Mr. David Niles

IT Related Experience

**+ years

Education

BSc., Computer Science

Prince II certification (2017)

Certified in the Governance of Enterprise IT (CGEIT) 2012

ITIL V3 Certification (2010)

PM3 Project Manager & TA2 Technical Architect: Canada (1989)

Change Management Specialist (CMS) 2015

Six Sigma Lean Professional (SSLP) 2015

Security Clearance

Enhanced Reliability (Secret Level 2 in Progress)

File Number: 95699924 Expiry: 25 Jan 2021

Languages

Fluent in English

Profile

Mr. David Niles is a Senior Project Executive with more than fifteen (15) years of experience in the Information Technology Industry.

He possesses extensive experience working for both private and public sector clients; to name a few, Innovapost, NAV Canada, CBSA, ESDC, BlueCross/Blue Shield and SANMINA – SCI.

He possesses significant experience at the Strategic level in organizations providing delivery oversight to initiatives and projects within single and multiple delivery portfolios, and across multiple delivery teams and stakeholders and has provided guidance to the service delivery teams about aspects of project management and service delivery ensured the delivery of projects on schedule within budget and scope.

He is strategic as well as tactical and hands-on. With many of his clients, he has developed, maintained and significantly improved relationships and processes including vendor selection, negotiation, contracting, and performance management for specific projects under direct area of accountability.

Mr Niles holds a Bachelor of Science in Computer Science from the University of New Brunswick and

many professional certifications including Prince 2, Lean Six Sigma. Change management (CMS) and ITIL.

HIGHLIGHTS INVOLVING SERVICE DELIVERY, INFRASTRUCTURE, APPLICATIONS PORTFOLIO MANAGEMENT AND ARCHITECTURE

Project

Role

Description of relevant experience

Strategic Technology and Applications Renewal (STAR) (Workload migration)

Sr. Program Manager, Health Canada

Workload migration of HC’s applications suite and infrastructure to SSC Enterprise Data Centers. Development of the practices for applications portfolio management (APM)

Conversion of 10 CGI Data Centers (DC) to 3 IBM DC’s as part of Canada Post’s outsourcing initiative

Program Director Day 2, WIPRO

Working with the Innovapost client site, responsible for the Day 2 Support Services, infrastructure and architectural migration to a new host environment(s).

Integration efforts for redeployment into a new SAP ERP environment

Project Manager, Canadian Border Services Agency (CBSA)

CBSA had over 80 applications in various Data Centers and closets. Undertook practices as they relate to Data Governance and MDM (Master Data management) policy and procedures

Operational responsibilities of 3 global Tier-4 data centers

Director, Enterprise Infrastructure, Sanmina-SCI

Functions include Security, Network, Systems, DC Operations, Audit and compliance, Support desks

Project management and Service Delivery

Director, PMSD Sanmina-SCI

Responsibilities include oversight and governance for Merger and Acquisitions (M&A) of the acquisition’s infrastructure and architecture integration into our host environments.

Support services including infrastructure for North American (NA) operations

Sr Director Burlington Coat Factory

Responsible for everything from the DC closet outward for over 500 stores with various O/S, configurations and environments.

Tabletop exercise (TTx) for DRP planning and execution

Project Manager, NavCan (Deloitte)

Responsible for the tabletop exercise for fulfillment of their DRP/BCP exercise

Development of practices to create an Operational Framework for the generation of a new IT host architecture

Senior Operations and Technical Analyst, Royal Canadian Mounted Police (RCMP) – Federal Government Parliamentary Commission

Provided ITSM/ITIL expertise to employ practices as they related to Microsoft Operating Framework (MOF) and Microsoft Service Framework (MSF)

SELECTED PROFESSIONAL EXPERIENCE

Project # 1

Senior Project Manager (L3) Human Resource Strategic Directions (HRSD)

HR-Civilian, Department of National Defense (DND)

August 2019 – current

Project Description:

The Digital HR Directorate with the DGHRSD (strategic directions) is planning an L1 (enterprise-wide solution at the ADM level) scale digital transformation initiative to deliver an integrated client facing and back office system where HR Civ clients will be able to obtain help and/or consume HR services in a single integrated platform. This platform will handle end-to-end HR processes step by step serial and parallel workflows across all HR disciplines such as classification, staffing, compensation, labor relations LR, learning etc

In cooperation and conjunction with the strategic Business Partner organization, which has the mandate to be the enabler for the clients, ensuring 2-way liaison between HR and the business, using business intelligence to co-develop holistic and future oriented HR strategies, plans and solutions that align with their current and future needs while facilitating the flow of HR services. The SBU goal is to add value by enabling the clients to achieve their business mandate.

The Client Service Management System (CSMS) is envisioned to be:

•An umbrella “Programme” that provides coordination and communications between HR-Civ organizational functions, their projects and envisioned services.

•Providing practical advice and direction to HR-Civ on industry best practices and future trends that will increase the customers experience in conjunction with the value proposition offered by HR-Civ

•Optimizing processes and increase the staff experience as it pertains to their roles and responsibilities

•Transformative in focus and delivery with complex change management involving interdepartmental stakeholders and clients

Current accomplishments to date include:

Alignment to TBS Service Management processes

Alignment to TBS Digital Transformations Scope and mandates

Alignment to DND Departmental Results framework (DRF)

Alignment to HR-Civ Management Accountability Framework (MAF)

Production of Business Case Phase 1; Strategic Context, Options Analysis 2a: Preliminary investigation

Preliminary analysis of HR Functions and services as related to the GoC HCM (Human Capital Management), industry HR Maturity practices and assessment criteria (e.g. CMM-P) and GoC’s CHRBP (Common HR Business Practices)

Development of a HR agile delivery strategy and plan of action (POA) that focuses on rapid deployment and institutionalization of process improvements as identified through the exercises of Value Stream Mapping (VSM) and Kaizen Events.

Project # 2

Senior Project Manager (L3) Enterprise Project Management Office (EPMO)

Immigration, Refugee and Citizenship Canada (IRCC)

October 2018 – July 2019

Project Description:

In Fall 2016, Treasury Board Secretariat (TBS) launched consultation process related to revising the Policies, Directives and Standards associated with investments, projects, procurement and assets management.

The Enterprise Project Management Office (EPMO) is the department lead for the CIC PM Framework and integration of TBS Policy Suite Reset requirements into this framework. Reporting to the Director of the EPMO, the Senior Project Manager (PM), will plan and coordinate development of CIC responses to changes in project management requirements and interdepartmental systems.

Aligning current IRCC PM Framework, Directive, guides, templates and tools with the new requirements

Providing information as foundation for investment decision related to the implementation of the requirements

Strengthening project management oversight and improving likelihood of future project success

Giving briefing on progress and concerns to Senior Management

Analyzing and evaluating TBS project management requirements, CIC’s capacity and existing PM practices as well as developing, prioritizing and planning IRCC possible responses to the changes

Formulating recommendations on implementation strategy that includes level of effort, risks, and benefits

Contributing to development of organizational vision, strategic and business planning associated with project management and recommendations with complex change management involving interdepartmental stakeholders and clients

Preparing evaluations plans, stakeholders engagement plan, and evaluation schedule

Developing and preparing draft update to CIC Project Management Framework, Directives, guides, templates and tools

Coordinating internal review draft documents and responding to stakeholders’ comments to obtain CIC approval in order to meet TBS requirements

Developing and preparing communication plan and materials to obtain CIC approval and to successfully manage resulting organizational changes

Lead consultation with CIC project team community and internal stakeholders to develop problem statements and explore options that will be adapted to CIC needs

Preparing work breakdown structure, formulating plans, as well as developing compliance charts, tables, and diagrams to assist in analyzing problems and developing options

Planning and organizing the activities associated with introduction of programme and changes in project management practices based on TBS Policy Suite Reset. Reducing EPMO backlog in relation to governance, guides, templates and tools.

Defining department-wide IM/IT governance structures and experience

Defining IT Change Management and IT Service Management governance.

Developed recommendations to enhance governance in context of evolving departmental Governance processes, including a proposed work plan for implementing the recommendations;

Support in the development of storyboards and communications materials to present recommended IM/IT Governance.

Project # 3

Senior Project Manager (L3), Enterprise Project Management Office (EPMO),

Employment and Social Development Canada (ESDC), Chief Financial Officer Branch (CFOB)

October 2016 – February 2018 (1 year, 5 months ongoing)

Project description:

Reporting into the Director, EPMO, as part of a re-architecture and service delivery team, responsibilities included, for a series of initiative priorities for the departments of the Center of Expertise (COE), Training and Benefits and the Project Management Information System (PMIS) the below. In addition, other efforts included coordination and delivery associated with the Investment, Procurement and Project Management branch (IPPM) Management Action plan (MAP) composed of mitigation measures associated with an early Audit finding report:

Provide oversight to service offering initiatives within several delivery portfolios, and across multiple delivery teams and stakeholders.

Monitor and enable Project Managers Advisors (PMAs) to collaborate with business and technology teams to execute quality solutions that meet overall sponsor expectations and Service Level Agreements.

Develop and design project/program management processes and tools

Support Project Management Advisors in their efforts to build and maintain the forecasted view of portfolio and project demands.

Participate and foster a culture of continuous improvement for delivery processes and practices.

Defining department-wide IM/IT governance structures and experience

Defining IT Change Management and IT Service Management governance.

Developed recommendations to enhance governance in context of evolving departmental Governance processes, including a proposed work plan for implementing the recommendations involving complex change management involving interdepartmental stakeholders and clients;

Support in the development of storyboards and communications materials to present recommended IM/IT Governance.

Project # 4

Senior Program Manager

Health Canada (HC) and the Public Health Agency of Canada (PHAC)

IT Transformation: Strategic Technology and Application Renewal (STAR) program

July 2016 – June 2017 (1 years, 1 months)

Project Description:

As a result of the Government of Canada (GC) data centre consolidation (DCC) program, there was a mandated requirement for Shared Services Canada (SSC) to transition Health Canada and the Public Health Agency of Canada (GC partners) operations from legacy data centre facilities (approx. 540 facilities) to consolidated enterprise data centres (EDCs). In order to migrate to the EDCs, Health Canada and SSC partner institutions must adhere to EDC IT standards.

The objective of HC/PHAC’s Strategic Technology and Application Renewal (STAR) program is to ensure that application portfolios and interdepartmental systems are consolidated, rationalized, decommissioned and or upgraded to meet GC IT standards. The STAR program manager is responsible for the analysis of the application inventory, standards assessment, and recommendations for migration, consolidation, decommissioned or rationalization work streams, and roadmap option development for investment decisions. The project will establish standards and processes specific to workload migration, to guide and assist operational and project teams in preparation for the migration to the EDCs while ensuring alignment to departmental and agency project management best practices and governance structures.

STAR will provide the following services to guide stakeholders through the DCC WLM (work load migration) activity:

Establishment of HC/PHAC IT standards aligned with GC IT standards

Refresh of the application inventory and business value data; application analysis and assessment; Technical Support

Impact analysis of in-flight IT projects and investment plans

Performed options analysis for critical/line of business applications; investment planning consultation with respect to WLM IT standards

Workload migration WLM and planning; WLM QA, oversight, coordination and SSC solutions and migration support

Multi-project coordination and alignment; Roadmap development with complex change management involving interdepartmental stakeholders and clients

Defining department-wide IM/IT governance structures and experience

Defining IT Change Management and IT Service Management governance.

Developed recommendations to enhance governance in context of evolving departmental Governance processes, including a proposed work plan for implementing the recommendations;

Support in the development of storyboards and communications materials to present recommended IM/IT Governance.

Project # 5

Senior Operations and Technical Analyst

Royal Canadian Mounted Police (RCMP) – Federal Government Parliamentary Commission

Civilian Review and Complaints Commission (CRCC

January 2015 June 2016(1 year, 6 months)

Project Description:

The CRCC undertook the creation of a new Host Infrastructure and required a Senior Operational Technical Analyst with IT host architecture and ITIL/ITSM expertise to create an Operational Framework (based on Microsoft Operating Framework (MOF) and Microsoft Service Framework (MSF) and outline current/new procedures and Technical Documentation.

An operational taxonomy based on MOF functions, as well as a service stream infrastructure taxonomy formed the foundational concepts behind the process documentation. A continuous improvement process was devised, to ensure up-to-date communications on changes to the Host environment were recorded and appropriately communicated (via CAB) to service desk personnel, systems engineers, architects, IT Manager, IM-Information management and the business functions.

Activities included as part of a 3 phase approach were:

Part 1: Using the MOF framework, determine business and service delivery functions with a set of focused activities and deliverables

Part 2: Development of Policy, procedures, standards and guidelines with complex change management involving interdepartmental stakeholders and clients

Part 3: Identification of service stream and the infrastructure support model to deliver and support those streams

Project # 6

Program Director

Innovapost /Canada Post via WIPRO Technologies

Service Delivery

May 2014 – December 2014 (8 months)

For a major Wipro client, Mr. Niles responsibilities included the setup and instantiation of activities for a transition and conversion effort to new Bell Data Centres from a previous outsourcer scheduled over 10 years with several multi-year multi releases.. These activities included all ITSM functions: Change control, financial management, problem management, incident management, Configuration management, Service management, Access management, continuity management, various interdepartmental systems.

Participated in the establishment of various client and internal meetings including Project Steering committee, Executive Steering Committees, Daily Incident calls, problem retrospectives, weekly progress meetings with complex change management involving interdepartmental stakeholders and clients

Worked with the client’s financial management team in the establishment of processes as they relate to billing/invoices and explanations of outsourcing concepts (ARC – Additional Resource Charge (ARC) and Reduced Resource Credit (RRC). Mr. Niles also worked to establish the activities in support of the coordination of a USA Service Desk and various local client service desks.

Responsible for two senior service delivery managers with the accountability for driving Strategic initiatives from inception to delivery, helping determine staffing requirements, and forming cross-functional service delivery teams.

Evaluation of the progress of initiatives on a regular cadence, in an effort to proactively identify and mitigate risks / issues / roadblocks, and address variances from plans, budgets, and schedules

Provided guidance to the service delivery teams about aspects of project management and service delivery that will help them stay on schedule, proactively identify dependencies, and avoid roadblocks / issues.

Drove effective teamwork, communication, collaboration and commitment across multiple disparate groups with competing priorities.

Provided timely status to the management chain highlighting the overall status of the project.

Collaborated with other organizations to drive risk-based security initiatives or coordinate dependencies.

Assisted the team with the adoption and implementation of service delivery frameworks.

Developed a service management model using Incident Management, Problem Management, Change Management, Release Management, Performance Management, or ITIL.

Developed and nurtured long term relationships with Business Leads, Project Portfolio Managers, and Enterprise Architecture (EA) and technology vendors to plan and deliver high value business solutions.

Provided delivery oversight to initiatives and projects within one or multiple delivery portfolios, and across multiple delivery teams and stakeholders. Monitor and enable Project Managers to collaborate with business and technology teams to execute quality solutions that are delivered on time, on budget and meet overall sponsor expectations and Service Level Agreements.

Secured required resources, and used formal project/program management processes and tools to manage resources, budgets, risks, schedules and changes.

Managed the transition to the Day 2 Solution Support team for sustainment.

Managed “Support Delivery Managers” to build and maintain the forecasted view of portfolio and project demands. Assist in maintaining portfolio budgets and reviewing project financial health.

Developed, maintained and improved vendor relationships and processes including vendor selection, negotiation, contracting, and performance management for specific projects under direct area of accountability.

Fostered a culture of continuous improvement for delivery processes and practices.

Participate in the continuous improvement of delivery practice areas including Project Management, Vendor Management, Business Analysis, Development Discipline, Quality Assurance and Application Support.

Project # 7

Canadian Border Services Agency (CBSA)

Project Manager Information Systems

August 2012 – December 2013 (1 year, 5 months)

The client has a challenge to manage the integration efforts for over eighty (80) enterprise-wide solutions and applications for redeployment into their SAP ERP environment. Mr. Niles was brought in to take charge of this project to ensure smooth Integration and transition.

Facilitated and assisted in the functional and project activities as they relate to the system integration (SI) function, including the delivery of high-quality business solutions in a focused and timely manner,

Implemented and ensured SI best practices and standards, maintaining knowledge of current tools, technology and methodologies,

Oversaw the solution development team(s) participating in SI activities,

Developing and assisting in the processes as related to SI, including SI practice definition, staff skill development, department planning, budget tracking, resource planning and performance management of integration staff with complex change management involving interdepartmental stakeholders and clients

Transition of newly developed integration solutions to the Service Delivery function for ongoing support, while working with other Solutions team management to assist in defining and evolving the Service Delivery operating model and adopting it within the manager’s area of responsibility.

Executing data collection and interpretation and providing analytical business insights and expert advice as related to SI.

Participates in budgeting and capital planning at the project/program level in addition to annual business cycle(s),

Partners with Application/Project Managers to ensure the appropriate resources are assigned to projects and that development meets scheduled milestones to ensure project/program objectives are met in a timely manner,

Determines feasibility of incoming business and technical requests in cooperation with the Solutions Planning Managers.

Establish and become an active member of a community of practice for the Service Delivery organizations across IT Solutions.

Participate in defining and implementing best practices, identifying industry standards that should be followed and/or adapted to the IT environment, and establishing a knowledge repository and document management practices for support.

Assists in identifying and developing the team or individual development plans to build capabilities during SI planning.

Project # 8

Macmillan Publishing

New York City, New York

Project management Consultant

Sept 2011 – Aug 2012 (1 year)

Working with the CIO and his direct reports, provide guidance, and proven measures to improve service delivery and management practices.

Activities include guidance re: IT practices for change management, application development and project management.

Project # 9

NAV Canada via Deloitte & Touche

Senior Consultant, Disaster Recovery

April 2011 – August 2011 (5 months)

Mr. Niles was working with a Deloitte partner for a Tier 1 client towards an end goal of the delivery of a Disaster Recovery Table Top Exercise and publication of lessons learned, addressing remediation of identified disaster recovery and business continuity gaps and deficiencies.

Remediation was seen to move IM’s DRP maturity level forward and set the framework for integration and alignment with the corporate Emergency Management Planning initiative.

Establishment of a sustainment strategy for the DRP of several enterprise-wide solutions

Development and testing DR documentation for tier 0 and 1

Integration of the DRP with the Emergency Mass Notification Program with complex change management involving interdepartmental stakeholders and clients

Conducted and facilitated various off-site team meetings for the review of procedures, process improvements, impediments to the current process

Development of a corporate wide DRP planning methodology for critical (Tier 0 / Tier 1) systems and applications supported by IM

Standardization of risk assessment and disaster scenario planning

Project # 10

Providence RI, USA via CoWorx

June 2010 – Jan 2011 (8 months)

Worked with Providence RI, a Food distribution firm with revenue of over three and a half billion US dollars ($3.5 B) on a series of major initiatives including:

Service Desk/IDMS (Identity management)/Change Control process improvement measures including investigation of a Service Catalogue, CMDB and document repository

IT integration of a Canadian merger and acquisition (revenue $200 M)

oInfrastructure (Networks, Telecom, Servers, Active directory, email)

oEnterprise-wide solutions of various ERPs (4) including centralization of the acquisition target’s primary system (originally a co-locate/3rd party support) to the primary Data Center

oService Desk coordination of complex change management processes involving interdepartmental stakeholders and clients

oBusiness Intelligence applications suite

oDisaster & recovery, backup strategies unification

Project # 11

Burlington Coat Factory

Philadelphia, PA

Senior Director, Information Technology

Advisor to CIO

January 2008 – May 2010 (2 years, 4 months)

Worked as the Senior Director responsible for all support functions (corporate, stores, field) for Information Technology. Worked closely with the CIO and business-unit heads to align the support services with enterprise priorities with a strategic role in overseeing, managing and leveraging the entire life cycle of IT user support services. This role focused on optimizing IT service levels (SLAs) including reducing and containing IT costs and enhancing service-oriented capabilities to increase overall user satisfaction, while also looking for opportunities to make IT and business processes more effective and efficient.

The departments include Global Service Centre (GSC), Technical Services, Asset Management (license compliance, equipment repair, IT procurement, IT reporting) Project Control & Service Management and End-User Application Support.

Performed oversight of many vendor relationships and license/contract management and was a key player in the strategic planning process for the IT organization as one of the lead advisors to the CIO.

Oversaw the management and control of purchased assets including deployment and allocation.

Track and report defined metrics. Maintain and analyze helpdesk metrics and take appropriate actions for correction or quality.

Worked as technical and process liaison between Support Services and other teams within IT (including systems, application, and project development teams).

Negotiated IT related services and commodity purchases with vendors.

Provided recommendations and assisted in implementing effective controls that minimize operating environment risks such as security related issues, viruses and other potential harms with complex change management involving interdepartmental stakeholders and clients.

Assisted the CIO and senior IT and business management in developing, executing, and communicating IT business vision, mission and goals.

Ensured timely and effective communication regarding the mapping of IT initiatives to business goals of the IT organization and internal customers involving several interdepartmental systems..

Worked with the IT organization and other stakeholders to develop, prioritize, and execute the IT and business portfolio.

Project # 12

SANMINA – SCI,

IT Director

April 2002 - November 2006 (4 years, 8 months)

Project # 12.1

SANMINA – SCI., Ottawa

Director Program Management and Service Delivery

September 2004 – November 2006

Reported to the CIO, managed management and oversaw several mission-critical IT logistical functions. Also led planning and implementation of formal methodologies and protocols to ensure effective project management and service delivery. Established quality practices, corrective action processes, and related metrics to efficiently handle a growing number of complex operational activities.

Regarded as a highly productive change agent within the organization, tackling complex projects to deliver new innovative initiatives and drive an internal transformation to a customer and delivery focused operation. Management responsibly. Some of the key areas included:

Enterprise Program Management Office (PMO) Global Help/Service Desk operations

Mergers & Acquisitions (IT due diligence)

Global Change Control Board for all IT infrastructure & production applications

Audit and Quality Control functions including SOX 404 compliance. Liaison with Internal Audit.

Resilience Management: Disaster Recovery/business continuity planning and documentation

Technical documentation for IT policies, procedures & guidelines. These include activities surrounding the project/work request submission, evaluation & review, charters and related project documentation, Stage-gate approvals, Enterprise Architecture conformance and the governance & prioritization processes.

IT contract management including SLA compliance, IT contracts/agreements, vendor relationship management tracking, service management, software licensing and collection of SAS70-II’s (SOX compliance letters of certification).

Project # 12.2

SANMINA – SCI, San Jose

Director Enterprise Infrastructure

April 2002 – Sept 2004

Reporting to the CIO, Mr. Niles was chartered with establishing a vision for the support of various business models and providing the appropriate technology infrastructure and support services for global operations.

He led enterprise-level initiatives, maintaining a proactive view that evaluated emerging IT developments and their potential impact on company operations and architecture needs. Management responsibly & direct oversight of:

Two (2

Contact this candidate