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Work Background
readi.ASSOCIATESManagement Consultant
Oct. 2022Ottawa, Ontario, Canada · HybridTook a personal sabbatical for business administration, conduct personal professional development to maintain certifications and publish articles/computer based training. Professional Development topics included Agile, Programme Management, DevOps and Security. Now ready for a new engagement.
Department of Justice Canada | Ministère de la Justice du CanadaProject Manager
Aug. 2020 - Sep. 2022Ottawa, Ontario, CanadaSenior Project Manager engaged on two projects concurrently within the Department of Justice: • Next Generation Litigation Software (NGLS) Project. Selection of the upgrade/replacement (and eventual deployment) of the Justice Canada enterprise civil litigation case management information system, spanning approximately 46 government departments. This is the central civil litigation database for the entirety of the Canadian Government and operates within the designated domains from Protected A to C and classified Level II and Level III domains. Multi-year $10M+ initiative.
• Government of Canada Secret Infrastructure (GCSI) Ringtail Deployment. Deployment of a variant of the Justice Canada enterprise civil litigation case management information system to the Government of Canada Secret Infrastructure (GCSI) in multiple regional offices across Canada. Tasks included: • Participated in RFP processes with PSPC and SSC to include “Agile” procurement/requirements definition workshops.
• Chairing recurring project status/schedule reviews with a broad mix of stakeholders (8-12) ranging from the executive/Director level, managers of specialized technical and business teams and individual subject matter experts. Provided strategic advice as needed. • Chairing monthly project steering committees with executive sponsors at the Director level. Provided strategic advice as needed.
• Monthly project status reporting at the Justice Canada enterprise project review committee, before all relevant director-level stakeholders, the ePMO, and CIO.
• Maintenance/management of appropriate risk, issue and change logs and intervening/facilitating corrective actions when required • Regular liaison and coordination between both Business and Technical SMEs for project deliverables as required.
• Working with key suppliers/service providers for physical site surveys (PSS), technical COMSEC inspections (TCIs), EMSEC surveys/assessments and Threat/Risk Assessments (TRAs).
Canadian ArmyDeputy Information Systems Security Officer (D/ISSO)
Jul. 2016 - Aug. 2020Ottawa, Canada AreaResponsible for the day to day review and management of issues and residual risks associated with the management of Information Systems security within the whole of the Canadian Army. Tasks include: • Coordination of activities and work-groups with subordinate (L2/3) ISSOs. Cross-Command (L1) liaison with ISSOs within other Commands (RCN, RCAF, CJOC, etc). • Coordination of special projects, such as the development of a new multi-media security information package with 3rd party developers/consultants and various subject matter experts and authorities within both the Army and the Canadian Forces as a whole. • Ensure security controls are enforced, and when required, secure waivers as appropriate and after review by the appropriate technical and security authorities. • Coordinate Oversight and Compliance reviews within the Army on behalf of DIM Secur and with L2/L3 formations and units. • Coordinate Security Assessment and Authorization (SA&A) activities within the army for Command specific and local systems.
Shared Services Canada - GCWifi ProgramSenior Project Manager/Program Manager
Jul. 2015 - Jul. 2016Gatineau, QCSenior Project Manager engaged with the Government of Canada Wifi Project, deploying a secure wifi solution throughout various government departments as part of workforce optimization initiatives within the Government Blue Print 2020 plan. Tasks included: - Facilitating the establishment of a Program Management Office (PgMO) to track individual projects and portfolios within the GCWifi program and coordinate delivery efforts between vendor and Service-Line teams. - Consolidating a weekly status report for Senior Management and Delivery teams, providing overall status as well as individual project/portfolio summaries. - Maintaining records of, and reporting on key program metrics – such as estimated current and projected user capacity and Access Point counts. - Maintaining an overall program dashboard to track individual project status, and tracking of key delivery gates. - Management of program-level issues and risk registers of key issues and risks that either represent a major concern affecting the entire program, or impact multiple projects – and require management/escalation outside of the scope of any individual project. - Coordinating and facilitating sub-projects/working groups to address key GCWifi issues/activities including Day-2 support planning, architecture/standards review, site/service activation processes, etc.
Senior Project/Program Manager & ConsultantIBM Canada Ltd.
Jan. 2015 - Jun. 2015Canada wideSenior Project/Program Manager on the Air Canada account, assisting with delivery of new technologies, systems, services and infrastructure. Presently Portfolio Manager for multiple re-location projects within the Greater Toronto Airport area, managing delivery of individual projects and tracking/reporting activities as a whole at the Sr Director/Executive level.
IBM Canada Ltd.Senior Project/Program Manager & Consultant
Nov. 2013 - Dec. 2014NCR - National Capital Region, CanadaConsultant for the Elections Canada account, advising on project management processes, tracking/dashboarding, management of an integrated Security Portfolio of projects and mixed initiatives, and assisted with the integration and development of the 5-year "Digital Strategy" for the agency.
Canadian Federal GovernmentProject Manager
Aug. 2013 - Nov. 2013NCR - National Capital Region, CanadaProject Manager coordinating the integration and delivery of SSC service-teams supporting business partners/government departments of SSC for key infrastructure services that include cabling, networking (both Protected and classified networks), telecommunications, video conferencing and audio visual services. Tasks included consolidating/documenting requirements, sizing of initiatives, securing quotations, managing inter-departmental and team agreements, scheduling, facilitating Treasury Board and Memorandum to Cabinet submissions and actual project delivery once approved.
IBM Canada Ltd.Senior Project/Program Manager & Consultant
Feb. 2012 - Aug. 2013Engaged on government wide asset discovery initiative (servers, desktops and other IT assets) using automated discovery tools (TADDM) through a multi-network environment. Previously - Senior Project/Program Manager engaged on multiple projects and proposals for the Air Canada account – including: • airport relocations
• core infrastructure services for the enterprise PeopleSoft upgrade
• relocation/establishment of a new strategic operations center for Air Canada’ and • various PCI-compliance initiatives. Also engaged in the professional development program for Project Managers and staff, including teaching a course in Leadership and Team Building.
Standard LifeConsultant/Senior Project/Program Manager
Jun. 2011 - Dec. 2011Montreal, Canada AreaEngaged in a Canada wide rebranding of Standard Life, to include all print, digital and web materials; integrate with other organizational transformational initiatives to ensure that there is a formal cultural shift along with visual identity/rebranding. Working at all levels within the organization, from executive team to the shop floor with individual specialists and practitioners.
IBM Canada Ltd.Senior Project/Program Manager
Nov. 2009 - May. 2011Senior Project/Program Manager engaged on the National Bank Financial Group (NBFG), Equifax and Air Canada accounts. Initially coordinated a comprehensive 5-month operational readiness assessment of a highly complex array of over 40 infrastructure and service-related transition/transformation projects associated with the restructuring of the account, including enterprise level risk analysis, service excellence processes/evaluation criteria, education/awareness and assisting with compliance/enforcement. Completed major core network switch upgrades for Equifax (including being on stand-by for risk/response teams). Currently engaged in multiple IT infrastructure projects throughout Air Canada, including: • development of a new tiered storage model/infrastructure (including not just technology/infrastructure, but business modelling over the remaining multi-year engagement of IBM on the account) • deployment/support of a highly complex enterprise-wide aircraft maintenance application service (comparable to an ERP deployment on a global scale) through incremental deployment of new technologies coupled with retirement of legacy mainframe/standalone applications and infrastructure • cleanup/reorganization of the core server room located at the Air Canada HQ, including decommissioning of apparently inoperable/discarded 3rd party equipment – while mitigating risk of outages to current operations (requiring multi-vendor/party reviews/analysis and coordinated withdrawal) • move/migration of the core operations center within Air Canada through the integration and management of 5 related, but still separate projects within a program office that will be operated over the next 3 years • and various database/server migration/upgrade projects and the move/consolidation of key engineering staff within the Air Canada Headquarters
Virginia Department Of CorrectionsManagement Consultant
Feb. 2009 - Oct. 2009Management Consultant for Organizational Change on a new Corrections Information System (CORIS) facilitating communications, training, organizational change and reallocation of personnel and resources within both the user and support staff communities. Presently we are segmenting the communities of interest in groups ranging from end-users, support, senior management to even legislative and lobby/interest groups within the Commonwealth of Virginia and developing action plans for pre-current and post deployment requirements/activities including formal transition to production.
Info-Sys Solutions (through Abilis Solutions)Project Manager/Consultant
Nov. 2008 - Mar. 2009Tasked with converting an internal product development and support team to a “pocket-ITIL” service management framework using standardized incident, problem, change and release-management processes. All organizational policies, processes and procedures are being captured and maintained on an intranet-wiki for use by all staff within the organization.
Abilis Solutions (formerly known as CMTek)Consultant/Project Manager
Apr. 2008 - Oct. 2009Originally tasked as Senior Project Manager/Program Manager for a web-based project to rebrand Bell Canada working within a Java/JSP and Teamsite environment. Managed a team of 30 developers, coupled with delivery teams within Bell for design and testing/deployment – for a total team size of approximately 45. Integrated and coordinated Issues, Risk and Change Management at the Program Management Office (PMO) level for all delivery/contractor teams. Was reassigned, post project, to development and delivery of multiple project management and leadership training courses within Abilis and was engaged in post-project reviews/lessons-learned workshops for a number of projects.
VSNL International (Teleglobe)Infrastructure Project Manager/Consultant
Jun. 2007 - Feb. 2008Senior Project Manager/Consultant assigned to restructure and align the infrastructure services teams to best-practices for project management and integration with the current systems development life cycle (SDLC) used elsewhere within the company. Developed a project management methodology to be used within the PMO which is currently undergoing a restructure.
US Securities and Exchange CommissionProgram Manager/Consultant
Feb. 2007 - Jun. 2007Responsible for establishing a program office (including program management practices) and coordinating/integrating multiple service management improvement initiatives within the SEC including facilitating a formal ITIL Audit/Process Integration project, establishment of an overall strategic integration/inter-coordination schedule for all initiatives, risk analysis and response planning, issue coordination/management, overall IT operational/strategic planning, communications planning/execution, etc.
SIRIUS Services ConseilsInstructor
Jan. 2007 - Dec. 2007Instructor for project management and project management tools/applications (such as Microsoft Project).
Butterfield BankProject Manager/Consultant
Aug. 2006 - Nov. 2006Project Manager/Consultant within the head-office of the Butterfield Bank in Hamilton, Bermuda working on the "Alliance Program" that will replace several key information systems supporting the savings and loans services within the bank. Responsibilities include vendor management with the key/core service provider, coordinating systems integration and user acceptance testing, overseeing the management of change and defects at the Program Office level and assisting with transition to production of the final system/service.
AeroplanProject Manager
Apr. 2006 - Jul. 2006Project manager within one of Air Canadas most successful public-subsidiaries. Assigned to multiple projects dealing with a dramatic restructuring of the business rules surrounding the awarding and use of airline reward miles, coupled with updates to back-office systems/software to support these initiatives. Included replacement of the core message broker from a c based system/solution to a WebLogic (bea/Java) platform.
IBM CanadaProposal Team Lead
Feb. 2006 - Mar. 2006Short term assignment as proposal team lead on RFP for new Air Canada service. • Developed new service/solution for Air Canada
• Required re-evaluation of pricing agreements between parties
• Competitive bid (unusual for IBM/Air Canada who normally have sole-source agreement); required extensive competitive analysis in addition to conducting solution and new-pricing development activities
• Exceptionally aggressive timeline for development of proposal; team worked in excess of 50% overtime
Air CanadaProject Manager/Consultant
Sep. 2005 - Jan. 2006Project Manager/Consultant within the Air Canada PMO - presently working with Air Canada Technical Services (ACTS) with the carve-out project to establish this business unit as a separate entity within the overall ACE Holding company.
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