Project Manager (PMP, CSM) wif iterative and agile design thinking dev ops data governance management mindset. me ensure your portfolio is aligned to meet the business targets. me create and prioritize task - based optimized project schedules wif the resource and cost forecast including risk and issue resolution provisions on a solution approach. me effectively communicate wif the project teams to triage issues from launch, process development, retrospective impact analysis and technology integration. My Agile process delivery execution spans complex large-scale wealth management and business transformation project budgets of $2MM to $10MM. (RBC, BMO, Confidential 2012, Canadian Tire 2008, Bedlam Games 2009). All work done using corporate best practices and lessons learned available on enterprise integration and process implementations.
Software engineering and product development at RBC was organized around labs wif complex budgets, multiple funding steams. Project Management best practices applied to report (status, action, issues, risks, decisions, timelines, and quality) on project performance against project plans and wif progress published on digital roadmap. CA Agile was used at the initiative level to feed a feature board, which fed the team’s story-level board until drive began for JIRA and Confluence adoption
Agile Initiative Planning and release management. Managed cost forecasts, tracked project metrics and performed financial analysis. Reviewed all project intake and presented forecast to Senior Leadership team for fine-tuning.
Scrum master to project team on Retail Banking Payment Technology Tableau dashboard build used to report data analytics on six business unit segment spend commitments, accruals, recovery and forecasting accuracy.
Agile Portfolio Planning. Created project management deliverables (sprint schedules and work plan) using standard agile tools incorporating enterprise best practices for risk and audit deliverables.
Relationship and Communication. Ability to take on a senior technology role wif indirect people management to guide the project team and have a full accountability of their delivery milestone and cross functional coordination.
Portfolio excellence. Continuous learning to generate ideas to improve Digital Data collection wif bright insights as a partner, not as a service provider.
Delivered banking platform upgrades and executed process enhancements on business intelligence Projects for Fraud IT, Fraud Operations, AML Audit IT, Fiserv and Temenos T-24 and Windows 10 upgrade stakeholders. Ability to act as the single point of contact to manage releases and work closely wif Developers, BSA, QA and Dev Ops
Project Manager Gamma Application Development Project for the deployment of the real time monitoring and management of RBCC IT Operations achieving the objective of high availability of T24 services monitors T24 background processes, databases, security, OFS, lockings, disk usage, system performance, OS processes and printers. Data analytics involved operational and compliance analysis for to be proactive, and to identify trends, threats and correlations of job runtimes, total number of active and pending jobs
Onboarding Project: Multi-year project for digital stakeholders managing the solution/design/integration/roadmap for CRM capability leveraging a reusable webservice platform (RESTful) deployed in Bluemix Cloud for internal and external consumers via Apigee (API Gateway).
Customized project optimization strategies for risk and issues management for the Wealth Management Product owner and 4 Agile Teams supporting back office Wealth management systems on the development of a Virtual Assistance application (native phone and Android) for Investment Advisors to have real-time access to client and portfolio data. RBC Canada and RBC Caribbean experience provided progressive roles spanning Digital Portfolio Control, full-time and contract IT Project manager managing core banking platform upgrades and cross functional teams.
Experienced wif Health Services and ambulance through role of Project Manager for Confidential (2012) on the transition of inventory and fleet management from the Canadian Helicopter League to Confidential . Developed project requirements from Service Agreements and Policies and Transport Canada’s standards and managed the vendor and project team on the organizational change expectations to be achieved by the upgraded inventory system
At the Bank of Montreal Financial Pipeline program worked on the assembly of teams responsible to enhance the technical and business environment based on architectural decisions and managed service providers such as IBM and SAP Canada. Transferrable noledge applicable to RBPT applications such as LINX.
Program Learning Initiatives on selling registered products. Six years experience wif contract negotiation on IT services and projects for sales and marketing department on tool to support 700 sales representatives. Ability to schedule and execute multiple assignments wif consistent, quality results wifout supervision by encouraging a positive (tonic, not toxic) attitude
Methodology and process improvements built on industry experience and stakeholder collaboration, by maturing existing methodology while executing business projects wif a technology component and developing relevant tools and templates. ( RBC PMLC Iterative Waterfall Methodology, RBC Agile Methodology; 2014 - WCCA OPPM Methodology, 2013/2015 - BMO PMLC Waterfall/SDLC/WMT Methodology; 2012 - Confidential PMLC Waterfall Methodology, 2011 - Sanofi Pasteur PMLC Waterfall, 2010 - Navision PMLC Methodology, 2009 - Bedlam Games - Agile Methodology, 2008 - Canadian Tire Corporate Delivery Methodology)
Senior Project Manager/Scrum Master
Senior Project Manager/Scrum Master to the Retail Baking and Payment Technology (RBPT) Supplier Management Strategy and Business Office wif strong technology delivery background. Daily working wif Tableau developers, Planning Manager community and IT and Dev Ops Directors on process and strategy efficiencies on executed multi-year contractual services commitments across six business units on complex, highly-visible projects and initiatives.
At RBC we use JIRA kanban boards and Agile and iterative waterfall and adhere to enterprise wide standards wif respect to privacy impact assessments on projects and programs and data governance
Scrum Master to the Strategy and Business office project team working to build a professional fee Tableau dashboard to report data analytics of the overall segment spend on commitments, accruals, recovery and forecasting accuracy. The retail banking and payment technology forecasting and financial reporting processes are complex and span seven business units. Continuous improvements are required to ensure timely program delivery to support transformation deliverables for senior management decisions. The Tableau Dashboard project will provide forecasting accuracy driven by higher data quality data.
Methodology used: Agile, iterative waterfall. Budgets: Projects: Greater than five million (>$5MM). Programs: Greater than ten million (>$10MM)
Adopted lean portfolio management principles to drive reliable value delivery and ensure the team can pivot through the Kanban board feature cards as team worked to resolution on spikes through hardening, innovation and planning on product increments. Our project achieved planned objectives documented on our feature canvas. me produced and published reporting to both the RBPT product owner and senior management
Applied Lean procurement management principles and facilitated application development sub-segment information exchange weekly between business and IT application services supplier vendors reviewing functional and nonfunctional highlights submitted to senior management month for their review of supplier delivery milestones and cross functional release coordination.
Incorporated benefit profile management template and drafted a diagnostic tool for benefits owner (RBPT Strategy and Business Management Office) to in corporate as part of a governance risk resource strategy and vendor benefits profile management to minimize impacts to savings on executed contract scope baselines. me worked closely wif the IT Application Service RBPT Committee for future iteration to promote preventative risk reduction identification of contributory factors to contract deviations to promote strategic agility governance. (Strategic sensitivity - seeing and framing opportunities in a new an insightful way. Resource fluidity - Fast and efficient resource mobilization and deployment. Collaboration unity - Partnership wif the vendor for collective decision making and commitment to decision outcome to minimize dis-benefits)
IT Project Manager/Scum Master
The RBCC IT Project Manager skill set required strong core banking platform experience on business intelligence Projects to manage multiple projects simultaneously for Fraud IT, Fraud Operations, AML Audit IT, Fiserv, Temenos T-24 and Windows10 modernization stakeholders. The role required and agile mindset along wif a positive and team oriented approach to maintain progress and focus to allow the project team to deliver wifin an ecosystem of complexity and ambiguity wifin privacy and data governance best practices.
KEY ROLES AND DELIVERABLES
Methodology used: Iterative waterfall; Agile. Budgets: Projects: Two million to ten million ($2MM - $10MM)
Managed the development team, QA team and third party vendors including multi-disciplinary offshore teams. Worked wif Visa and MasterCard stakeholders to comply wif brand . Advocated the Scrum mindset to deliver value in the shortest time in a collaborative manner. Modelled agile principles and facilitated rapid and repeated inspection at sprints to deliver the business high priority features. Authored and published status reports to business leads and sponsors, including position papers on linear resource demand curves and importance of product owner’s role to minimize out of phase destructive refinement iteration interference that would trigger roadblocks. Presented project updates to all levels of management customizing standard procedures and methodologies to deliver a micro processes to improve RBCC procedure, methodology to focus portfolios on outcomes rather than output.
Applied understanding of technology architecture, systems interfaces, impact analysis to determine and evaluate solution approaches and risk and issue management
Assigned to 5 projects wif missed deadlines simultaneously due to competency to use a customized optimization strategy in seven categories to achieve project success through application of effective project change control and scope management processes
RBCC project for the AML group to build a utility tool for data extraction to the Hadoop data lake. Electronic Fund Transfer Fraud Detection Project - the competencies required for detection projects involved data analytics working wif the Client Application Monitoring and Protection Group for the coding to produce the real time data transfer of information from the core banking channels for monitoring.
Created detailed project plans and integrated project plans at Fraud program level. Used established project status reporting tools for cost forecasts. Captured and tracked project metrics and performed financial analysis. Reviewed all project intake and presented forecast to Senior Leadership team ensuring compliance wif enterprise standards for risk and audit deliverables
Application Currency, Cash Dispensing and Recycling TCD/TCR, Windows 10 ATM, Windows 10 OS upgrade Fiserv and Temenos Upgrade Projects Maintained project management deliverables (schedules and work plan) using standard tools. Completed Idea creation to Project Identification information for project approval. Responsible for management of overall project costs and budgets, including monitoring resource requirements for people, hardware, software, and project change requests. Financial management due diligence applied to achieve baseline actuals and minimize variances wifin the financial risk appetite of the project. Visa and MasterCard terminal achieved for each project wif this brand component requirement.
Relationship and Communication. Applied understanding of the project team and implement process improvement during defect resolution enabling team to spring into action wif success of business processes back up and running through teams working together across departments and effectively shared data
KEY ROLES AND DELIVERABLES
Work daily wif project and application support team wifin a shared service delivery model
Developed the implementation roadmap for Project (Temenos T24 Application Enhancement, new Application development, enabling digital capabilities, maintenance). The Operating System environment included AIX, Websphere, Java and Windows.
Tools: CA Agile Central, Agile/PMLF methodology, MS Project, MS Office ( Excel, Visio, PowerPoint), JIRA, Confluence, ServiceNow
Planview used daily to maintain schedules, milestones, and resource management.
IT Project Manager
The IT Project Manager was responsible for digital portfolio control on Digital Client Experience team wif respect to financial planning and management of the Digital portfolio of Agile initiatives, from agile project intake to release planning and assisting wif the digital roadmap. Promoted to IT Project Manager based on past history of PM s. RBC rolling waves to reduce FTE headcount history impact mitigated by transition to contract IT PM at RBC Caribbean in September 2017.
KEY ROLES AND DELIVERABLES
Methodology used: Agile. Program Budget: ($13MM - $20MM).
Agile Initiative Planning and release management. Maintained cost forecasts on Planview. Captured and tracked project metrics and performed financial analysis. Reviewed all project intake and presented forecast to Senior Leadership team for fine-tuning.
Agile Portfolio Planning. Maintain project management deliverables (sprint schedules and work plan) using standard agile tools and SharePoint ensuring compliance wif enterprise standards for risk and audit deliverables.
Relationship and Communication. Applied understanding of the digital team to implement process improvement
Portfolio excellence. Bring new ideas to improve Digital Data collection wif bright insights as a partner, not as a service provider
Large and complex Digital Portfolio consisted of more than 4 Agile Labs streams and up to twenty sprint cycles per stream following the Agile Management Framework integrated to develop the implementation roadmap for the entire program. ( Application Enhancement, new Application development, enabling digital capabilities, maintenance)
Tools: CA Agile Central, Agile/PMLF methodology, MS Project, MS Office ( Excel, Visio, PowerPoint)
Planview used daily to maintain schedules, milestones, and resource management.
IT Project Manager /Scrum Master
Functionally reported to the Wealth Management Technology PMO deployed to support one Agile Director, four Scrum Masters and two implementation PMs on Digital enterprise wide projects on project planning, monitoring and control, and using CA Agile Central /Planview under the WMT PM/Agile delivery framework and comply wif PMO standards. Agile Initiative Planning and release management, Portfolio Planning, Relationship and Communication and generation of new ideas to improve Digital Data collection
DIGITAL CLIENT EXPERIENCE KEY ROLES AND DELIVERABLES
Methodology: Agile. Program Budget ($10MM - $20MM).
Develop full scale financial forecasts and trouble shoot problem areas wif the reconciliation of resources and non-labour expenditures on Program Plan
Maintained cost forecasts accurately on Planview. Captured and tracked project metrics and performed financial analysis.
Maintained and published project management deliverables (sprint schedules and work plan) using standard agile tools and SharePoint ensuring compliance wif enterprise standards for risk and audit deliverables.
Proactively manage the Program action/decision register and Program/Project RAID logs and associated Agile Management/Project Management artifacts
Completed financial project post mortems/lessons learned and create a recommendations report in order to identify successful and unsuccessful project financial elements
Support Scrum Master/Agile Director during recruitments of FTE during the project cycle
Supported teams in moving away from Traditional Waterfall delivery for the retail wealth distribution channels completing project management deliverables using standard tools ensuring compliance wif PMO standards for risk and audit deliverables
Change Leadership through reinforcement of key messages on sprint planning supporting the Scrum Master in identifying and managing resistance.
Provide ongoing coaching and to resources as requested by Scrum Masters on Project Management best practices; phase planning.
Cross train co-op resources on PMO duties on projects following the Agile Management Framework
Completed Confidential ( Internal ): Organizational Change Management (ADKAR) Fundamental Overview and Project Management Best Practices Internal based on industry standards
Program consisted of 5 streams and up to twenty sprint cycles per stream following the Agile Management Framework integrated to develop the implementation road map for Application Enhancement, new Application development, enabling digital capabilities and maintenance for a native iPhone and Android app to achieve real-time access to client insights and portfolio details wif features such as voice to text capabilities to capture client notes
Tools: CA Agile Central, Planview (used daily to maintain schedules, milestones, and resource management), Agile/PMLF methodology. MS Project, MS Office ( Excel, Visio, PowerPoint)
Project Manager (Contract)
Methodology: Iterative Waterfall. Budgets: Greater than 10 million. (>$10MM)
Requirements Management of all business requirements and stakeholder requirements for compliance to agreed project scope and project Delivered IT professional services on behalf tier 1 vendor assigned to client RBC global wealth management. Workflow project to replace end-of-life systems and transfer post go-live support to other Service Support teams. Provided continuous process improvements across project delivery to ensure consistent status reporting process. Key working relationship wif Project Managers, Directors, Functional Managers and senior leadership and cross functional leads to socialize, get buy in working towards project closure.
Used tools HPQC, Planview (used daily to maintain schedules, milestones, and resource management) and MS Project. Applied understanding of project development life cycle - planning, execution and control methodology to consolidated Program and Project Dashboard and produced all materials for team meetings based on project health metric indicators (budget, timelines and quality).
Validated financial forecasts and provides on-going reconciliation of resources and project expenditures
Strategic Alliances - cross-functional liaison throughout the project life cycle providing status updates to steering committee as it related to analytics and optimization of data sets from Client Source & Business Analytics team, BPSA/ODS, Trade Link, Secure API & Ops Tools, Client Link, Application Access Administration
Execution - creating and publishing all materials for daily triage delivering to fixed time schedules to meet launch date
Leadership - motivate and encourage others and consensus building
Project Management - Action item follow up for quality results at each step of the project schedule delivering solutions to agreed upon success criteria.
Budget maximization - effective usage of finite tools (Planview) and resources to meet total cost to gate 7
Change Management - publish mitigation plans to Steering committee to ensure awareness of the changes impacting them, why it was important to change, and noledge of what was changing.
Experimentation - relentless probing for new QA and testing approaches
Functionally reported to the Wealth Management Technology PMO (WMT) and deployed to support various Senior Technology Officers (STOs Investorline/Retail Information Systems) on project planning, monitoring and control, and integrated project plan development.
Methodology: PMLC Waterfall/SDLC/WMT Methodology. Budgets: (Tier A, B, C $1MM to $10MM)
Created project management deliverables using standard tools ensuring compliance wif Enterprise Project Office and WMT standards for risk and audit deliverables. Acted in various roles such as project team leader, project coordinator/ administrator.
Managed project schedules and deliverables while reporting on progress and variance to project baselines.
Prepared project team schedule and work plan updates and published project documentation and project action, issues and risk logs to lead project status meetings and followed up on open items
Assisted STO on management of development team resources, process analysis, costing and sizing of work and interaction wif Business Partners. Budget: $2MM to $10MM
Provided Project Management Office services (maturity level 1) and contract monitoring and negotiation services to support the Board of Directors.
Facilitated operational readiness process using 100% volunteer project team resources working wif not for profit Board of Directors and two paid Academy staff wif cross dependent $1.3MM construction project for Toronto facilities. Tools: MS Project, OPPM methodology,
SAP Bank Analyzer Project was a major enterprise application development project for BMO. The solution was a modular, service-oriented, integrated finance and risk architecture to support overall bank accounting/sub-ledger and risk management to enable the calculation, evaluation, and data analytics on financial products. PM Integration Lead to manage the integrated project plan that consolidated status from 7 Project Managers based on weekly cadence of team Lead and senior leadership meetings to obtain current Risks, Issues, actions and decisions on project health and overall status.
Methodology: Accelerated SAP (ASAP), Agile. Program Budget $183 million ($183MM)
Gained full control of the schedule, forecasted resource needs and managed variances on work streams. Produced MS Project and Clarity reports to navigate through discussion on unplanned activities being planned in a timely fashion to move the project along. Program required integration of seven work streams for the build and deploy of SAP bank analyzer solution (Data Load layer, Source Data Layer, Process and methods layer/results data layer) and common data warehouse.
Provided task-based schedule and cost forecasts and assisted in assessing risk-based provisions. Captured and tracked program metrics and performed analysis. Managed client expectations, anticipated operational and tactical risks and worked towards risk mitigation and updated PMO and Steering Committee stakeholders.
Vendor Management and (IBM and SAP) on complex internal and external intake resource issues and associated contract changes and amendments.
Confidential ’s core business is providing timely patient transportation involving a range of paramedical services, by air and by land. On scene helicopter response is initiated by a land ambulance dispatch centre (Central Ambulance Communications Centres). The Operations Control Centre (OCC) works closely wif land ambulance dispatch centres (Central Ambulance Communications Centres) to coordinate and dispatch
Methodology: Waterfall; Budgets: (Confidential)
Project manager in the air ambulance transport medicine industry working wif Aviation, Finance, PMO, Performance and IT, on a multi-phase scope delivery of aviation maintenance software, data warehouse build and integrated SharePoint projects wif multiple integration points
Project planning consensus obtained from Directors of Aviation, Procurement, Finance, IT and PMO team on all activities related to implementation
Committed to facilitating business requirement gathering meetings wif groups that were in conflict, identifying and understanding requirement, producing process flows and documents to assist wif data migration strategy
Delivered project status reporting to facilitate escalations wif due diligence on content, context, quality providing solutions to resolve any issues raised
Project delivery framework included steering and working committee collaboration at escalation points to provide direction to drive solutions.
Assisted wif Visio process redesign work under the direction of Aviation lead
Implementation Project - Managed quality and service delivery on upgrade to materials management and inventory planning module. Enforced project standards while incorporating design, corporate, and operational business requirements, to minimize exposure and risks. Resolved escalated data migration issues wif project team and planned and tracked UAT and managed operational aspects and budget.
Data warehouse Deployment - Supported integration of 6 source databases and creation of 4 data marts, managing services of third party vendor based on approved architecture, technology infrastructure, and security requirements for the data warehouse. (SQL Server 2008R2; SQL Server 2012).
Project Management Consultant
Provided Project Management and Organizational Change Management services to pharmaceutical client by using Planisware and Change Control Trackwise system to investigate discrepancies and worked towards resolution for project closure
Delivered Project Management reporting services on resource allocation by providing graphical reports to R&D Director for further analysis on short-term and long term resource gaps
Methodology: PMLC Waterfall. Budgets: (>$2MM)
ERP Project Manager
Provided ERP project management support on upgrade of MS Dynamics Nav 5
Produced project plan for system upgrade and managed and tracked budgets and resource utilization using standard tools. Tools- MS Project Server 2007, MS Project 2007, MS Project, MS Office ( Excel, Visio, PowerPoint); Navision PMLC methodology
Project Manager Associate
Project management and budgeting support using Project Insight and standard project management tools on a 10+ million dollar software build following Agile methodology
Secured buy in from 4 Team Lead of four workstreams and 55 indirect reports on weekly use of Project Insight to capture project tasks and timelines. Complied and published project status updates from individual reports submitted by code, art and design team. Agile Methodology. Budget: $10MM
IT PMO Analyst
PMO team responsibility of ensuring consistency in the standards, processes tools and templates of the Canadian Tire SDLC Corporate Delivery Strategy. Facilitated and delivered SDLC project management orientation sessions to Project Managers, Project Co-coordinators, System Analysts, Solution Analysts and Business Analysts
Central point of contact and administrator of IT PMO SharePoint site
Managed and tracked the submission of project documentation on IT PMO operational upgrades and infrastructure projects and authored and published report on document compliance to governance and service standards.
Planview used for financials (detailed budget, forecast and actuals) and project and resource schedule tracking
Project Coordinator and Marketing Specialist in the financial services industry. CSTC helps families identify personal savings goals through the Registered s Savings plan vehicle and acts in a fiduciary capacity to develop the right strategy to keep their money safe and growing
Methodology: Waterfall. Budgets $2MM
Six years experience wifin a call centre environment. Marketing responsibilities on contract negotiation, and budget monitoring and controlling on IT services for sales and marketing department to support online module used by 700 sales representatives. Tracked project and program phases and made recommendations on project lessons learned according to enterprise delivery framework.
Created and maintained project milestones reports, risk management and budget reports incorporating feedback from leads from Compliance, Legal and Plan Administration to reduce cost
Salestree 3.0 Implementation - Enterprise Lead Management for customization on supplies module and event booking module.
Created a positive selling and advertising experience during customer contact wif goal of bringing in new revenue and retained 60% of business where callers wanted to cancel their plans.