SUMMARY:

• Senior IT Project Manager with 2 decades of industry experience. Areas of expertise include networking, data centres, security, and server infrastructure.
• Recent roles involve managing up to 7 concurrent projects with teams of 50+ people and budget of up to $10+ MM
• Experienced as an ITIL Management Consultant
• Successful project implementation grounded in a systematic approach as advocated by PMBok best practices including scope definition, charter, activity break - out and scheduling, budgeting & financial tracking, testing, regular communication with stakeholders and sponsors
• Communication experience includes workshop facilitation, requirement gathering, regular team updates (RAG & RAID logs), and executive status reporting
• Domain knowledge and project management experience includes data centers, networks, network security, server infrastructure & provisioning, relational databases and data warehouses, and custom application development & testing
• Requirements gathering and documentation
• Workshop facilitation & Data Gathering
• ITIL best practices and ITSM maturity assessments
• Service-level Management & Service Catalogues
• Resource requirement forecasting
• Process governance and controls (e.g., org structures, RACI matrices, policies, performance reports, etc.)
• Process and performance reporting
• Enterprise & business framework development
• Current\future state maps & roadmap development
• Executive presentation and workshops
• Transition management
• Physical \ logical relational object modeling
• 3rd normal form schema design
• Performance report, dashboard, & scorecard development
• Performance Metric Transforms for insightful reporting (e.g., normalization, logarithmic scales, etc.)
• Geospatial models
• T-SQL scripting & Extract, Transform, Load (ETL)
• Data warehouse & federated source integration
• Business case & Roadmap development
• Financial modeling (cash flow, assets and depreciation, P&L) including time-value and discount impairment
• Project proformas and operation budgeting
• Proposal writing (SOW, RFP)
• RFI\RFP development and bid management
• IT Outsourcing & Vendor Contract Management
• Functional and Technical Specification
• Software Development Lifecycle (SDLC)
• Software Quality Assurance: test case development, environment & test case management, defect tracking (HP Quality Center), and regression suite development (Win Runner)
• VBA programming for Microsoft Excel, Access, and Project (custom algorithms & process automation)
• Process design & decomposition
• Time & Motion Studies
• Value Stream Analysis
• Cost-benefit Impact Analysis
• ITIL gap analysis
• Performance base & benchmark capture
• Continuous Service Improvement Programs
• Risk modeling and mitigation (Annualized Loss Expectancy, FMEA, Basel II)
• Statistics software (SPSS, Mathematica)
• Audit preparation and remediation (PCI, HDI SSC, FISAP, SOX)
• Incident, Problem, Change, and Knowledge Management
• Event Monitoring
• IT Service Desks & Desktop Field Support Operations (IMACD & Break-Fix)
• IT Service Request Fulfillment
• ITIL Training & Foundation-Level Certification
• Staff allocation and transaction queuing models (Erlang-C / Capacity, Ratio, & Gross Staffing Level)
• Project Management Lifecycle (PMLC)
• Agile Methodology
• Project Planning (WBS, resource & budget estimates, scheduling)
• Project Monitoring & Execution including weekly project reporting (Action, Risk, Issues) & Change Management
• PMO gating reviews
• Enterprise Project Portfolio Prioritization (Cost-benefit, Pareto analysis)
• Transition & Deployment Projects
• Budget forecasting and actual reporting using tools such as SAP / CATS, Lawson, and HP Legacy ERP
• Wired\wireless IP LAN and WAN technologies (e.g., net. hardware, QoS, VLANs & MPLS, etc.)
• Identity Management & Authentication Services (IDM, RAS)
• Network security devices (firewalls, VPNs, SIEM)
• Risk Analysis (Annualized Loss Expectancy, Failure Mode Effects Analysis)
• Wintel and Linux Server environments
• Data Center operation and High Availability Solutions (Clusters, RAID, Load Balancers)
• Virtualization (VMware ESXi)

PROFESSIONAL EXPERIENCE:

Senior Project Manager

Confidential

Responsibilities:

• Deployed SD-WAN and MPLS or VPLS technology as required.
• Project delivered ahead of schedule and below budget for entire program (15 consecutive months).
• Provided weekly reporting to Program Steering Group (PSG), bi-weekly reporting to Program Operating Group (POG), and monthly reporting to Executive Steering Committee (ESC).
• Managed team of over 50+ people including real-estate, multiple construction crews, structured cabling teams, network analysts, and data centre / facility teams.
• Program involved planning and coordinating each migration weekend which typically involved 50-100 VMs, 15-30 applications, numerous IT pillars (e.g., storage, virtualization, firewall, load balancing, etc.) and respective application teams per weekend migration.

Senior Project Manager, Strategic Planning & Portfolio Management

Confidential

Responsibilities:

• Managed program of eight interdependent projects to implement ITIL Service Asset & Configuration modules within Service Now.
• Program involved loading discovered data on 55k user devices into enterprise CMDB.
• Also, modelled software and licenses within Software Asset Management module as well as making titles available for order in Service Catalogue.
• Program included governance stream to transform operation teams to support enhanced BAU fulfilment processes.
• Program management activity included developing detailed business cases, high-level pre-implementation design, building program/project awareness, and securing funding for official project launches.
• This required working with numerous vendors and procurement to develop detailed Statements of Work (SOW) and executed contracts.
• Concurrently managed portfolio of up to seven (7) unrelated infrastructure projects as part of bank’s Currency, Capacity, and Refresh (CCR) program to update various parts of the infrastructure & migrate applications.
• Projects included building new Citrix XenApp Farms in U.K. and Asia, deploying updated management software (SCCM) on 55k desktops, upgrading network equipment, upgrading security encryption software, etc. Project mix consisted of both new and “in-flight” projects.
• Responsible for all phases of the project life cycle including initiation (including resourcing & kick-off), design (including facilitation of detailed design sessions), construction (including development & testing), deployment, and project closure. Projects varied in applied technologies including: VMWare virtual machines and host arrays, Storage Area Network arrays, MS SQL Server, Citrix XenApp, HP Open View, Red Hat Linux, and Mobile Messaging.
• Prepared all change tickets in SNC Service Now and represented changes in Technology Advisory Boards and Change Advisory Boards.
• Also updated project financials from timesheet system in central enterprise project management software (PlanView) for executive & sponsor reporting.
• Conducted weekly team meeting and maintained project master log containing schedule, status, risks and issues.
• Communicated project status on bi-weekly basis to project sponsors.

Project Manager

Confidential

Responsibilities:

• Managed project for development of counter-party credit risk models for analysis of Scotiabank’s mortgage and term-loan portfolios and calculation of capital contingency reserve requirements by RRAP team for submission to financial regulator (OSFI) as required under Basel II.
• Risk modelling platform involved multiple SAS processing nodes running against bank’s high performance Netezza data warehouse environment containing billions of records.
• Project management activity involved applying agile methodology to estimate work effort and deliverables defined by SOW and development of project plan including charter, work break down structures, resourcing, budget, etc.
• Chaired regular project status meetings to capture progress and risks in RAG & RAID log.
• Provided regular stakeholder reports with RAG status, and budget Estimate
• Earned Value Management metrics.
• Developed Financial Risk Manager training for Confidential .

Project Manager

Confidential

Responsibilities:

• Initiative involved data discovery across 7 business units to identify credit card risk exposure.
• Detailed road map included evaluation of non-compliance risk, credit card transaction volume, remediation cost for 5 billing systems, and remediation cost using 3rd party tokenization providers to determine a minimal cost and remediation schedule.
• Scope also included non-structured data stored in hardcopy and call recordings compliant with SAQ-A.
• PM activity involved creation of project budget and schedule.
• Chaired regular weekly meeting to determine progress against schedule, coordinate future activity, and identifying risks\issues captured in RAG & RAID log.
• Continually reforecast budget at completion based on actual expense and remaining scheduled activity.
• Published weekly status report to team including progress against milestones.

Project Manager

Confidential

Responsibilities:

• Responsible for three simultaneous infrastructure projects.
• Daily budget management involved creating project cost codes in SAP, issuing vendor purchase orders, tracking current spending and reforecasting Year End Expectancy.
• Monthly activity included cost review with project governance team and providing financial gating information:
• Managed 50+ team members deploying new private cloud infrastructure (i.e., VCE VBlocks) capable of hosting hundreds of virtual machines. Private cloud deployed in Montreal and Toronto sites using active-active DR configuration to ensure high uptime. Components involved VMWare VSphere, EMC SAN, Cisco Nexus, Cisco UCS
• Managed 40+ team members testing new carrier-grade MPLS switch for deployment to nation-wide network core. Effort included lab. testing, modeling in inventory system, development of sparing strategy, and updates to documentation
• Managed 25+ team members updating customer account software for compliance with CRTC Canadian Local Ordering Guidelines (CLOG) 6.2. Worked with offshore vendor development team on application development.
• Worked with second outsourcing vendor (CGI) on software testing and deployment.
• Responsible for vendor management and payment.
• Project management activity included development of project charters, scope definition, stakeholder register, WBS & milestone development, budget and forecasts, etc.
• Chaired weekly team and sponsor status calls to review progress and upcoming activities captured in RAG & RAID log contained in Project Workbook.
• Also held daily checkpoint meetings for projects with critical upcoming milestones.
• Managed project financials in SAP \ CATS, and Excel. Managed schedule in MS Project.
• Worked closely with program manager to review, understand, and approve change orders as part responsible for migration of all Confidential infrastructure and 800 applications to new custom facility.
• Chaired daily meeting of 100+ to understand risk of any change orders as well as impact of failure to implement.
• Responsible for final authorization of all BDC changes.
• Trained Project Managers on de-risking strategies such: decomposing migrations into multiple steps; performing lower-risk pre-work outside deployment window; consideration of potential upstream impact and not just downstream dependencies; boxing risk appropriately based on impacted domain scope (e.g., system, site, metro, or enterprise).
• Developed automation in VBA to handle data repetitive low-value activity such as data extraction, parsing, and CAB attendance to allow increased focus on understanding risk and potential benefit\importance of changes. Rigorous program-specific change process went from low of 94% success at start of contract to 100% change success and no resulting outages in last month of contract.
• Tracked changes in CA ITSM and customized Excel templates. Risk management training provided in MS Project.

Project Manager

Confidential

Responsibilities:

• Managed 20+ team members involved in initiative to asses current state and develop detailed 5 year road map for Security Information Event Management (SIEM) infrastructure. Solution involved assessing regulatory requirements of OSFI and PHIPA, threat detection and forensic analysis capability, longer-term fraud management.
• Detailed comparative financial models for 3 market leading Security Information Event Management infrastructure, as well as in-house, captive, and fully outsourced SOC operations were developed. Final recommendations included a gap analysis between current & future state, resource plan, capital requirements, operating budget, governance framework, and reporting framework with suggested KPIs & metrics.
• Responsible for all project management including planning, weekly team meetings with status captured in RAG & RAID log, resource schedule and resource coordination, and quality of deliverables.
• Core team included Security SMEs and IT executives with an extended team which included architects, fraud management, and network operations.
• Provided weekly status reporting in Excel, with report final executive reporting in MS Word and MS PowerPoint.

IT Consultant / Project Manager

Confidential

Responsibilities:

• Provided client consulting for total 8 projects at boutique Management Consulting firm specializing in IT Service Management.
• Completed 6 projects for CIO of Torstar, with formal project management on 4 of these projects including scope statement, project charter, resource schedule, project kickoff, weekly updates on financials using earned value methodology as well as updated risk and issues log captured in RAG & RAID logs, and other documents as appropriate:
• Procured data centre collocation space and planned critical system migration.
• Effort began with risk analysis of existing portfolio to obtain funding commitment from CFO. RFP was developed and distributed to vendors and results from evaluation team were scored.
• Participated on negotiation team tasked with selection & contract negotiations with final collocation provider.
• Once new space was secured, migrated critical systems out of old site and decommissioned infrastructure (e.g., WAN segments).
• Developed prioritized enterprise project portfolio and implementation roadmap to assist CIO and PMO in enterprise portfolio scheduling.
• Enterprise project cost models included evaluation of PCI compliance options such as secure VDI versus hardened workstations.
• Roadmap established implementation priority for infrastructure and application projects based on cost-benefit impact, dependencies, risks, regulatory compliance, and resource considerations
• Redesigned server provisioning & deployment process for one of Canada's largest banks.
• Applied rigorous statistical techniques beginning with the gathering of quantitative cycle time data through Time & Motion studies and Value Stream Analysis.
• Recommendations resulted in extensive process redesign and server type standardization followed by over 90 simulated dry runs to establish new baselines and verify new workflow engine, use of demand management models, and 3rd party disk imaging.
• The final redesigned process delivered provisioned servers at an astounding 70-80% faster than initially
• Assessed service request and field support processes including value stream analysis of employee on boarding process at Confidential facility for account provisioning. Applied Forrester’s WAVE model to evaluate impact of Oracle IDM implementation. Development of detailed financial & performance models (i.e., Activity Based Costing, Geospatial Model of Asset Distribution, Value Stream) identified $12 million in projected savings.
• Assessed process maturity using CMM scale.
• Weekly status reporting provided in Excel as well as financial tracking, with report of recommendations in MS Word and executive presentation in MS PowerPoint.

Project Manager

Confidential, New York, NY

Responsibilities:

• Phase 1 required communication of effort to communities of data center professionals, vendors, and critical facility professionals soliciting input on best practices.
• Practice inclusion required onsite visitation of contributors to discover energy efficiency measure details such as implementation steps, cost, and energy consumption impact.
• Phase 2 involved organizing collected data into performance assessment framework, authoring document, and editing draft of Data Center Energy Efficiency Framework.
• Given breadth of subject domains, subject matter experts from different areas (e.g., Mechanical, Electrical, Plumbing Engineers; IT Executives) were required to review and provide feedback.
• Phase 3 involved conducting pilots at leading Wall Street Financial firms and using the framework to identify energy efficiency measure.
• This required onsite inspections similar to ASHRAE Level II review, and quantifying & presenting results to pilot candidate executives.
• Weekly project status reporting including financial tracking provided in Excel with end of phase and kickoff presentations in MS PowerPoint.
• Activity & schedule tracked in MS Project.
• Captured status in recurring meetings in project log in RAG & RAID logs, and communicated status upward to executives.