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					Greg O’Brien                                                46-890 Cahill Drive West
Project Manager                                             Ottawa, Ontario K1V 9A4
                                                            Tel: 613-526-5639, cell: 613-294-7994
Management Consultant
                                                            greg_obrien@sympatico.ca
Top Secret Level III
June 2007
____________________________________________________________________________________
PROFILE
Management Consultant
Mr. O‘Brien is a Senior Management Consultant servicing the private and public sector in program
management, governance and organizational change. His professional experience has accomplished a
variety of assignments in the preparation and development of: IM/IT Strategic Plans, IT Technology
Business Cases, Treasury Board Submissions, Results-Based Management and Accountability
Framework, Risk-Based Audit Framework, Risk Management Business Cases, Senior Management Issue
Briefs and Memorandums to Cabinet. In addition, he has developed and managed Service Level
Agreements and Request-For-Proposals. In the fall of 2005, Mr. O‘Brien prepared the Portfolio
Management Best Practices and Guidelines Model for instituting IT Project Business Case Investment
procedures for the newly created federal Public Works Products and Shared Services organization.

He conducts his studies by providing a disciplined, rigorous and comprehensive means by which
decisions can be resourced with reliable analysis, and then a methodology for implementation rooted in
proven techniques for planning, design and project management, to enhance the likelihood that
transformation in any area will succeed. This often requires him to interact and achieve consent with
senior management, business user communities, information technology architecture work groups,
developers and a variety of H/W and S/W technical specialists. Mr. O‘Brien has proven his experience in
facilitation, negotiation and consensus building, and complex problem solving.

Records and Document Information Management (RDIMS)
In his specific subject matter proficiency, Mr. O‘Brien has specialized in the legal and compliance issues
relating to successfully managing corporate electronic documents and records. His clients have sought
his expertise for many areas from regulatory compliance, privacy, security, retention, and destruction as
well as confidentiality, consent, authentication and personal information protection policies and
procedures. Mr. O‘Brien‘s enterprise content management system engagements range from planning and
establishing state-of-the-art, cost-effective electronic system solutions that both achieve the business
objectives of his clients and also meet their legal and regulatory responsibilities for Evidentiary Standards.

This often embraces the legislative areas set by the Personal Information Protection and Electronic
Documents Act (PIPEDA), the Canadian Privacy Act (section 1 and 2), and the Securities and Exchange
Commission (SEC) including the legal admissibility standards for electronic images and records according
to the Uniform Electronic Evidence Act, the Canada Evidence Act, Canadian Electronic Commerce
Strategy and the Canadian National Archives Records Disposition Authorities 96/023.

Project Management: PMP Certified
Mr. O‘Brien‘s combination of knowledge and experiences in IM/IT project management, configuration
management and application development has enabled him to lead and direct multi-year, multi-
disciplinary, multi-functional teams of professionals in project delivery, from system realization to
operational readiness. Over a 20 year career in the federal public service this has included research
studies, environmental scans, technical evaluations, and business process workflow re-engineering. As a
senior project manager with profit centre responsibility, he directed five national deployment system
projects (1991 to 1997) for Health Canada which included establishing the first departmental e-mail and
national help desk facility. Mr. O‘Brien maintains a tight balance between meeting his client‘s needs and
achieving project objectives in measuring his success as a true ‗Project Management Practitioner‘ within
the principles and practices as defined by the Project Management Institute.



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Project Deliverable Summary
 #       Role          Client                          Deliverable                     Time Period        Months
24   Project        NAV Canada        Oracle Human Resources WEB Portal e-          June ‘06 – Aug ‗06      3
     Manager                          Business ERO Implementation
23   Program /      Services          TB Transformation IT Business Case            June ‘06 – May ‗07      12
     Project        Canada            TB Submission – Value $100M – LPA
     Manager                          BTEP program, MAF framework and PAA
                                      accountability
22   Project        House of          Records Document Management System            April ‗06 – May ‗06     2
     Manager        Commons           ‗Proof of Concept‘ Pilot
21   Project        Heritage          Records Document Management System            Nov ‗05 – Mar ‗06       5
     Manager        Canada            ‗Proof of Concept‘ Pilot
20   Program /      Public Works      Portfolio Management                          Aug ‘05 – Oct ‗05       3
     Project        Government        IT Project Business Case Investment
     Manager        Services          BTEP Program Best Practices and Guidelines
19   Mgmt           RCMP              Records Document Management System            May ‘05 – July ‗05      3
     Consultant                       Business Case and Project Brief
                                      TB Submission – Value $29M – EPA
18   Mgmt           Infrastructure    Treasury Board Submission – Value $4.3B TP    Feb ‘05 – April ‗05     3
     Consultant     Canada            Transfer Payment (TP) submission for grants
17   Mgmt           Health Canada     Three Year IM/IT Strategic Plan               January 2005            1
     Consultant                       The Way Forward Project (SOA)
16   Mgmt           National          Risk Management Business Case                 Jan ‘05 – Mar ‗05       3
     Consultant     Defence
15   Mgmt           Indian and        Management Issue Briefs                       Oct ‘04 – Dec ‗04       3
     Consultant     Northern          Memorandum to Cabinet
                    Affairs Canada    RMAF interim reporting to Treasury Board
                                      Transfer of Authorities between IC and INAC
14   Project        Health Canada     Records Document Management System            Jan ‘04 – Sep ‗04       9
     Manager                          Business Case - Records Imaging Project
13   Mgmt           Indian and        Business Case                                 Oct ‘03 – Dec ‗03       3
     Consultant     Northern          Transfer of Authorities between IC and INAC
                    Affairs Canada    TB Submission – Value $48M – PPA
12   Product/Proj   City of Toronto   COTS Proof-of-Concept Prototype               April ‘03 – Sep ‗03     6
     ect Manager
11   Project        Indian and        Project Initiation Document                   Jan ‘03 – Mar ‗03       3
     Manager        Northern          Project Charter
                    Affairs Canada    Project Management Plan
10   Mgmt           Health Canada     RMAF interim reporting to Treasury Board      Nov ‘02 – Dec ‗02       2
     Consultant
9    Project        Health Canada     Records Document Mgmt System (RDIMS)          April ‘02 – Oct ‗02     7
     Manager                          Strategic Planning and IM Capacity Plan
                                      RDIMS RM Best Practices for FNIHIS System
                                      Project Management Plan, Project Charter
                                      Three Year Service Level Agreement
8    Project        Public Works      RDIMS Business Case                           Jan ‘02 – Mar ‗02       3
     Manager        Government        RM Best Practices awareness to senior mgmt
7    Product/PM     Zantaz Inc.       Enterprise Content Management                 June ‘01 – Dec ‗01      7
6    Project        Health Canada     Business Case                                 Jan ‗01 – May ‗01       5
     Manager                          TB Submission – Value $56M – SE
5    Project        Health Canada     RDIMS Business Case                           Oct ‗97 – Dec ‗00       39
     Manager                          TB Submission – Value $13M – PPA
                                      3 RDIMS ‗Proof of Concept‘ Pilots
4    Project        Health Canada     Three National Deployment Projects            Aug ‘94 – Sep ‗97       38
     Manager                          Strategic planning for all specific SLA
3    Project        Health Canada     Full System Application Development           Aug ‘92 – July ‗94      24
     Manager
2    Project Mgr    Health Canada     Full System Application Development           Apr ‗90 – July ‗92      28
1    Project Mgr    INAC              Full System Application Development           Apr ‗88 – Mar ‗90       24



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CONTRACTUAL PROJECTS                                                  (June 2001 to May 2007)
Work Reference #24          NAV Canada                                June 2007 to Aug 2007
Project Manager
Duration:     3 Months
Project:      Oracle Human Resources WEB Portal e-Business ERO Implementation.

GTEC Board of Directors
        Finalist Judging Committee – SCOAP Distinction Awards                    June to August 2007
Description:    GTEC Government Technology Exhibition and Conference
                The Distinction Awards 2007 Program designed to formally recognize and celebrate
                leadership, innovation and excellence in enabling and managing e-government within the
                public sector.

Work Reference #23                Services Canada                                   June 2006 to May 2007
Program/Project Manager
Duration:       12 Months
Clients:        Claude Bourgault, CS-05 Mainframe Transition Project Manager, 819-997-2357
                Pierre LaFrance, EX-01, Mainframe Transition Project Director, (613) 868-4247
Project:        Data Centre Mainframe Upgrade
Deliverable:    1. Enterprise Hosting Services Strategic Technology Plan.
                2. Treasury Board Transformation IT Business Case: mainframe upgrade.
                3. Service Level Agreement with Unisys Canada using ITIL best practices and guidelines.
                4. Mainframe upgrade TB Submission Capital Lease Project, value $63M,
Background:     Services Canada has a significant investment in legacy applications that resides on
                Unisys mainframes, which have now aged beyond the point where it is no longer
                economically feasible to continue their support. The Business Cases weighs the cost and
                documents the business continuity risks of transitioning to a modernized platform against
                the cost of continuing supporting the current mainframes.
Description:    As the technology Program/Project Manager, Mr. O‘Brien worked with the business and
                technology leadership in defining, prioritizing and achieving strategic objectives, and
                identifying short and long term project objectives. He regularly communicated status of
                program to all impacted stakeholders and managed the development of the program
                charter and business case. He clearly defined program objectives, led the development
                of the implementation plans, and provided the business management team with
                constructive feedback as it pertained to project or overall program performance. He
                applied knowledge of technical trends and vendor practices in Program/Project
                Management to ensure successful delivery of the program. He ensured compliance of all
                development activities with audit and information risk policies, and certified process
                capability, control and improvement by developing and implementing relevant quality
                assurance procedures. Project risks, costs and benefits were analyzed to make relevant
                recommendations to the leadership team.
Cost/Benefit Analysis:
                To provide Treasury Board with full evaluation of the procurement costs, benefits and
                risks associated with each option and the recommendation for a 7 year Capital Lease.
Project Milestones:
                      Initiative Life Cycle      Completion Date                  Milestone
                                                                     Enterprise Hosting Services
                 Target Business Vision         September 29, 2006
                                                                     Strategic Technology Plan
                 Business Problem Needs
                                                November 30, 2006    Transformation Strategy
                 Assessment/Capacity Analysis
                 Migration Strategy Road Map    December 15, 2006    Transformation Master Plan
                 Technology Business Case       March 30, 2007       TB Business Case / SLA with Unisys
                 Treasury Board Submission      April 30, 2007       EPA TB Submission
                 Treasury Board Review          May 25, 2007         Capital Lease Agenda



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Summary of Assignment:
              Mr. O‘Brien helped Service Canada improve their overall performance vision by
              identifying and analyzing specific risk related business continuity problems that the
              organization faced with the mission-critical mainframe systems. He developed the
              strategy to overcome the specific business problem and documented how to implement
              these strategies. This covered a wide spectrum of areas including implementation of best
              practices, benchmarking, using analytical techniques for problem solution, management
              of change, and new technology promotion. He documented a more effective and efficient
              method for performing specific tasks in the business by bringing a framework and
              methodology for identifying and analyzing the specific daily business production issues.

Work Reference #22               House of Commons                               April 2006 and May 2006
Management Consultant
Duration:      2 Months
Clients:       Pierre Joyal, IM Manager, Corporate Services Resource Management, 613-992-9267
Project:       (RDIMS) ‘Proof-of-Concept’ e-Records pilot project.
Deliverable:   Documentum RM v5.2.5 (formerly ForeMost) Feasibility Pilot Study Report
Description:   Managed the planning, execution and evaluation of the pilot to test the new classification
               structure for records within the Director General (EX-04) of Corporate Services
               organization. Product technical specification, business functionality, GAP analysis, review
               of current RM practices, new file plan and RM desktop business rules.
Problem/Issue: Corporate Services (CS) end users faced the problems of not being able to share
               information with other business lines by not having any sharing capabilities from their
               own personal drive repositories. As long as they focus on their own CS workgroup, they
               encounter few immediate issues. But having to work within the context of an enterprise,
               seamlessly interconnecting multiple organizations within the House, is a different matter.
               The users quickly lose the business benefits of an enterprise information architecture.
Documentum: The Documentum platform included the predefined components and associated
               application programming interfaces (APIs) for enabling customizations, integrations and
               application development with a wide range of enterprise computing resources.
               Specifically, the end users could use their own shared drive repository to directly access
               the essential features and functions of the Documentum platform. In effect, end users
               leverage their share drive experience while continuing to store, manage and archive
               content within the virtual repository, delivered by Documentum. The IT group, in turn,
               could continue to manage content according to the predefined, enterprise-wide policies
               and procedures, while also supporting the ad hoc information sharing capabilities
               provided through each user personal shared drive repositories.

Work Reference #21              Heritage Canada                         November 2005 to March 2006
Project Manager
Duration:     5 Months
Clients:      2010 Olympic Winter Games Federal Secretariat
              Ed Bercovitz, Executive Director, Project Management Office, 819-994-6360
Project:      (RDIMS) Records Document Management Imaging Pilot
Toolsets:     Hummingbird DM Extensions and RM Enterprise Workflow and Crystal Reports and
              Oracle RDBMS
Deliverable:  ‗Proof-of-Concept‘ Pilot
              Project Initiation Document, Project Charter, Project Budget, Project Management Plan
              Communications Plan, File Classification Plan and File Conversion Plan, Change
              Readiness Management Strategy, Training Plan and RM desktop business rules.
Description:  Using the Full System Development Life Cycle from conception through to production
              and recognized project management methodology to ensure the definition and
              achievement of specific deliverables over the course of the project, Mr. O‘Brien managed
              the implementation of a Web-based Content Management extranet workspace pilot



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                system to provide a unified environment for storing, accessing, organizing, retrieving,
                archiving and delivering any type of unstructured information within the Secretariat. It is
                based on a well defined, enterprise-scale repository that works in conjunction with
                various content-related services. It is designed for seamless connections to multiple end
                user application environments. This system included tools for publishing, formatting,
                editing, indexing, and search retrieval and facilitated the designation of private areas for
                geographically-dispersed working groups. This project was delivered with one day
                workshop training and awareness sessions to pilot participants. The long-term IM
                business solution vision is to host online communities of practice--and external projects—
                such as those involving collaboration with other Government of Canada departments,
                provincial and public partners.

Work Reference #20 Public Works and Government Services Canada                 August to October 2005
Program/Project Manager
Duration:     3 Months
Clients:      Robert Stewart, Project Manager, Service Development, 613-956-9685
              Information Technology Services Branch
Project:      IT Project Investment Management Board Governance for Products and Services
Deliverable:  Portfolio Management Best Practices, Business Case for IT Project Investment
Description:  The Treasury Board Business Transformation Enablement Program (BTEP) using a
              common approach for defining government programs and decomposing them into
              business services and business processes, developed Portfolio Management Best
              Practices to facilitate a holistic management approach to projects investments, related to
              the products and services catalogue, in the establishment for an IT Project Investment
              Board for ITSB prior to their new organization launch in October 2005.
GSRM / SOA: Used the GSRM reference model to plan the products and services catalogue. Utilized
              the Strategic Design and Plan (SD&P) methodology to describe the operations of the new
              organization from several perspectives, describing account individual departments,
              "clusters" of departments, and central agencies, and thus "map" common services and
              the business processes that support them. This was conducted to design a higher degree
              of interoperability and reusable in a common manner for expressing business services
              and creating a system of record that can be used in cataloguing services as well as
              supporting reviews of strategic business designs and implementations. The GSRM based
              services and processes were addressed by the implementation of the business
              applications to the top layer of their GC SOA stack to support the business needs.

Work Reference #19            RCMP Vancouver                                 May 2005 to July 2005
Management Consultant
Duration:    3 Months
Clients:     RCMP Supt. OIC Ken Handy, 604-584-6392 (Project Leader)
             RCMP S/Sgt. Jim Provost, 604-584-7643 (Project Manager)
Project:     PRIME BC, Pacific RCMP ‗E‘ Division
Deliverable: (RDIMS) Business Case and Treasury Board Submission – Value $29M (EPA)
             Rollout plan for Hummingbird DM and training plan to 27 detachment locations across BC
Description: Facilitated workshops in editing the Records and Document Management Business Case
             and development of the Treasury Board Submission. Technical portion of the RDIMS
             Business Case was written to describe the proposed server and database architecture for
             the RDIMS environment. The proposed ―technical‖ feasibility migration path of the
             proposed RM Server and Database Consolidation was documented in such a way as to
             provide a complete understanding of the document management requirements in the
             RCMP PROS national application complex technical environment. The configuration
             control of the documents supported the proposed ―business‖ migration path for the
             Business Processes and Rules - Feasibility and Impact Assessment that would need to
             interface with PROS.

Conference Speaking Engagement                                                              April 06, 2005



                                                     5
31st Annual ARMA NCR Spring Seminar
Full Details and Bio found at: http://www.armancr.ca/2005_Seminar/id533.htm
Description:     Project case study (Work Reference #16) in review of the legal admissibility standard for
                 electronic images and records according to the Uniform Electronic Evidence Act, the
                 Canada Evidence Act and Canadian Electronic Commerce Strategy and National
                 Archives Records Disposition Authorities 96/023.




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Work Reference #18            Infrastructure Canada                             February to April 2005
Management Consultant
Duration:    3 Months
Client:      Louise Schwartz, Director, Corporate Services, 613-946-3085
             Sub-contracted through ‗Consulting Audit and Canada‘
Project:     Federal Gas Tax Revenue Transfer to the Provinces.
Deliverable: Treasury Board Submission - Gas Tax revenue grant transfer – Value $4.3B (TP)
Description: Facilitated work group sessions exercises to develop submission to represent the Gas
             tax revenue transfer from federal to provinces/territories, February 2005 Budget.
             Due to impact on future requests from TB, and importance to show due diligence in the
             selection and approval of recipients of transfer payments and in the management and
             administration of the programs, the following two frameworks were developed:
             1. Results-Based Management and Accountability Framework established (RMAF)
             2. Risk-Based Audit Framework established (RBAF)

Work Reference #17           Health Canada                                               January 2005
Management Consultant
Duration:    1 Month
Client:      Joe Da Costa, Director, 613-957-8347
Project:     The Way Forward Project with PWGSC Information Technology Services Branch
Deliverable: Three Year IM/IT Strategic Information Technology Plan
Description: Conducted review of project charters from 12 projects and interviewed all project
             managers to prepare the three year plan displaying the timelines, project justifications
             and included an executive management briefing presentation deck.

Work Reference #16              National Defense                           January 2005 to March 2005
Management Consultant
Duration:     3 months
Client:       Rick Krinbill, A/Director IM Project Planning and Control, 613-944-7332
Project:      Director General Information Management Project Delivery
Deliverables: Risk Management Best Practices Business Case, Feasibility of implementing Positive
              Risk Opportunity project procedures within the 12 team environment of DGIM.
Description:  Business Case developed to establish a generic framework for Positive Risk Opportunity
              Management including Cost Risk Analysis Management.

Work Reference #15             Indian and Northern Affairs Canada             October to December 2004
Management Consultant
Duration:     3 months
Client:       Patrick Haggerty, Strategic Policy and Initiatives Officer, 819-997-4100
Project:      Aboriginal Community Connectivity Infrastructure Project
Deliverables: Memorandum to Cabinet, Management Issue Briefing
              Management Accountability Framework (MAF)
              Results-Based Management and Accountability Framework interim reporting to TB
Description:  Development of parallel strategies between INAC and Industry Canada for the
              deployment of national Internet Communication Technology (ICT) services into all
              Aboriginal rural and remote communities across northern Canada.

Work Reference #14             Health Canada                        January 2004 to September 2004
Project Manager
Duration:     9 months
Client:       Records Management Customer Service Office
              Andrew Piechota, Project Director, IM/IT Project Management office, 613-957-7004
              Antonio Mattioli, Chief, EX01, Occupational Radiation Hazards Division
              Occupational Radiation Hazards Division, 954-6697
Project:      (RDIMS) Records Document Management Imaging Pilot
Toolsets:     Hummingbird DM Enterprise Web Portal, iRIMS



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Deliverables:   (RDIMS) Records Document Information Management Business Case
                Project Initiation Document, Project Charter, Project Budget
                Project Management Plan, Communications Plan, File Classification Plan and File
                Conversion Plan, Change Readiness Management Strategy, Training Plan
                Request for Proposal and Evaluation and Contract Award Procurement
                Electronic Imaging Policy and Operational Procedures Manual
                Organizational Change Readiness Management Model
                Feasibility Study of RDIMS Change management Organization Readiness
Description:    Business Case for the redesign of manual, paper-based records into a Content
                Management Web Portal designed for improved knowledge capture within Treasury
                Board Secretariat Common Look and Feel standards. The stored records and images
                required according to the Canadian Nuclear Safety Commission and the Canadian
                General Standards Board (CAN/CGSB-72.11-93) guidelines for legal admissibility of
                scanned images and disposal of source documents under Canada Evidence Act and
                National Archives Records Disposition Authority No. 96/023.
Privacy Impact Assessment Policy:
                Mr. O‘Brien conducted a privacy impact assessment to document how privacy may be
                affected, identify any risks to privacy, and create a plan to mitigate those risks as required
                by all Federal institutions when engage in re-engineering business processes.
Canadian Privacy Act (Section 1 and 2):
                The system was designed to conform to reporting requirements of the Canadian Privacy
                Act to report on the accuracy the department was protecting the privacy of individuals to
                respect the privacy rights of Canadians by placing limits on the collection, use,
                disclosure, retention, and disposal of personal information.

Work Reference #13              Indian and Northern Affairs Canada              October to December 2003
Management Consultant
Duration:      3 months
Client:        Patrick Haggerty, Strategic Policy and Initiatives Officer, 819-997-4100
Project:       Aboriginal Community Connectivity Infrastructure Project
Deliverable:   Business Case and TB Submission – Value $48M (PPA)
               Management Accountability Framework (MAF)
               Due to including frozen allotments the following frameworks were developed:
               1. Results-Based Management and Accountability Framework established (RMAF)
               2. Risk-Based Audit Framework established (RBAF)
Description:  Development of parallel strategy between INAC and Industry Canada for the deployment
              of Internet Communication Technology (ICT) services into all Aboriginal rural and remote
              communities by aggregating investments across multiple federal departments for shared
              Internet accessibility initiatives for e-health, e-social development, e-distance learning and
              federal GOL services.
TB Submission: For incorporating approved funding into departmental reference levels for the new ICT
              program for which a policy decision and source of funds had been approved.

Work Reference #12              City of Toronto                             April 2003 to September 2003
Product/Project Manager
Duration:     6 months
Client:       Mr. Eric Alain, Infoterra Inc., 130 Slater Street, Suite 430, Ottawa, 613-230-7890
Project:      COTS Proof-of-Concept Prototype for eGrants and Contributions ProgramTrax® COTS
End User:     Ontario Cancer Research Society
Deliverable:  Business Process Modelling, Business Functional Requirements, User Preparedness
              Assessments, GAP Analysis Report, Proof-of-Concept Prototype, Training Plan.
              Project Initiation Document, Project Charter, Project Budget, Project Management Plan,
              Communications Plan, File Conversion Plan, Change Readiness Management Strategy.
Description:  Performed business modeling workshops to identify and document full user requirements
              and re-engineered workflows to accommodate the Ottawa based Infoterra Inc.eGrants
              and Contributions ProgramTrax® COTS as identified in the GAP analysis report and



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               conform to the Personal Information Protection and Electronic Documents Act (PIPEDA)
               for non-profit organizations.
Business Analysis Performed:
               Utilized process mapping to capture and store information from different sources
               involving high level business process analysis; determination of impacts new processes
               and applications will have on the organization's workflows; developing strategy, options,
               and recommendations for process transformation and implementation on key business
               objectives for the management and storage of information.

Work Reference #11               Indian and Northern Affairs Canada                January to March 2003
Project Manager
Duration:     3 months
Client:       Patrick Haggerty, Strategic Policy and Initiatives Officer, 819-997-4100
Project:      Aboriginal Community Connectivity Infrastructure Project
Deliverables: Project Initiation Document, Project Charter, Project Management Plan, Project Budgets
Description:  To establish a federal government inter-departmental partnerships to aggregate
              investments for shared Internet accessibility initiatives into remote Aboriginal communities
              across northern Canada for the purposes of accessing e-health, e-social development, e-
              distance learning and federal GOL services.

Work Reference #10               Health Canada                       November 2002 to December 2002
Duration:     2 months
Manager:      Janet Arnold, Project Director, now at Treasury Board, 613-957-2516
Project:      Federal Accountability Initiative - Health Information Systems
Deliverables: Results-Based Management and Accountability Framework interim reporting to TB
Description:  Initiative to better inform Canadians on the performance of Health Canada's programs
              through improved information about program outcomes.

Work Reference #9               Health Canada                              April 2002 to October 2002
Project Manager
Duration:     7 months
Client:       Ms. Janet Arnold, Project Director, now at Treasury Board, 613-957-2516
Project:      First Nations and Inuit Health Information System (FNIHIS)
Deliverables: RDIMS Strategic Plan and RM Best Practices for FNIHIS System
              Project Initiation Document, Project Charter, Project Management Plan
              Service Level Agreement – Three Years 2002 to 2005, between HQ and regions
Toolsets:     iRIMS
Description:  Developed Document and Records Knowledge Management Strategy Plan and RM Best
              Practices within an IM Capacity Plan. Prepared the Information Model and Functional
              Classification Plan for the FNIHIS system for implementation into e- Health Solutions HQ
              and 7 Health Canada Regions. Deliverables mapped objectives, assumptions, constraints
              and dependencies, as well as milestones, work products, cost estimates, financial budget
              program controls (scope, quality, cost, and risks) and communication plans.

Work Reference #8      Public Works and Government Services Canada              January to March 2002
Project Manager
Duration:     3 months
Client:       Cynthia Whalen-Grant, IM Director, 819-956-2537, User area - Real Property
Project:      PWGSC Enterprise RDIMS Documents and Records Management project.
Deliverable:  RDIMS ‗Proof-of-Concept‘ pilot project.
Toolsets:     Hummingbird Docs Open, iRIMS
Description:  Developed and built and deployed 15 user RDIMS pilot to demonstrate feasibility of ECM.
              • Components support business needs.
              • ―Productized‖ RDIMS applications to build on best practices / lessons learned.
              • Shift from a strict IM technology push to a business pull approach.
              • Define a RDIMS Delivery Support Centre.


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               • Conducted high-level presentations to create enhanced awareness of IM/RDIMS
                 business case amongst business senior managers.
               • Position RDIMS within PWGSC IM architecture and management processes.
               • Identify IM champions/leaders for delivery to realize expected benefits.
               • Identified resources/responsibility for Managing Change and Implementation.

Work Reference #7               Zantaz Inc.                              June 2001 to December 2001
Product/Project Manager
Duration:     7 months
Client:       Andrew Moffat, Former CEO, 613-794-2806
Project:      Sales Tracking Web Portal Application
Deliverable:  Enterprise Content Management Web Portal Design Content Management Application
              System Development
              Project Initiation Document, Project Charter, Desktop Business Rules, Project Budgets,
              Project Management Plan, Communications Plan, File Classification Plan and File
              Conversion Plan, Change Readiness Management Strategy, Training Plan
              Prepared the organization for ISO 9001:2000 compliance to specific work flow practices.
              The system was designed to conform to reporting requirements for both to the Personal
              Information Protection and Electronic Documents Act (PIPEDA) for private sector
              organizations and the Securities and Exchange Commission (SEC).
Toolsets:     Hummingbird DM, EAS/eManage RM DoD 5015.2 STD, Microsoft SharePoint repository.
              Hummingbird DM Enterprise Web Portal.
Description:  Through the Product Management Life Cycle, Mr. O‘Brien was the Product/Project
              Manager responsible for the deployment of the (ECM) Enterprise Content Management
              application to multiple Solution Partner organizations across Canada and the United
              States. Change Realization Management issues were documented and monitored.
Objective:    The CM System (CMS) was required to be ideal for geographically-dispersed VARS
              groups who needed to collaborate often, to reduce travel time and expenses and allow
              partners to access information on their time, so time zones would not be a factor. The
              CMS was built for tight-knight groups that needed to pool resources and work as a team
              on specific issues.
Governance: Mr. O‘Brien directed the development of the initial management processes and
              governance structure in support of the organization product management.
Challenges:   The new users tended to revert back to e-mail and other back-channel methods of
              discussion, rather than conversing openly on the CMS platform. The benefits of the open
              dialogue was to decreased repetition of questions and comments, group learning, and
              facilitate more efficient progress tracking and demonstrate through good communications
              and training prior to the CMS launch.
SDLC:         Iterative Phased approach to produce system deliverables.
Approach:     Mr. O‘Brien utilized the Full System Development Life Cycle from conception through to
              production to managed the Business Process Modeling, ‗Risk Management‘ and ‗Change
              Issue Management‘ practices and the development process using an Iterative Process
              adhering to the following phases;

                    Phases                             Activities
               1. Initial Phase               Project Charter
               2. Planning Phase              Project Plan, Resource Plan, WBS
                                              Business Requirement
               3. Executing Phase             Management of project execution
               4. Controlling Phase           Cost and schedule performance updates
                                              Earned Value Analysis/Critical Path Method Analysis
                                              Project progress reporting using tabular reports for the
                                              specific reporting period, cumulative and at completion.
               5. Closing Phase               Sign-offs, migration to operations, lessons learned




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Service Level Agreements:
               Prepared appropriate SLA with all Solution Partners.

Business Analysis Performed:
               1. Analyzing business functional requirements to identify information, procedures and
                  decision flows relating to ensure meta-data relating to the documents is preserved.
               2. Providing expert advice in developing and integrating process and information models
                  between business processes to eliminate information and process redundancies.
               3. Identifying candidate business processes for re-design where the process can be
                  refined and changed in order to harmonize/standardize activities with a view to
                  minimizing unique customization during system development.
               4. Defining requirements for change at a high level, and defining expected outcomes and
                  quantify the benefits and potential risks of processes used for the capture and storage
                  of electronic information.
               5. Designing high level system architectures and document the possible strategies and
                  costing.


Federal Government Employee                                            (May 1981 to May 2001)
Work Reference #6               Health Canada                                January 2001 to May 2001
Project Manager (CS-04)
Duration:     5 months
Manager:      Janet Arnold, Project Director, now at Treasury Board, 613-957-2516
Project:      Federal Accountability Initiative - Health Information Systems
Deliverables: Business Case and TB Submission – $56M (SE)
              Project Initiation, Project Charter, Project Plan, Risk Management Plan
Description:  Mr. O‘Brien led the development of the Business Case and TB Submission and overall
              program performance in an initiative to better inform Canadians on the performance of
              Health Canada's programs.

Work Reference #5               Health Canada                          October 1997 to December 2000
Project Manager (CS-04)
Duration:     39 months
Manager:      Janet Arnold, Project Director, now at Treasury Board, 613-957-2516
Project:      (RDIMS) - Electronic Records Management Application (ERMA)
RDIMS:        Health Canada‘s IM representative to Treasury Board‘s RDIMS Shared Initiative.
Background:   Project‘s objective was to facilitate the secure and efficient process of capturing, storing,
              organizing, retrieving, sharing, protecting and disposing of information in an electronic
              environment at the desk top regardless of media and without geographic or
              organizational barriers for end users. As the Project Facilitator, the Business Analyst and
              Project Manager, Mr. O‘Brien directed the following:
Activities:   Focus group sessions and presentations to senior management across Canada.
              Developed Business Process Models, user requirements and software functional
              specifications and preformed GAP Analysis benchmarking exercises. Change Realization
              Management identifying ‗readiness issues‘ with specific staff.
Toolsets:     Three RDIMS prototypes (Foremost v2 RM / Dominio Doc.) including extensive GAP
              technical analysis between Dominio Doc and Hummingbird Docs Open.
Deliverables: October to December 1997           IM Capacity Analysis and Consolidated Business Model
              Year 1998
                Departmental Information Management Policy and Records Management Policy.
                Business Rules, Software Functional Requirements and Technical Requirements
              Year 1999
                  Following prescribed departmental application design and development guidelines,
                  utilized the Full System Development Life Cycle from conception through to




                                                    11
                   production and end-user operational support to build 3 Pilots to measure an optimal
                   ‗scaled‘ return across the department.

                   To test classification plans, verify training requirements, identify transition issues and
                   organizational change management concerns, document migration costs and
                   implementation challenges.
                        1.) First Nations, Ontario region, Dental Claims (25 users)           January to April
                        2.) Office of Tobacco, Tobacco Control Surveys (25 users)              June to August
               Year 2000
                        3.) Foods Directorate, Nutrition Policies (50 users)               Sept to December
                 Document software used at this time was Dominio Doc along with Foremost RM.
                 Business Case and TB Submission (PPA) for project value of $13M
                 Communication Plan, Change Realization Management Plan
                 Project Charter, Risk Management Plan, Legal Admissibility Plan
                 Training Requirement Plan, Configuration Management Plan, Project Plan
                 Deployment Strategy for roll out to 8,500 desktops over a 20 month period
               Mr. O‘Brien prepared and initiated a $13M RFP competitive process through PWGSC.
               Project Initiation Document, Project Charter, Project Budgets, Desktop Business Rules,
               Project Management Plan, Communications Plan, File Classification Plan and File
               Conversion Plan, Change Readiness Management Strategy, Training Plan

Service Level Agreements:       Prepared SLAs with supporting MOUs for pilot projects.

Work Reference #4              Health Canada                          (August 1994 to September 1997)
Project Manager (CS-03)
National Deployment of Three Projects
Duration:     38 months
Manager:      Janet Arnold, Project Director, now at Treasury Board, 613-957-2516
Approach:     Developed strategic plan for initiation of services using a structured approach developed
              into individual Service Level Agreements per site.

1. Lotus Notes, version 3                                                  August 1994 to March 1995
Duration:     8 months
Description:  Initial departmental Lotus Notes server infrastructure and corporate e-mail roll out
              including full technical support and end user training.
              Number of Deployment Teams: 2             Number of End Users:            2,500
              Number of National Locations: 26          Budget of Project:              $1M

2. Financial Application, Operational Budget System                  April 1995 to September 1996
Duration:     18 months
Description:  Lotus Notes application design and development and national deployment utilizing the
              Full System Development Life Cycle from conception through to production and end-user
              operational support.

               Number of Deployment Teams: 2              Number of End Users:              1,200
               Number of National Locations: 48           Budget of Project:                $2.5M

3. Project: Lotus Notes, version 4                               October 1996 to September 1997
Duration:     12 months
Description:  Lotus Notes server and e-mail upgrade and deployment with end-user desktop training.
              Number of Deployment Teams: 4          Number of End Users:          5,500
              Number of National Locations: 48       Budget of Project:            $2.0M




                                                    12
Mr. O‘Brien managed and directed the project activities utilizing by the following infrastructures.

Risk Management
       Mr. O‘Brien established a Risk Management plan, procedures and Register Tracking database
       and managed the process through assigned Risk Managers reporting back.

Change Management
      Mr. O‘Brien was obligated to present to the departmental ‗Change Management Forum‘ to
      request permission for any changes to be implemented to the national network and infrastructure.
      This required him to pro-actively manage the necessary lead times to receive approval in order
      not to impede deployment schedules in the field.

Issue Management - Help Desk
       Mr. O‘Brien established this facility for the third project. Change requests, deployment issues and
       technical problems were funneled through the Desk prior to proceeding to the Change
       Management Forum. After the completion of this deployment project this Help Desk facility was
       transitioned into the department‘s first National Help Desk.

Project Scope Management
        Prior to each roll out exercise, Mr. O‘Brien established and confirmed business initiatives and
        targeted end user group numbers and monitored upon these baselines to ensure staying within
        scope during the deployment activities.

Configuration Management
        Continuous action to facilitate preventive measures by:
        Scope Change Control: Controlling changes to project scope
        Schedule Control:       Controlling changes to the project schedule
        Cost Control:           Controlling changes to the project budget
        Quality Control:        Monitoring specific project results to determine compliance
        Performance Reporting: Collecting and dissemination performance information
        Risk Response Control: Responding to changes in risk throughout project

Organizational Change Management Readiness
       Management of cultural change and preparedness to end-users with information sessions,
       workshop awareness, and presentation updates to senior management for accountability of
       results and issues for reporting schedules.

Service Level Agreements         Prepared SLAs with supporting MOUs for all deployment projects.

Asset Management                 Developed full Total Cost of Ownership models for all deployments.




                                                     13
Work Reference #3               Health Canada                                  August 1992 to July 1994
Project Manager (A/CS-04)
Duration:     24 months
Manager:      Janet Arnold, Project Director, now at Treasury Board, 613-957-2516
Project:      Health Programs Promotion Branch
Description:  Mr. O‘Brien managed the provision of LAN-based daily desktop services for 1,500 users
              in Ottawa and 7 regional offices with 15 staff and contractors. He achieved the service
              levels initially mandated to him by senior management by:
                Developed IT policies, operational plans, guidelines and practices.
                Three-year Branch Informatics‘ Strategic Plan on a cost recovery basis.
                Service Level Agreements between the branch and Corporate Services with
                 supporting Memorandum of Understandings.
                Installation of initial Help Desk facility and developed Asset Management.
                Installation of branch LAN in Ottawa across 5 locations throughout NCR.
                Lotus Notes e-mail national deployment to all desktops including roll out across seven
                 regions, project value of $750K. Managed RFP competitive process through PWGSC.
                Development of the department‘s Grants and Contribution system built in Lotus Notes
                 utilizing the Full System Development Life Cycle from conception through to
                 production and end-user operational support.
IM Issues:    In 1993, Mr. O‘Brien was formally introduced to Information Management challenges by
              representing the branch in the Departmental Blood Enquiry.

Work Reference #2             Health Canada                                      April 1990 to July 1992
Project Manager (CS-03)
Duration:     28 months
Manager:      Janet Arnold, Project Director, now at Treasury Board, 613-957-2516
Project:      Bureau of Dangerous Drugs Tracking and Surveillance System, Ottawa and 7 regions.
Deliverable:  Application System Development
Description:  Full System Development Life Cycle – Oracle custom systems development from
              conception through to production and end-user operational support.
              Mr. O‘Brien managed the Business Process Modeling, functional and user requirements
              and Oracle software functional specifications and system development from conception
              through to production operational status with internal staff and contractors including
              national deployment across 7 regions.
              Mr. O‘Brien managed a $2M RFP competitive process through PWGSC.

Work Reference #1     Indian and Northern Affairs Canada                   April 1988 to March 1990
Project Manager (CS-03)
Duration:     2 Years
Manager:      Chantale Guimond, Project Director, 819-953-4062
Project:      Financial Oil and Gas Royalty System, Located in Calgary
Deliverable:  Full System Development Life Cycle – Oracle custom systems development.
Description:  Business process modeling, logical and physical data modeling, functional and user
              requirements, development from conception through to production.
              Mr. O‘Brien managed a $1M RFP competitive process through PWGSC selecting a
              Calgary based vendor.

Transport Canada (Ottawa)                                                   May 1981 to March 1988
Duration:     8 Years
Position:     CS-01/02 System Analyst
Description:  Full System Development Life Cycle –air navigation applications developed in Cobol
              CICS utilizing the ADABAS database management system.

Ontario Provincial Police (Toronto)                                                       1970 to 1980
Duration:     11 Years
Position:     Police Officer



                                                  14
EDUCATION
   Night courses - Management Information Systems, Humber College, Toronto              1978 to1981
   Three Year Diploma - Computer Science, Centennial College, Toronto                   1967 to1970

Certifications
 IT Infrastructure Library (ITIL) Foundation Certification                                    2005
 Project Management Professional (PMP) Project Management Institute (PMI®)                    1999
 Canadian Federal Government IT Advance Project Management Certification                      1995

Project Management and Business Analysis Training
  Business Process Modeling Notation, International Standard 1.0 Specification                2004
  (PMI®) Project Team Empowerment                                                             2003
  (PMI®) Continuous Project Risk Management                                                   2002
  E-commerce Business Analysis                                                                2001
  (PMI®)Project Human Resource Management Skills                                              2000

   Middle Management Public Service In-Basket Exam                                            1997
   Middle Management Conflict Resolutions                                                     1996
   Middle Management Staff Relations                                                          1995
   Supervisory and Management Certification                                                   1994
   Staffing Leadership Certification                                                          1993
   Learning for Leadership Certification                                                      1992

PMI Special Interest Group Memberships
 PMI – Troubled Project Specific Interest Group                                             2006/07
 PMI – WBS Practice Standard for Government Extension of PMBOK®                               2004
 PMI – Information Systems Government Specific Interest Group                               2002/03

Other Memberships
 International Institute for Business Analysis (IIBA®) founding member Ottawa chapter    since 2005
 Project Management Institute PMI® Ottawa chapter member and volunteer                   since 1999
 ARMA® Association for Information Management Professionals                              since 1995
 AIIM® Association for Information and Image Management International                    since 1995

Working Group Memberships
 GTEC Finalist Judging Committee – SCOAP Distinction Awards                              2003, 2007
                                                        rd
 PMI Ottawa Chapter PMP Preparation Course PMBOK® 3 Edition Rewrite                            2005


Security Clearance:     Top Secret Level III
                        CIISD – PWGSC File Number: 95-22-1192                      Expiry: 05-30-2012

Award
                                th
 ‗The Commemorative Medal‘ 125 Anniversary of the Confederation of Canada.
  Presented by the Governor General for contribution to the Public Service of Canada           1992

Published Paper
 E-mail Records Management: The New Challenge of the Information Age                      May 2002
  Published on Zantaz Inc. web site at www.zantaz.com

References
• Clients identified in each work reference assignment.




                                                  15
TECHNICAL KNOWLEDGE AND EXPERTISE SUMMARY
    Project Management                Records Management                RDBMS
   Microsoft Project                Hummingbird RM Enterprise        Oracle
                                     Documentum RM v5.2.5             MS SQL
                                     Opentext iRIMS
                                     eManage RM

  Document Management                   Office Suite Software           Business Process Modeling
  Content Management                                                    and Business Analysis
 Hummingbird DM Extensions            MS Office suite                BPMN
 Hummingbird Enterprise Workflow      WordPerfect suite              Swimlanes
 Documentum                           Lotus Notes suite              Lotus AVM
 Tower Trim                           RDIMSEM for Outlook            Yourdon/DeMarco
 Domino.Doc                           Crystal Reports                Gane and Sarson
 Microsoft SharePoint                 Oracle ERP e-Business Suite    Microsoft Visio



IM/IT BUSINESS DELIVERABLE SUMMARY
  Project Management                                      Management Consulting
 Project Plans and Project Charters                     Business Cases
 Systems Project Dashboard, Balance Scorecard           Portfolio Mgmt for IT Project Investment
 Project Management Office Framework (PMO)              IM/IT Strategic Plans
 Deployment Plans and HR Resource Plans                 Facilitation Workshops
 Configuration Management Plans                         Service Level Agreements
 Risk Management Plans                                  Non-Disclosure Agreements
 Communication Plans                                    Memorandum to Cabinet
 RFP procurement and contract negotiation               Senior Management Issue Briefs
 WBS, Earned Value Analysis, Critical Path Analysis     Letter of Intent (LOI)
 Iterative Phased SDLC, RASCI Charts                    Memorandum of Understanding (MOU)
 Organizational Change Management, Impact Analysis      Feasibility and Cost Benefit Models
 Business Object Oriented Modeling                      Records of Decisions
 Logical Data and Process Modeling                      Business Impact Analysis
 Business Plan Analysis, User Case Needs                ISO 9001:2000 compliance

  Treasury Board of Canada                                Records and E-mail Legislation
 TB IM/IT Business Cases                                Personal Information Protection and
 TB Submissions                                          Electronic Documents Act (PIPEDA)
 Results-Based Management and Accountability            Canadian Privacy Act (section 1 and 2)
  Framework (RMAF)                                       Uniform Electronic Evidence Act
 Risk-Based Management and Audit Framework              Canada Evidence Act
  (RBAF)                                                 Canadian Electronic Commerce Strategy
 Programs Activity Architecture (PAA)                   Canadian National Archives Records
 Mgmt. Accountability Framework (MAF)                    Disposition Authorities 96/023
 Service Oriented Architecture (SOA)                    Securities and Exchange Commission (SEC)
 Departmental Plans and Priorities (DPR)
 Information Technology Security Policy
 BTEF Business Transformation

  Document Management                                    Records Management
 Document and Image Management                          Treasury Board Secretariat MGI Policy
 Workflow analysis development and deployment           Records Information Mgmt Policy
 High-end image capture systems                         Business Rules and Practices
 Full Text search and retrieval                         File Classification and Retention schedule
 Knowledge map analysis and development                  development –DIRKS, BASCS
 Change Realization Management                          IM Capacity Analysis and Modeling
 Impact Analysis                                        Knowledge maps and classifications
                                                         DoD 5015.2 specifications




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