure the information is accurate; and
●Reviewing and preparing presentations for various Governance committees, such as Enterprise Architecture Committee, Project/Program Oversight Board, Portfolio Impact and Planning Working Groups.
Project #3 – Department of National Defense (DND)
Military Pay Operations/ Military Pay and Allowance Processing / Military Pay Operations staff
Military Allowances and Pay Processing
Deputy Director/Business Consultant
August 2017 – November 2019 (25 months)
Jessica Young, DND, *******.*****@******.**.**
Duties as a Business Consultant include:
●Led in the establishment and maintenance of strong and overarching cross-functional linkages between staff, and corporate management;
●Conducted analysis of business requirements to develop and define a list of critical success factors to use for performance measurement;
●Analyzed, evaluated and developed an operational and organizational HR plan for the Military Pay by conducting a needs analysis and prepared business opportunities for improvement and streamlining of business pay processes;
●Mapped high level processes, and prepared related documentation to improve the organizational performance; identifying opportunities for, assisting in the prioritization of, and assignment of organizational improvement (i.e., new HR staffing plan, work and resource re-allocations);
●Examined the link between the goals of the organization and how the pay business was performed to achieve those objectives at strategic and operational levels;
●Analyzed and processed problems into solutions or new opportunities/initiatives, identifying and researching best practices;
●Liaised with key stakeholders (managers, team leads, director) to initiate business transformation and change management activities by leading functional and business working groups;
●Liaised with key stakeholders to develop and define business strategies and processes to improve the organization, making recommendations, providing advice for improvements, and assisting in developing solutions and implementing recommendations;
●Advised senior management on a range of issues affecting the organization's ability to achieve the business objectives;
●Implemented, and evaluated critical success paths and cross-functional decisions to achieve objectives and benefits of the project;
●Prepared change management plans, flow charts, timelines and performed organizational impact analysis of required changes of the restructuring;
●Coordinated the development of the training delivery strategy for various stakeholder groups;
●Developed and delivered briefing and presentations to stakeholder groups and facilitated workshops, discussion groups and integrated project team meetings;
●Served as advisor regarding the compensation program to bridge the gap between military pay operations, financial requirements, accounts processing and pensions;
●Reviewed and provided guidance on complex and ambiguous legislation (federal and provincial) such as statutory barred policy;
●Developed strategies and procedures while liaising with policy to maximize opportunities for effective and efficient compensation program and service delivery;
●Provided strategic and expert advice, direction and recommendations regarding military pay management;
●Managed strategic issues and initiative, prepared comprehensive complex analysis, management reports, executive briefings, strategic planning, development plans, and presentations;
●Provided direction to managers in the conduct of comprehensive research and analysis of data and information on a variety of military compensation issues, evaluating ;
●Planned, organized, managed, and monitored the assigned resources (human, financial and material) with economy, and efficiency and provided strong corporate leadership in the effective delivery of the compensation program and services as it relates to payroll administration;
●Provided advice to senior management on human resource issues and concerns;
●Liaised with HR officer and Labor Relations officer regarding staffing queries and personnel issues; and
●Replaced the Director on multiple occasions.
Project #2 – Department of National Defense (DND)
Strategic Plans, Projects and Priorities
Business Transformation Team Lead/Business Consultant
November 2014 – June 2017 (32 months)
Contact retired, no known address
Duties as a Business Consultant include:
●Led a multi-disciplinary team of pay and pension analysts. Analyzed, evaluated and developed the Directorate’s organizational requirements by conducting business needs assessments and analysis due to the implementation of the new Pay, Pensions and HR systems. Identifying the potential impacts on our business and staff. Incorporated these in the development of the business change transformation plan for future implementation, debriefing chain of command (section head and Director);
●Analyzed, established, evaluated and developed business problems and critical success factors and offer strategic recommendations based on the results;
●Analyzed business and technical requirements for the proposed transformation to develop and documented architecture requirements and designed methods and standards including functional/business process development re-engineering and mapping. Identified the resulting training requirements and prepared training criteria to support organizational changes;
●Performed change impact analysis and participated in change management activities including defining business strategies and processes in support of business/organizational realignment;
●Organized the development of the training schedule with other stakeholder groups;
●Developed and delivered briefing materials and presentations to various levels of stakeholders and facilitate sessions and working groups to coordinate development of training;
●Initiated business transformation and change management activities by leading functional work groups and liaising with key stakeholders to develop and define business strategy and processes;
●Prepared change management plans, flow charts and timelines and performed organizational impact
●analysis of required changes of the restructuring;
●Coordinated the development and delivered training for various stakeholder groups;
●Performed impact analysis and participated in organizational realignment, with the development and implementation of change management plans and activities;
●Advised staff/employees on organizational change activities including structure, process, roles and responsibilities, resourcing change;
●Collected and analyzed information and presented findings on complex issues, carried out or coordinated research as required and prepared reports for senior management and team;
●Planned and developed strategies and transformation plans. Recognized our objectives and establishing a plan to ensure the continuity of our quality service and productivity. Created the work plan for optimal work distribution while aligning them to present priorities and future objectives;
●Created a wide variety of written documents (plans, business case, charter, letters, briefing notes, memorandums, presentations and communiqués);
●Considered the “human side” component of the change management process, the scale of the change and magnitude to our personnel, what changes were required, and communicated the strategic importance and advantages to gain acceptance by preparing communiqués and organizing demonstrations and presentations to various sections of our directorate;
●Provided strategic advice and recommendations to senior management on issues such as future re-allocation of resources and forthcoming responsibilities for the directorate and to various stakeholders affected by the various Military Personnel Management (MPM) initiatives;
●Analyzed, collected information and developed a new HR plan, for the reorganization of the team to align with future needs. Determined the way ahead based on functional guidance and direction;
●Managed financial resources, ensured civilian pay envelope transfers between the directorate and the Military Pension Renewal project were done quarterly;
●Managed human resources, offering opportunities for development, coaching to ensure better results, setting an example in work ethics for personnel, implementing the civilian performance management process;
●Researched, identified problems, analyze trends, develop and provided various written or verbal options/recommendations for resolution concerning information management and personnel administration policy (e.g., prepared service paper on future processes for military personnel management of pay and pension issues); and
●Established collaborative working relationships with other sections within our directorate, other departments, PSPC (military pension renewal project), and other directorates.
Project #1 – Department of National Defence (DND)
Personnel Administration Policy Development Team
Business Consultant/Manager Military Personnel Management Capability Transformation (MPMCT)
March 2004 – October 2017 (146 months)
Military Director has since retired, no known address
Duties as a Business Consultant include:
●Led a multi-disciplinary team and section responsible to deliver a national level policy series, procedural manual, and a CAF transformation initiative (Single Service Record);
●Conducted analysis of military HR information and presenting findings on complex issues, carrying out or coordinating research as required and preparing reports, analysis of business requirements to develop and defined a list of critical success factors to use as a benchmark for performance measurement; mapped out the recommended solution and created required documentation;
●Analyzed, established, evaluated and developed business problems and critical success factors to offer strategic recommendations and strategic way ahead;
●Conducted needs analysis and prepare architecture requirements design, approached develop and map business processes, developed, defined, and documented business strategy and reengineer business processes to guide other functional project team members in support of the business transformation and change management activities;
●Specified the organization's objectives, Canadian Armed Forces human resources, developed policies on Personnel Records, established standards and plans to achieve the purpose and objective of the Military HR manual;
●Collected and analyzed information and present findings on complex issues, carrying out or coordinating research as required and preparing reports for senior management;
●Advised senior management on a range of HR issues affecting the Canadian Armed Forces ability to achieve their military human resource business objectives;
●Acted as the subject matter expert on the Canadian Armed Forces HR and personnel records for the newly developed IT solution;
●Performed change impact analysis and participated in change management activities including defining business strategies and processes in support of business/organizational realignment;
●Organized the development and provided training schedules with other stakeholder groups;
●Developed and delivered briefing materials and presentations to various levels of stakeholders and facilitated sessions and working groups to coordinate development of training;
●Initiated business transformation and change management activities by leading functional work groups and liaising with key stakeholders to develop and define business strategy and processes;
●Prepared change management plans, flow charts and timelines and performed organizational impact analysis of required changes of the restructuring;
●Coordinated the development and delivery of training for various stakeholder groups;
●Developed and delivered briefing and presentations to stakeholder groups and facilitate workshops, discussion groups and integrated project team meetings across Canada;
●Identified, analyzed and developed the way ahead in the development of a single service record in PeopleSoft/HRMS;
●Gathered the requirements, drafted the business requirement documentation (BRD), liaised with key stakeholders, worked closely with programmers in the development of the IT solution, subject member expert on its development;
●Implemented the service record of new business by communicating the upcoming changes to key stakeholders across Canada;
●Developed and managed the implementation of an organizational HR manual, such as identifying, analyzing, planning, tracking and controlling the design and publication of the manual in order to meet the needs of the users all over the world;
●Made recommendations, provided advice for improvements, and assisted in the development of the HRMS IT solution and implemented recommendations;
●Researched, analyzed this complex issue and developed the plan for the manual’s upgrade including, resource requirements, chapter developments, and identification of business process owners, key stakeholders, subject member experts, budget and development of our business plan. Developed the manual’s design, analyze the military community requirements and implement them.
●Provided strategic advice and recommendations to senior management for approval and implementation of the concept (Sponsor);
●Assessed the organization's capacity/capability to undertake and successfully deliver the HR manual and the development of a single service record new initiative;
●Prepared and implemented the plan, hired Military Reserve personnel and assigned resources to chapters;
●Acted as the editor, researched, and reviewed the content, developed the chapters, created briefing notes and presentations for approvals for senior management, applied problem solving decisions, liaised with developers, and worked with key stakeholders;
●Developed the Personnel Record policy, planned the way ahead, researched, analyzed, and developed the written policy while ensuring alignment to the various policies and legislations (Privacy Act, Access to Information Act), analyze requirements, liaise with various stakeholders, chair meetings;
●Identified as the Chief of Military Personnel representative for the creation of an agreement between Library Archives Canada, Veterans Affairs Canada, and National; Defense for the Military Personnel Record Strategy; responsible to establish a working relationship with them, drafted the strategy, develop way ahead for the archiving and accessing of military records and debrief chain of command;
●Managed human resources, developed job opportunities, obtained funding, and managed the hiring process;
●Identified and analyzed trends and issues, developed and provided workable solutions, prepared various written military correspondence (plans, business plan, policy, letters, briefing notes, memorandums, service paper, presentations, reports) to help resolve the situation; and
●Identified Regular and Reserve Force policy and procedures issues, analyzed the issues, developed a way ahead action to ensure equity; developed documentation for Chain of Command for resolution such as the issue with promotions while on leave without pay for maternity or parental, non-effective strength procedures coupled with the release process, release/enroll and component transfer/sub-component transfer issues.
Awards
●MILPERSCOM Commander Commendation (Chief Military Personnel of the Canadian Armed Forces), 2014
●Commandant’s Commendation, Royal Military College, Kingston, ON, 1996
●Commandant’s Shield - Canadian Forces Recruit School Cornwallis in 1987
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