Donna Kelly - Curriculum Vitae
2003 to present: Technical Director – Phoenix Rising Systems Ltd
Engaged by an NHS Trust (Queen Elizabeth Hospital at King‟s Lynn) as Business Intelligence Programme
Manager. The remit was “to establish the framework for the effective delivery of actionable business intelligence, on
a Trust-wide basis”. The first step was to draft a briefing document to explain the programme and the initial activity
to be undertaken. This included stakeholder identification. A series of structured interviews were conducted with
key senior and executive management at the Trust. The interviews included a briefing on the programme‟s purpose
and approach, and delved into their issues and concerns around getting the right information at the right time.
Results were collated and fed back for verification. Discussions were held with technical staff regarding existing
systems such as Patient Administration, interfaces (e.g. HL7), and infrastructure needs (the Trust operates a
primarily Microsoft environment). Infrastructure requirements were documented, as were organisational and
staffing design, approach and methodology, and also security, including access roles and pseudonymisation (de-
identification of patient data). A technical assessment of data acquisition and systems integration using the
Microsoft toolset was performed. A data warehouse specification was written. Project plans, business cases for the
Board, and an Invitation To Tender were generated.
Performance Management development for a financial consortium, using the complete Microsoft Business
Intelligence stack. This was a Phoenix team project, involving both Donna Kelly and Chris Kelly to co-develop
various aspects of the total solution.
User liaison, business requirements definition and business analysis, detailed systems design.
Systems architecture Financial modelling
Infrastructure Core performance model mathematics
Database design and build User Interface prototyping
Performance engine build with Analysis Services All system reporting with Reporting Services
The project was originally envisaged to be a pure PerformancePoint Planning Server solution; however, with the
functional stabilisation of that product, the project was reworked to be based on standard SQL Server components.
These included Integration Services, Analysis Services, and Reporting Services. Introduction of SharePoint,
programming of custom Web Services using VB.NET, and forms creation using InfoPath were also in scope.
Data Management Review publishes opinion piece on Pervasive Business Intelligence.
Engaged by the NHS (specifically the Commissioning Support Service on behalf of London‟s Primary Care Trusts)
to provide a variety of lead consulting services in the greenfield development of a business intelligence solution.
The CSS supports management of a £10,000,000,000 budget. Originally considered for systems & technical
architect, that role was amalgamated after interview, with the as-then-unfilled business architect role, to create a
single strategic architectural lead for the entire project. This was done by the interview board after taking into
account the depth of pre-existing NHS and business expertise. After that, the engagement role of enterprise
architect had sole responsibility for all technology and systems design.
After reviewing prior work and the current status with other members of the senior management team, decided to
reject the Oracle-based strategy that had been in place, in favour of an end-to-end Microsoft platform. Although
a substantial acquisition had already been made, the reasoning for this fundamental shift was nevertheless
deemed compelling by the team. Commissioning of existing equipment was suspended until a detailed technical
architecture could be designed. At this point, several workstreams proceeded in parallel.
One workstream was the technical architecture and product selection. This included processors, networking,
storage, software infrastructure, and development toolkit. A detailed sizing exercise was conducted, which
included projected network traffic. Scaling options were considered, and a multi-tier scale-out architecture
designed. Processor configurations were identified, and storage area network requirements were specified.
Business continuity, back-up needs, and a twin-site strategy were defined. All this was pulled together into a
single comprehensive infrastructure document, which was presented to hardware vendors including Dell,
Computacenter, and HP in a pre-bid conference. Negotiated with the winning vendor over precise details and
specifications prior to final bid acceptance, and afterwards over equipment delivery and installation.
A second workstream was project management and development strategy. As the project had not met the initially
conceived timetable, it was decided to pursue an aggressive delivery schedule. To this end, a dual-track
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approach was decided upon. The first track was to identify an appropriate software package that could provide
us with a „quick-win‟ to enable at least some minimum functionality. Was involved with analysis of previously
defined business requirements, generation of a tender, and vendor selection. The second track was to initiate a
formal DW/BI (data warehouse/business intelligence) strategy. This was based on blending tools, techiques and
the Kimball method, within the overall iterative, release-based methodology, Evolutionary Development
Methodology™. A presentation was created and training given to staff showing how this was to be achieved in
A third parallel workstream was hiring staff and building the team. Although at that time, personal management
responsibilities were specifically for the software engineering staff, was also instrumental in hiring many other
staff in the programme. Establishing cultural norms and organisational style were critical to eventual project
success, as was working extremely closely with HR and the Head of Corporate. Organisational structure and
writing numerous job descriptions also fell within responsibility. All staff were in scope
At about eight weeks into the engagement, the programme manager left. The role of programme manager was
therefore added on top of the lead architectural role. Staff supervised now included the business analysts as well
as software engineering. Microsoft Team Suite/Team System 2008 has been introduced to the organisation, to
support all staff from initial analysis through service delivery. Personally established Team System in the
organisation, with a major presentation supplied by Microsoft.
One main theme of the development has been presentation of all information to business users through SharePoint
Server 2007, whether coming from Reporting Services, ProClarity Analytics, or PerformancePoint Server 2007. In
this way, a single integrated portal is the secure way into the Service from the viewpoint of all users. Liaised
with the package vendors to ensure compliance. Supervised engineering staff to ensure this was the
development strategy. Worked with the Communications Manager to identify and hire the appropriate
outsouced assistance from an external consultancy with SharePoint and web development expertise.
Another central theme has been the insistence on a formal dimensional model using a bus matrix to support a
federated data warehouse. As part of this insistence, numerous ad-hoc mini-lectures, one-to-one and group
workshops, and a variety of other staff training activities have been carried out. Personally developed the CSS
Data Warehouse using SQL Server and Analysis Servixces with calcculations and perspectives.
The primary project focus has been to deliver aggressively, while remaining within all of the constraints described..
To that end, the Chief Operating Officer established a target date of the end of January to deliver a Pilot to one
Primary Care Trust. On 1st February 2008, we went live on the Pilot. A week later, a senior member of the user
organisation was happy to report that fact to our Management Board.
Following that major success, was promoted yet again, to work on the long-term strategy for the organisation. Job
title was changed to IT Strategist, and day-to-day responsibility was handed off to another person. This change in
role was to focus on long-term issues (whilst remaining available for hands-on isupport and assistance with deep
technical issues). Wrote the Release Strategy and Release Plan for the next year‟s Releases. Brought in Visual
Studio Team Suite, and established Team Foundation Server as the basis for development control and
management. DID this personally in „hands-on‟ mode.
Developed a proof-of-concept for Contract Management and Monitoring using PerformancePoint Server 2007 (PPS)
and ProClarity Analytics. This was a long-standing requirement from Release 3, now promoted to urgent status.
Personally developed the critical Integrations Services data transformations, the Analysis Services hypercubes,
and the reporting function with Reporting Services and ProClarity. Personally created the PerformancePoint site
and models, and loaded the PPS database. Personally established the Excel add-in for business users.
Personally brought the PerformancePoint system up to ready-for-production status with direct input from the
Incidentally, provided oversight to the production infrastructure commissioning team, including personally
commissioning some hardware from bare bones to production status. This was to ensure that work proceeded
according to the correct comprehensive vision. Further, defined integration of the new kit with the old, and thus
preserving original investment. Managed infrastructure vendor liaison.
An underlying theme through the engagement has been information governance and in particular, data security.
Wrote the Information Security Manual which included detailed policies for all aspects of the operation. Made
encryption of data a corporate requirement, and ensured that Secure Sockets Layer (SSL) and Kerberos Windows
Integrated Security were all in place and properly applied. Introduced PGP as a standard and required that it
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be used for all off-site data transport. Developed relationship with external consultancy for security reviews and
pentration testing. Functioned as Technical Authority for the programme.
Was Enterprise Administrator of CSS, was granted complete authority to view in clear all data for the entire
population of London from Secondary Uses Services with an NHS SmartCard , and was the Primary Caldicott
Guardian Delegated Authority with full authority over all subordinate delegated authorities for the National
Strategic Data Service (Patient Demographic Services). (Summer 2007 – Summer 2008)
Led a technical architecture and proof-of-concept exercise for Vodafone UK. The objective was to determine if it
was possible to create a data integration/business intelligence system using Business Objects, a proprietary Java
database, and other disparate data sources including both spreadsheets and databases. Four different possible
atchitectures were evaluated, including construction of a classic data warehousing approach. The one selected
was to attempt data integration at the Business Objects Universe layer, and to create a Windows/Java bridge
process for data transport. A Phoenix software engineer (Chris Kelly) was able to successfully prototype the
Java-to-Windows transport layer using a combination of Java Remote Method Invocation, and a commercial
package called J-Integra. This supplied the main data source. Using a combination of additional data sources,
Universe design, and direct programming of the Business Objects object model itself, the total proof-of-concept
was successfully demonstrated two days prior to the originally scheduled completion date. (Summer 2007).
Tested a pre-release version of Oracle Warehouse Builder provided directly by Oracle, to validate it prior to
release as having resolved the dimension processing issues defined in the analysis given to Oracle Corp, earlier in
Presented an end-to-end Business Intelligence solution based solely on Microsoft technology to an NHS Trust.
Was selected as Registered Judge on proposed papers, for the UK Oracle conference to take place in December
Attended the Retail Solutions 2007 conference at the National Exhibition Centre.
Drafted the Microsoft-based Data Warehousing and Business Intelligence technical sections of a tender document
for the Operational and Business Data Warehouse and Reporting Solution for Wrightington Wigan and Leigh NHS
Trust. The proposed end-to-end Microsoft solution incorporated SQL Server, Analysis Services, Reporting
Services, and ProClarity Analytics. (Summer 2007).
Attended the course on Software Business Management at the University of Reading, sponsored by the British
Computer Society, the South-East England Development Agency, and Microsoft.
Completed a detailed technical analysis of Slowly Changing Dimension processing within the proposed next version
of Oracle Warehouse Builder10.2.0.3 . This was supplied to Oracle Corp, following teleconference.
Engaged by BT Global in support of the National Health Service Spine data warehouse project. Much
negotiation preceded this engagement, to precisely define the deliverables of the consultancy. Under the
umbrella of Agenda for Change, the job was to uplift BT‟s data warehousing practices to a professional standard.
There were several distinct phases. Phase 1 was to assess the overall situation. Phase 2 was to define how to
integrate a rapid development tool – Oracle Warehouse Builder –- into a traditional waterfall methodology. This
phase also included defining how to perform project management with separate Design and Build teams, in a
Warehouse Builder project. Phase 3 involved specifying Systems Management requirements, to enable audit,
control, monitoring, tracking, error management and escalation, and job scheduling and control. This was to be
able to move from manual system operations to a controlled and automated environment. The final phase, Phase
4, was to specify Warehouse Builder best practices for both the development project leader and the developers
themselves. Phase 1 went very smoothly. There was an initial report, and then assessment was ongoing during
the next several weeks, looking in depth at the actual system that had been developed to date. Phase 2 also went
smoothly, concluding with „how to do it‟ presentations. Phase 3 went well, incorporating the results of many
interviews with BT Service Management into the requirements specification; they had no changes to make for
final approval of the document. During the engagement, the results of the continuing situation assessment were
communicated to other members of the team; these eventually included imperatives for immediate action to
avoid perpetuation of serious and fundamental problems. At the beginning of Phase 4, the assignment took an
unexpected twist, and although the contents of the Warehouse Builder best practices had been generated, and
work begun, directions were given to continue to work on Systems Management and not to do Phase 4.
Therefore, detailed investigations were performed into the integration of Oracle Enterprise Manager, Oracle
Scheduler, Oracle Workflow, and Oracle Warehouse Builder. Much work was performed with a Scheduler
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expert from Redmond, and the Oracle Warehouse Builder Project Manger. This was because integration was so
technically challenging. The engagement concluded with delivery of software design documents,
correspondence archives, and comprehensive code to actually implement Systems Management. The code was
fully tested and working properly as delivered. (New Year 2007 / Spring 2007).
Provided data warehousing and business intelligence consulting to Carnival UK Group (P & O Cruises, Ocean
Village, Princess Cruises etc). This was a greenfield site, and the project involved development of a pilot system
taking data from SQL Server into a new Oracle data warehouse we built using Oracle Warehouse Builder 10gR2
(„Paris‟). Transparent Gateway was piloted as a means of transferring data from SQL Server to Oracle.
Additional data sourcing was provided using Heterogeneous Services and ODBC to make data available from
sources such as Excel. This development was done in conjunction with much mentoring and training of Carnival
UK staff in data warehousing using the Kimball method, as well in all the software products being introduced,
such as Warehouse Builder. Staff training was a critical component of this assignment. The business intelligence
layer was Business Objects. The project began with scope and requirements, progressed through data and
dimensional modelling, building the extract, transport, transformation and load (ETTL) system, loading both a
single ship‟s worth and then the entire fleet‟s worth of data into the system, and concluded with creating a BO
Universe and several sample reports. The project was then extended to assisting the move of the system into
production. Much work was done on incremental loading and slowly changing dimensions. Oracle Work Flows
were built, and used as part of system management. Responsibilities ranged from the strategic level, through
design and build, down to software installations and deep „hands-on‟ development of critical aspects of the
system. Technical issues included match/merge functionality for householding, and use of Oracle Table
Functions for extremely complex data transformations. Demonstrations/presentations to senior client staff was
part of the work. (Fall/Winter 2006.
Engaged in upgrading data warehouses for existing clients from Microsoft SQL Server 2000 to 2005. using SSIS
(SQL Server Integration Services) to replace DTS (Data Transformation Services), and including Reporting
Services and Data Analyzer as delivery mechanisms. (Throughout 2006).
For General Electric Corporate, and reporting to the IT Lead, EMEA, was engaged to act as Business Objects
Solution Architect. The mission was to develop and implement a series of Management Dashboards using
Application Foundation, culminating in a roll-up for Employee & Financial Services Leadership. The work
entailed travelling to various sites across Europe to meet with senior management, to deliver presentations on
concepts and options for delivery, and to perform requirements analysis that included rapid application
development of prototypes. Oracle Warehouse Builder 10gR2 was used for that task. The assignment was
expanded to include project management shortly after it began, and included coordination with the data
warehousing staff in the USA and the programmers in India. The work involved development of both the
Business Objects Universes as well as creating optimum underlying data structures in Oracle. Fast system
performance was a crucial system acceptance criterion. Towards the end of the assignment, the role because
more technical, involving data quality profiling, as well as personal development of critical aspects of the extract,
transport, transformation and load infrastructure (ETTL). This included retrieval of data from Oracle, SQL
Server, and other sources. Data Transformation Services was used to push data from SQL Server into Oracle.
Other technical issues included use of Business Objects Derived Tables (similar to in-line views) to support
Oracle Analytical Functions in the Business Objects Universes. The assignment concluded with acceptance trials
by the business community. (Summer/Fall 2006).
Addressed the United Kingdom Oracle User Group (UKOUG) on experiences with Oracle Warehouse Builder.
Spoke to an audience of about 70 people on what makes an OWB project successful, and the critical success
factors involved. Presentation was put up on the Oracle website afterwards.
As part of the largest systems migration project in Europe, was responsible for overall technical and architectural
assurance. This was for Littlewoods, and included creation and implementation of the data audit strategy.
Personally developed two completely different audit strategies for two different migration streams, and managed
them through cutover into live implementation. HMTL DB and Mod PL/SQL were employed as online delivery
mechanisms. Worked with the chief designer of one of the migration streams to ensure data auditability.
Included also were many consultations with various parts of the migration teams; and development of several
procedures and processes for cutover project planning, configuration management, overall system management,
and object promotion control. Oracle Warehouse Builder 10.1 was the data transformation mechanism, and as
part of the assignment, personal expertise was called into play on many occasions. The environment was mixed,
ranging from Oracle 8i to 10g. All had to be accommodated. (Fall 2005 – Spring 2006).
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For a business intelligence firm, was engaged as "roving troubleshooter" for the development of a new 10
Terabyte data warehouse. Responsibilities were manifold and included: development and presentation of
several training courses; audit and review of the networking, computational, and storage infrastructure;
undertaking of Transaction Processing Council benchmarking for performance; assessment and review of the
system design and architecture; ongoing support to individual members of the development team regarding
technical matters; identification and resolution of problems as they arose; development of OMBplus scripts to
simplify the warehouse structure; and many similar matters. The infrastructure consisted of a cluster of multiple
SMP processors under Oracle 10g Real Application Clusters and Tru64 Unix, with several cabinets of Compaq
Enterprise Virtual Array Storage, connected via a 2Gbps fabric SAN switch. The development environment was
Oracle Warehouse Builder 10g. Transaction throughout was approximately 100 million transactions per night.
Security Cleared, supported Accenture at QinetiQ (formerly the Ministry of Defence Evaluation and Research
Agency – DERA),. The assignment was to integrate Oracle Warehouse Builder into a traditional Unix script and
PL/SQL system, providing QinetiQ with technology upgrade. Training and mentoring QinetiQ staff was a
critical aspect to the consultancy. It also involved setting up new computer systems, upgrading Oracle,
generating a new architecture, and actually implementing it. The existing system was mature and many options
had to be assessed before the recommendation was made, which was then adopted by Accenture. Advice was
also provided on hardware options, especially with regard to storage subsystems. The systems architecture was
documented. Provision of continuance and maintenance procedures concluded this assignment.
Wrote a report for Associated Mediabase (Daily Mail, Evening Standard) on Business Objects upgrade options,
focussing on provision of load balancing and resilience in a multi-server environment using Web Intelligence.
Recommendations provided many options, though hardware lead balancing, version upgrading, and waiting
until a more suitable time. The recommendation was to spend no money at this time on Business Objects
upgrade, but to use low-cost hardware options instead. (Winter 2005).
Supported Capgemini on The National Trust project, as an Oracle Warehouse Builder (OWB) consultant. My
primary role was to supply all manner of technical expertise to the in-house team. After recommending and
implementing a substantial simplification to the system, performed a number of enhancements and maintenance
requests. Was responsible for addressing and resolving a substantial number of complex issues, typically with
regard to inter-machine communication and parallel processing problems. Metalink and the Warehouse Builder
Forum were used extensively. Towards the conclusion of the consultancy, was central to upgrading Warehouse
Builder to a new version and into a clean new environment (warehouse Builder 18.104.22.168). Created and
implemented the hash and range partitioning for all environments (development, system test, and production).
The OMBplus scripting language embedded in TCL programs was used for this endeavour. Discoverer reporting
was the business intelligence tool. In-house staff support and expertise transfer was an integral part of this
assignment. (Winter 2004 and into 2005).
Acted for Network Rail as Data Warehouse Architect. This was a major assignment. The urgency was so high that
I actually started work at 3:00 pm on a Friday, and continued non-stop for the first two weeks to produce a
'rough cut' data warehouse to demonstrate feasibility. The purpose is to analyse work orders for rail
infrastructure maintenance. Most unusually, this warehouse has to function at three quite distinct levels. The
top level is to provide trends and analytics over time for senior management up to National level. The central, or
core level of the warehouse, provides periodic reporting to mid and lower-level managers and supervisors about
the current state of play, work done, and work in backlog. The lowest level of the warehouse provides detailed
reporting on individual work orders - more like a reporting system than a warehouse. This is so that local
supervisors can ask questions like "what are my twenty most back-logged work orders" and then say "ok, now
show me the individual records in detail". The results of this work in Oracle Warehouse Builder 9.2 is to feed
Oracle Reports and Discover developers. I performed all of the development, unit, and system testing. After
delivery, the assignment was extended by a further two weeks so that I could help with implementation (to be
performed by an internal group). (Summer/Fall 2004).
Performed a brief technical assignment for Big Food Group (Iceland, Booker Cash & Carry) to speed up
warehouse load time. This was a purely technical, totally hands on assignment. Essentially, the existing load
routines were invoking Oracle commands that internally forced multiple passes through the data. I 'stripped' out
the key information, 'pinned' it into memory, then did a single pass of the data as it was being loaded. In effect, I
reversed the first two layers of their data warehouse with the result of a five-fold improvement in data load
speed. This was Oracle Warehouse Builder 9.0.2 (Spring 2004).
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Acted for Associated Mediabase (Daily Mail, Evening Standard) in creating the architecture for a new stabilized
Business Objects environment for the entire enterprise. This was in an Oracle/Unix environment, and covered all
aspects of the Business Objects product set, from Business Objects itself, through Broadcast Agent and Web
Intelligence. Given that Payroll and Personnel was one of the functional areas examined, critical attention was
required to security issues. The primary goal of the architecture was to generate a systems change plan. This
included precise details of each step that needed to be taken to arrive at the target state, together with the
necessary sequence of that strategy. (Winter 2003, and into 2004).
2001 to 2003: Senior Data Warehouse Architect – River Island Clothing Company
Hired to kick-start River Island’s new strategic data warehousing initiative, this project began with an overall review of status,
business requirements, and an urgent need for ‘environmental clean-up’, with regard to the computing infrastructure. That
accomplished, a prototype data warehouse was constructed using SQL Server which included all of 2001 data. The purposes
of this exercise were threefold: to establish feasibility; sizing; and performance. Sub-second responses were observed using
Analysis Services hypercubes. I then rebuilt the prototype into a pilot system.
The area of responsibility included all strategic aspects of business intelligence. This included platform and corporate reporting
tool selection. Thus, this are ranged from the source systems to the desktop, and from the disks and networking infrastructure
to strategic delivery. Hence, I specified disks and hardware, and developed a very comprehensive evaluation of a tool for
reporting and information presentation. I narrowed down a field of 17 candidates to Cognos (which I used at Whitbread) and
Business Objects (which I used at Barclays). I liaised with both vendors, and conducted a trial that resulted in Business
Objects being selected. That took several months of hands-on work. Was certified by Business Objects as an Architect in
their product set.
Much work was done with SQL Server. Much work was done with hardware and infrastructure. I worked closely with Hewlett-
Packard to resolve disk performance issues. Gigabit networking was established. A very comprehensive ‘Business
Intelligence Initiative’ was written by me and published on the corporate intranet. This included both the strategic aspects of
the initiative, and the detailed technical architecture I had designed. It even went down to the procedural, on the ‘how to do
it’ level. At four megabytes of data, it was indeed a comprehensive guide on ‘how to do it’.
Oracle was chosen as the strategic platform. I converted the pilot system to Oracle 9iR2 using Oracle Migration Workbench,
and employed Oracle Warehouse Builder, to develop the production system. This was on a HP Unix platform. Created a
partitioned architecture for the data warehouse, resulting in extremely fast response times.
Liaison with all parts of the organization formed a substantial part of my work.
1994 to 2001: Principal Consultant/Owner, Fixtrack Data Ltd (U.K.) (from summer ’95)
Newton Data Inc. (Canada) (prior to return to U.K.)
At Barclays Offshore Services, I was the data warehouse architect in charge of developing the Division's new Data Warehouse.
This involved much user liaison, specification of the source data requirements, making provision for information delivery
through Business Objects OLAP software, and design of the data warehouse itself. Was also responsible for all infrastructure
specification. This project was originally was conceived as a tactical solution, based on SQL Server on Windows/Intel
technology with OLE DB and ODBC, but six months later was made strategic, with Oracle 8i on RS/6000 and Business
The original project had me specify the hardware and software requirements for the Microsoft/Wintel solution, and derive the
source data needs based on Jacobsen Use Case workshops conducted with senior management at Barclays in London. I
liased with Microsoft, Dell and Compaq and Barclays in the Isle of Man at this stage to specify the infrastructure
requirements. The system had to be delivered in the Isle of Man to satisfy legislative and security requirements for Barclays
Wealth (of which Offshore Services is a part). Object-Oriented Data Warehouse Design was my methodology. Object
Modelling using Unified Modelling Language (UML) with Rational Rose was the technology. A comprehensive data
dictionary was delivered in Access.
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Then, the project took a different turn. It was subsumed under the overall Wealth programme, and it was decided to adopt a
strategic approach that would apply across all of Wealth (such as for Barclays Premier customers, for example). So, I
respecified the hardware and disk requirements, using IBM RS/6000 and Hitachi Data Systems disk subsystems, and worked
closely with Oracle to get their Oracle 8i database and Oracle Warehouse Builder (OWB) products installed. I conducted a
very detailed evaluation process of OWB versus Hummingbird's Genio product before selecting OWB. Pure Extract was
looked for DB/2 extract and Transformation, and Pure Integrate was intended to be the data cleansing tool. I also liased
heavily with many internal Barclays IT groups, and negotiated externally with Oracle, IBM, Morse, Hitachi, Hummingbird,
and several other vendors. I managed the issue of SMP versus MPP implementation. Following completion of the data
warehouse analysis, design, and development using OWB, it was handed over to other in the team for implementation.
(Spring 2000 - Summer 2001).
For EDS, in support of Xerox, was lead analyst for verifying Year 2000 compliance of their key IBM MVS Focus applications.
These produced critical business status reports, such as for sales analysis and distribution performance. Tasks included
analysing the Focus databases, files, screens, and software, developing the test strategy and plan, supervising programmers,
liaising with end users, business analysts and managers, and gaining sign-off. Originally six months, extended to a year.
(Summer 98 - Summer ’99. Then, after 4 years continuous work, I took a long break.).
For J Sainsbury, developed an Access/Visual Basic application that mapped existing Focus application software and databases
into their new DB/2 data warehouse. The application generated specifications for development of replacement of the Focus
code using the Brio OLAP tool. (Summer ‘98). I also worked with Brio to develop their overall brief for Sainsbury’s.
For IBM, in support of their Royal SunAlliance outsourcing, worked on a variety of insurance application requirements,
including Year 2000, BACS, and Claims Underwriters Exchange. The job included liaison between end users and various
technical groups. This was using Focus and REXX EXECs in an IBM VM environment. Micro-mainframe communications
were also included for Barclays Merchant Services. Originally three months, extended to a year. (Spring ’97 - Spring ’98)
For Amdahl, assisted in solution architecture for an access to information project with object-oriented technology using
LinkWorks as middleware in a Unix environment. This was for the UK Government. (Spring ’97)
For Whitbread Beer Company, developed a central data model, together with data mapping between various physical systems
and the entity-relationship model. Evolved and expanded the model through logistics and manufacturing to serve as the
central company-wide point for systems integration. Converted the E-R mode into an enterprise object model using
Rumbaugh OMT. Used various tools to access information held on company mainframe and AS/400 systems. Built in
Access a central data dictionary to create a ‘common business language’ for the company. This was part of a more general
brief to provide for quality assurance of data, and to ensure that documentation of information was consistent and to high
quality. Integral to the assignment was provision of assistance to system users in understanding the model, and by acting as
central reference for data, was involved in several systems initiatives to ensure commonality and consistency between
systems. This was important in ensuring that business and functional requirements would be met on a cross system basis.
Workshops were conducted with Jacobson’s Use Case methodology.
A major project for Whitbread was to extract Sales and Marketing data warehouse requirements for the company, to develop a
prototype database for the warehouse, and to liase with IBM and Informix on the requirements. This project also included
performing a review and assessment of CASE tools, talking with vendors, and completing the evaluation with acquisition and
installation of the chosen tool (System Architect from Popkin). I then handed IBM the completed data warehouse design for
their implementation. Conclusion of the overall project included conversion of the enterprise Rumbaugh OMT model to
Unified Modelling Language, and publication of the dictionary on the corporate Intranet. Originally six months, extended to
a year. (Spring ’96 - Spring ’97)
For the British operations group of a Philadelphia (U.S.) based industrial chemicals company, upsized a Microsoft Access
database to SQL Server. The assignment involved restructuring the database to enable international operations, porting the
structure and data to SQL Server, and modifying the Access application to work with the upsized database. Performed
ODBC programming to provide a ‘single sign-on’ to both the application and the database. Also diagnosed a problem with
another SQL Server-based application, and repaired the database (Winter, early ’96).
Led a technical architecture exercise for upgrades to the core Swaps Position Management system of J P Morgan, a global
merchant bank based in the City, with headquarters in New York. Duties included liaising with both business and technical
members of client staff, making presentations, designing the exercise, identifying and hiring two consultants with specific
technical expertise (one in Visual FoxPro, the other in Novell Netware and Windows NT), supervising their work, and then
creating and delivering the final report. (Autumn ’95 - Winter ’95) (Back in UK at this point)
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For a Western Canadian distribution and supply house, performed a comprehensive systems assessment that included technical,
business, customer, and staff requirements as input. This 'due diligence' process identified critical customer requirements as
well as internal success factors for implementation of new technology. After presenting a comprehensive report to executive
management, was appointed as Project Manager to manage the subsequent company-wide systems integration project.
Vendor negotiation and third-party supplier liaison were within scope. The solution architecture was based around packaged
software running on an IBM RS/6000 PowerServer 590 under AIX. ISDN and Frame Relay wide area networking
technologies were used to provide access for all branches. IBM Multiprotocol routers, Ethernet hubs, and serial
communication servers were used in conjunction with Motorola ISDN UTAs and Frame Relay access devices. Netview was
used to manage the complete SNMP network. Simplified and consistent business processes were introduced as part of the
project, as was a comprehensive training package. (Spring ’95 - Autumn ‘95)
(Returned to UK after this project concluded.)
For Information Systems Management (Alberta), a large outsourcing and facilities management firm, performed the data
modelling and physical database construction for the Work Order Management system. This involved defining the new
requirements, and then blending these new data structures with an existing database. As well as constructing the new tables,
keys and indexes, I also investigated populating the database using electronic catalogues, and defined the data loading
procedures. The work was performed in a Windows NT-based client/server environment using PowerBuilder, Microsoft
SQL Server, SQL Object Manager, and SQL Administrator. Management and staff presentations were delivered, and an
initial load of the database was performed as part of the hand-off to a new permanent DBA. (Winter ‘94/’95)
Developed a detailed management report on business process re-engineering. (Fall ’94)
For Alberta Treasury, was recalled to lead a team to implement Pension Reform requirements on the Prior Service PC-based
system. This involved production of project plans and schedules; status reporting; creation of business and technical
specifications; working with various internal groups and the external actuaries; and personally modifying the expert system
developed by myself when I led the original development. The work also involved assessing PC-AS/400 communications
and testing AS/400 client/server software. This project was managed to implementation.
For an oilfield services company, led the development of a novel method of identifying radio-nucleides used in oil-well tracing.
This work was performed under a grant from the National Research Council of Canada, as it involved developing spectrum
analysis using a neural network, which represented a step forward in core technology not previously done in North America.
The technology involved the integration of gamma-ray detectors, a multi-channel analyzer, personal computers under DOS
and Windows, special hardware, NeuroShell, NeuroWindows, Visual Basic, and Visual C++. The neural network method of
spectrographic analysis is of particular interest to the Research Council, as it is generally applicable to any task involving
spectrum data, such as timber mill processing, production of paint, etc. This technology is intended to form the heart of an
industrial process control system. Neural network technology is also applicable to various business tasks, such as trawling
large databases for specific information patterns (data mining). (Spring/Summer ’95)
For a consulting firm which wished to standardise several of their business process re-engineering offerings, I developed a series
of linked MS-Project standard project templates, which could be individualised for specific clients.
1992 to 1994: Senior Consultant, Digital Equipment of Canada Ltd.
Activities March 1993 - February 1994
Designed a solution architecture for Alberta Advanced Education's Access to Information project. This used LinkWorks as the
desktop integrating layer, numerous client applications (both shrink-wrapped e.g. Excel and Word, and custom software),
ObjectBroker to provide the message management layer, and multiple database services, including conventional relational
database, as well as technical drawings and pass-through to external databases such as the University of Alberta.
Met with client executive management of Ed Tel Mobility and defined a comprehensive strategy for the enterprise-wide re-
engineering of all business processes in the organization. Developed a systems integration/business re-engineering proposal
based on this strategy.
Worked with the Atlanta, Georgia, and Birmingham, Alabama offices to develop a very large systems integration White Paper
on Digital in Retail. Specific sections included Open Client/Server (e.g. legacy systems, implementations, etc.), Business
Process Re-engineering (e.g. re-engineering the enterprise, re-design methodology and techniques, etc.), Seamless
Networking, Information Architecture, and Project Management Methodology.
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Assisted Calgary in preparation of an Systems Integration (SI) proposal to Shell for their Card Processing system requirement.
Helped to develop proposal and presentation. Assisted with solution design, including estimation and staffing requirements.
$3.5M proposal accepted by Shell.
Gave a speech to the Red Deer branch of the Canadian Information Processing society on designing and building distributed
client/server systems. Explained the evolution of client/server, from the simple two-level model to the more powerful 3-level
Attended Digital Architecture Response Team (DART) training in Alpharetta, Georgia. Created and gave an internal
presentation on DART, and how it relates to other information engineering methodologies.
Assisted Winnipeg in defining the sales strategy for The North West Company. Worked with Sales to develop a proposal for an
In-Store system. Met the VP of Information Systems and showed him how the Digital Retail Architecture and other business
and technical architectural methodologies (DART) could be used as the basis for systems integration, and then outlined the
skeleton of an Systems Integration plan. Was asked by the VP to submit an SI proposal. Wrote the proposal and passed it on
to the Winnipeg office. Identified DART and Retail references, and business consulting services, and sent these on to
Winnipeg. Ensured that management was kept in the loop with regard to developments. Resulted in further systems
integration consulting work.
Received training in the DECfbe (framework-based environment) created in Europe as a means for developing object-oriented
client/broker/service distributed applications. Create and gave an internal presentation on DECfbe and the three-layer model.
Studied ObjectBroker and LinkWorks software, through work with the pre-delivery kits. Used message queuing middleware.
Worked with beta of DecForté on Windows NT. This kind of software is used as integrating components in object-oriented
three-layer client/server systems.
Wrote a paper on building in quality as an intrinsic part of application development, for a Digital manager in the Information
Co-developed a strategy workshop for Edmonton Sales and Consulting. Co-facilitated the first session.
Took Technology and Organizational Performance Mapping training (TOP Mapping), and developed a presentation on this
business process re-engineering analysis technique. Studied CaseWorks software, which is used as a design and
documentation tool for business process re-engineering.
Brick Warehouse Corporation - Enterprise Data Warehouse Project)
(November '92 to March '93 for phases 1 & 2; June/July '93 for Phase 3)
Created comprehensive Data Warehouse Model paper in support of Sales, on very short notice;
Supported Sales in development of the Brick opportunity by taking part in several pre-sales discussions and meetings on the
Developed internal project structure and plan;
Facilitated numerous Rapid Analysis of Management Systems (RAMS) sessions with Brick personnel at all levels up to Vice-
Defined project scope, deliverables, and approach, in a manner acceptable to the client, and incorporated them into the
Conducted many follow-up interviews;
Worked with the Digital Account Manager and Project Manager to ensure that questions, concerns, needs and project status
were understood at all times;
Supervised data modelling sub-contractors;
Used Oracle's entity-relationship modelling approach: CASE*Method;
Analysed the information gathered in first phase, plus supplementary information gathered as necessary in second phase, to
produce a functional decomposition with 157 processes, and an E-R model with 198 entities;
Conducted twice-weekly meetings with the primary client Manager and Data Base Administrator, to ensure that project
remained in scope and on track, and that the client was in support of the work done on an ongoing basis;
Provided additional deliverables, including a definition of the system structure and an implementation dependency chart, to
add value to the exercise and to build the foundations for a potential future relationship;
Defined and performed a third phase of the Brick project - refinement of the Brick Data Warehouse model. Facilitated
numerous workshops with Brick staff. Supervised two Digital staff members and a local subcontractor. Final total 306
entities and more than 2000 attributes. Created and delivered presentation to executive management including company
President. Created and distributed a project summary which described the value of the project to the customer. Wrote the
Systems Integration proposal for re-engineering all logistic systems of The Brick.
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AGT Deaf Relay Project (Alberta Telephones Ltd.) (Apr '92 - Oct '92):
Appointed Project Leader on the AGT Relay project beginning of April 1992;
Created and led focus group JAD sessions bringing together users from many different areas of AGT. This was performed on
an ongoing basis during project involvement;
Conducted many one-on-one interviews with key users;
Developed Functional Specifications in accordance with Digital Program Methodology (DPM);
Created overall design for new Relay system with a mixed traditional and client/server architecture, to accommodate two
different sets of users (operators and managers), and to be able to use existing equipment;
Was responsible for creation of the System Design document - partly on paper, and partly as a system simulation;
Led the system development team
Made extensive use of prototyping with the system end users throughout involvement in project, using Demo II for character-
cell terminal prototyping, and Visual Basic for Windows prototyping;
Developed and maintained the project plan using critical path method - tool used was Microsoft Project;
Designed and created operator training package with 35 mm slide presentation, and conducted train-the-trainer sessions;
Created and presented a management briefing to the Meeting of Directors at AGT;
Worked closely with Digital Project Manager to ensure full understanding of project status and provision of assistance as
Learned several technologies during project including PathWorks, Visual Basic, DECmessageQ, building reliable clustered
applications under VMS, and computer integrated telephony;
Learned Digital Program Methodology;
Represented Digital during DEC On Tour;
Consulted with Honeywell on their requirements during the Al-Pac project, including creating and presenting a mini-
introduction to data modelling, on very short notice;
Completed PathWorks Support course as Certified PathWorks Network Supervisor.
Learned and used Oracle's CASE Designer, Developer, and Dictionary tools.
Completed Digital Architecture Response Team courses: Introduction, and Leading Effective Workshops.
Delivered presentation to CIPS on Client/Server Architectures with a Graphical User Interface.
Attended a Gartner Group presentation on emerging technologies and the future of client/server.
Learned the Yourdon/Coad approach to Object Oriented Design.
Learned and used several varieties of Unix, including Ultrix, Coherent, DG/UX and OSF/1.
Wrote a paper on the three-layer client/broker/service model, using OSF DCE as an example.
Studied ObjectBroker and Reliable Transaction Router software in the context of the message management layer of the three-
layer C/S architecture.
Documented Digital's workshop and automated tool offerings in the field of business process re-engineering, including RAMS
(Rapid Analysis of Management Systems), TOP Mapping (Technology and Organizational Performance Mapping),
DECmodel (a business process simulation tool) and CaseWorks (a business process re-engineering tool which provides a
visual design workbench and a formal business process specification language).
Developed proposal for Access to Information for Alberta Advanced Education, based on Digital’s and Microsoft’s Common
Object Model — a 3-layer C/S architecture.
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1986 to 1992: Principal Consultant, Newton Data Inc. (Canada)
Performed substantial upgrades to the Yukon Government's Criminal Justice system, including re-engineering much of the online
Mantis processing, and working with client staff to determine requirements and test/implement the changes. A data model of
the application was produced as a by-product of the exercise.
Developed the Technical Architecture for the Health Units of Alberta. This included research into industry trends and
directions, meetings with vendors, presentations to the Directors, network traffic and capacity analyses, data distribution
planning, and hardware analysis and recommendation. Implementation requirements and migration planning also formed
part of the exercise. The requirements for this project included a standards-based approach, including conformance to
POSIX, XPG-branding, GUI user interfaces, OSI networking, and compliance to a number of open systems standards.
For AGT, developed the first two company-wide applications for the end-user access to data in the DB2-based Information
Warehouse. These applications (telephony reporting and personnel) were designed to enable end-users throughout the
company to gain easy, multi-faceted access to corporate data in the two areas. Creation and setting of standards was an
important part of this project, as were rapid development techniques and much direct liaison with end users. Several
presentations to senior executives concluded the project.
For AGT Cellular, performed ad-hoc development and upgrades to the reporting part of their billing system. Also diagnosed
mismatches between different reporting systems.
Developed an expert system to analyse VSAM files for inefficiencies, and to recommend improved parameter settings.
Designed and directed a major survey on the use of expert systems in Edmonton, Alberta.
As Consultant Project Leader for Alberta Treasury, defined requirements, specifications and justification for acquisition of an
IBM AS/400 minicomputer. Wrote the Request For Proposals document. Acted as key technical consultant in migrating the
Retirements system from the Alberta Government 3090 mainframe. Identified mini-mainframe communication needs and
strategies, including Advanced-Peer-to-Peer-Communication using L.U.6.2., as defined in the System Application
Architecture Common Communications Support. Wrote the System Internal Specifications for the Retirement system,
including development of coarse- and fine-grained relational data models. Led a vital crash project to upgrade business
system functionality for the Retirements system.
Developed a full-featured time- and project-management system in FOCUS. Managed the development of a similar system in
ORACLE. Systems Application Architecture formed a key part of the project.
Made a presentation to the Red Deer branch of the Canadian Information Processing Society on Introducing Technological
Change Into Organizations.
Also for Alberta Treasury, I led a strategic eighteen-month project to completely re-engineer a key Pension function, Prior
Service. Central to this assignment was review and re-design of the entire business process. Another important aspect of the
project was provision of technology transfer/upgrade to Treasury staff. The assignment included creation of new business
practices, system and database design, supervision of systems analysts, methods analysts, and programmers, presentations to
senior management, and user liaison and status reporting. Joint Analysis and Design sessions were employed with
management to determine/verify requirements. I designed the online multi-user update protocols and software using CICS
and Mantis. Artificial intelligence technology was introduced to the organization through development of a large expert
system to interpret Government regulations; this was embedded in a very large PC based front-end system written in
COBOL. Use of CASE tools was introduced by the use of a data-flow diagrammer. SAA standards were introduced.
Client/server processing via real-time communications was established to the mainframe database, using IRMA 3270 cards
programmed in C. I personally developed the expert system knowledgebase, and then handed over the maintenance
responsibilities to the business analysts, before completing the project. In several cases, I would develop the first release or a
prototype of specific parts of the software, and then handed them over to a staff programmer for subsequent enhancement or
evolution into production, along with provision of the appropriate training. System Application Architecture Common User
Access guidelines were employed during this project, for the design of the graphical user interface. Turnaround time for
application processing was reduced from 9 months to 1 day. Staffing requirements for the section were reduced from 12 to 4.
All of the major development objectives for this project were met.
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Technology Upgrade: An example
A major part of my brief from Alberta Treasury was to provide Payroll and Pensions with technological upgrading, in
addition to the overall project leading role. During the Prior Service project, the opportunity was taken to introduce
several technological upgrades into the organization. These upgrades were incorporated as part of the development,
and permanent Treasury staff were coached in the requisite skills and techniques. The following is an extract from
the Technical Manual written by myself:
Database. The project introduced the concepts of how database works, the difference between logical
data modelling and physical construction, the importance of normalization, and the use of FOCUS as a
modelling tool. Logical integration of the Prior Service database with the other main Pension System files
was also an important factor in developing an efficient production system.
Online Multi-User Processing. I designed and built true multi-user processing with assured data
integrity. The methods and techniques introduced in this project will be invaluable in future development
Joint Analysis and Design. Working closely with the system users was an integral part of re-designing
the business processes. This project consolidated that concept, and formalized it.
Microcomputer-based CASE and design tools. The concepts of data analysis, data flow diagramming,
and structured analysis were introduced and used in this project. Treasury staff were trained in the tools.
These tools became used as an important part of subsequent projects.
Client/Server Design: Local Data Entry and Calculations. Providing a much more powerful and easy to
use interface, as well as much faster response time, showed the value of cooperative processing across
platforms. Substantial costs were also avoided by operating the most complex parts of the system on local
microcomputers, thus further supporting the principle of local processing.
Inter-Platform Communications. Methods and techniques for this vital part of implementing cooperative
processing structures were explored during the development. The method implemented was appropriate
at the time of development, but could now be upgraded, to the SAA method (APPC/L.U. 6.2) used for
Retirements. Future system activities are discussed later in the report.
IBM’s Systems Application Architecture. Common User Access guidelines for user interface design,
Common Communications Access for inter-platform communications, and Structured Programming for
COBOL were all introduced during the project. Standards were provided for COBOL programming.
Expert Systems. The concepts and practices of expert systems were introduced and taught to Payroll
and Pensions Staff members. A significant part of the development - the Eligibility and Categorization
module - could not practically have been realized without this technology. It was critical to meeting the
objective of being able to expand the system to cope with increased processing volumes, without
In all cases, new business practices and new technology were introduced as an integral part of the project. Training and
coaching of Treasury staff was undertaken as appropriate, and was completed at the time. System documentation and
all handover to enable system maintenance was completed before contract termination.
Performed an assessment of, and then implemented, an artificial intelligence natural language front-end for FOCUS systems -
Acted as Senior Technical Consultant to the Alberta Mortgage Interest Shielding program.
Assisted the Western Diversification Project of the Federal Government with relational database design and multi-user systems
construction using Oracle with local and wide area networks.
Performed a Business Case analysis for the automation of student records processing for the Alberta Community Vocational
Centres. Performed the requirements definition, and the system and database design for the first Release of the identified
DPK curriculum vitae v8.6 www.donnapkelly.com Page 12 of 18
Defined architectural requirements, and provided action plans, for all administrative aspects of Alberta Community and
Occupational Health. Led the development of a Budget Forecasting System that employed both micro and mainframe
technology in a client/server manner. Tasks included Joint Analysis and Design (JAD), provision of new business
procedures, client liaison and status reporting, programmer supervision, and construction of the automated micro-mainframe
communications link, which ran transparently to the system end-users.
Presented a seminar on Fourth Generation Technology to Edmonton Canadian Information Society Microcomputer SIG.
Performed an assessment of the Medical Examiner System development project for Attorney General, reported to executive
management, and was then contracted to act as the Project Manager for the balance of development, implementation, and
acceptance trials. This was a multi-user system using a Novell network.
Led a series of Joint Analysis and Design (JAD) sessions to define requirements for a nation-wide Transmitter Fault Reporting
system for the Canadian Broadcasting Corporation, including analysis and design of communication needs and protocols.
Developed a prototype expert system to automate the processing of Oil Offset requirements, including identification of database
access requirements. This was for Alberta Energy.
Presented the Evolutionary Development MethodologyTM to the management stream of the Canadian Information Processing
Society's national Congress, in Winnipeg. This was published in the Proceedings of the Congress.
Conducted a systems status study and requirements analysis for Oil and Gas Agreement Sales, Mineral Resources Division,
Alberta Energy. Performed a Feasibility Project to show how an application could address the business requirements. This
included creating a vision for how the business should operate, and development and demonstration of a prototype. Oil and
Gas contracts supply several billions of dollars per year to the Alberta economy. The new system was to administer and
manage the sale of those contracts.
As a result of the above study, was contracted to develop and support the very large Oil and Gas Agreement Sales
Administration System. Tasks included the design of a large integrated database, and implementation in both single and
multi-user modes, on networked IBM micro-computers and also on an IBM mainframe, using VM/CMS. The system was
evolved via prototyping, in the end-users' own environment. Defined and documented all new business practices and
processes for the new computing environment. Close working with client management to validate the database and the new
business processes was a critical success factor in the project. Performed all staff training. As part of this project, assisted
with implementation of multi-user FOCUS on a Novell Local Area Network, and network/mainframe systems integration
using a Xicom 3274 Gateway.
Developed a prototype intelligent procedures manual using an expert system shell.
Assisted with design of a Financial Information System database for Alberta Energy, including both budgeting and human
resource utilization components.
For Alberta Economic Development and Trade, designed the computer system (including logical data modeling and physical
database design) for the Small Business Term Assistance Plan. Tasks included technical assistance throughout the project,
and development of several major transaction processing modules.
Conducted a seminar in the Evolutionary Development MethodologyTM. for senior members of Alberta Government's data
Responsible for the development of a Fisheries Data Analysis System for Alberta Forestry, Lands and Wildlife. Deliverables
included a Feasibility Project report with an evaluation on the functional prototype. Implementation Project deliverables
included comprehensive statistical and graphical reports, with full documentation and help on-line. This was delivered on
both the mainframe and PCs.
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1981 to 1985 Project Director - Provincial Government of Alberta (Canada)
Responsible for Liaison and Quality Assurance on the Warehouse Inventory System for Alberta Forest Service.
Delivered lectures on Changing Role of the Systems Analyst, to students on a Systems Analyst Trainee program.
Responsible for development of the Task/Time Management System for project and personnel control. This application was a
replacement for the Time Control Information System. Tasks included investigation into 65 packages prior to custom
Developed and delivered a presentation on Managing the Maintenance Environment.
Jointly defined the Evolutionary Development MethodologyTM, which is a system management framework for RAD/fourth
generation technology projects. Jointly created the Developing Prototypes Workshop course, and taught the first offering at
Alberta Public Works, Supply and Services. Was a guest lecturer at subsequent offerings.
Was a member of a panel, making a presentation on prototyping to the Edmonton EDP Educator's Forum.
Conducted a Management Study and Technical Review for Scientific, Engineering, and Research Services, assessing needs in
the office automation and information retrieval areas.
Produced a five year strategic EDP plan for Reforestation and Reclamation, Alberta Forest Service.
Provided technical assistance and conducted a seminar on micro-mainframe communications.
As Leader of the Forestry Systems Support group (from the start of 1982 to the end of 1984), I was responsible for direct
management of all of my permanent systems analysts and several contract staff; performance appraisals; development of
plans, budgets, and schedules; User Liaison; and technical support. Tasks undertaken included provision of a consistent set
of User interface screens for all systems, using ISPF/DMS; project leadership and database design for the Silviculture
development (over 40 COBOL programs); and a major re-development of the Forest Inventory System from tape/batch to
VSAM/on-line. Optimisation of the VSAM database was an important part of this exercise. MVS/JCL was used for this
work. SDM/70 was standard.
The results of this coherent series of upgrades not only included the transformation of the individual computer systems into a
single integrated whole, but also adoption of new business practices based on new technology. This eliminated much
duplicate and overlapping paperwork, and eliminated the predicted need for a substantial expansion to the clerical staff.
Direct savings in operational costs amounted to several hundreds of thousands of dollars per year.
1977 to 1981 Principal Consultant, Softsmiths Ltd. (United Kingdom)
As Consultant Project Leader for Xerox (UK), I managed the technical standardization of the Machine/Contract Control project,
prior to international implementation. Tasks included definition of the technical standards, and development of a code
generator to create much of the standard code required. Supervised both contract and permanent staff.
On an earlier assignment with Xerox, was responsible for design and development of the control and database update subsystems
for the Equipment Processing system, which was part of the overall Machine/Contract Control project. This major COBOL
system used Xerox's own IMS-type VSAM-based database. MVS/JCL was the operating environment.
As Consultant Project Leader for South West Thames Regional Health Authority (SWTRHA), was responsible for managing the
Production Support group. This group's activities included introduction and implementation of new systems on completion
of development, and maintenance and enhancements afterwards. Applications included Payroll, Accounts Payable, Payroll
Statistics, Expenditure Analysis, and a comprehensive Personnel system. A substantial amount of liaison work was required,
with Users such as the Regional Auditor's Office, the Regional Personnel Officer, and the District Finance Officers.
SWTRHA served approximately 7 million people, and employed some 65,000 individuals. The accounts payable and payroll
budgets were over $800,000,000 per year in the late 1970's.
Was also responsible for a major strategic study on the distribution of Health systems to the District Offices, using networked
microcomputers. Introduced microcomputing into the organization. Developed and implemented a pilot project which saved
over half a million pounds a year, and resulted in a very substantial improvement in user satisfaction.
DPK curriculum vitae v8.6 www.donnapkelly.com Page 14 of 18
EDUCATION & QUALIFICATIONS
Professional Information Systems Engineer.
Part I and Part II (final) professional examinations
from the British Computer Society.
B.Sc. (Hons) Systems Management - University of the City of London.
Member of the British Computer Society
Member of the Association for Computing Machinery
Member of the American Association for Artificial Intelligence
Member of the Institute of Electrical and Electronic Engineers
Past Member of CIPS Edmonton Microcomputer SIG Executive.
Past Member of the London University Computer Selection Board and the
Computer Advisory Board to City University Senate
I have performed professional training services as an integral part of my career. Delivered to programmers,
systems analysts, end users, and management, this training has been related to specific projects, to impart
particular technical skills, and to more general areas related to information processing. Examples of some
of the courses and seminars taught by myself include:
Introduction to Data Processing for Users
Structured Program Design
Managing the Maintenance Environment
Developing Prototypes Workshop
Evolutionary Development MethodologyTM
COBOL Screen Management and Reporting Tools
TSO/ISPF/Dialog Management Services
Introduction to Microcomputers
Introducing Technological Change into Organizations
Fourth Generation Technology - Languages and Application Generators
Database Design for Analysts
Entity Relationship Modelling for User Management
Fifth Generation Technology - Expert Systems
Client/Server systems using Graphical User Interfaces
Business Process Re-engineering
Joint Analysis and Design for End users
Some of the audiences I’ve addressed include:
Analysts and programmers - on-the-job training
In-house training for many government departments and private organizations
Formally seconded training for Alberta Government Public Works Supply and Services
Paid consultancy training for Public Works Supply and Services
Edmonton EDP Educators Forum
Edmonton CIPS Microcomputer SIG
Canadian Information Processing Society- Red Deer Branch
Canadian Information Processing Society - National Congress
DPK curriculum vitae v8.6 www.donnapkelly.com Page 15 of 18
Mainframes include: SSIS, SSAS, SSRS
IBM 360/195 under MTS ASP.NET, VB.NET, Custom Web Services for SharePoint,
IBM 370/135 under DOS/VS/GRASP WSS 3.0 MOSS 2007, Excel Services
IBM 370/158/168 under OS/VS2/MVS/JES3/ROSCOE Business Objects, Supervisor, Designer, Broadcast Agent
IBM 303x/308x/309x under MVS/JES2/TSO/SPF Scheduler and Publisher
Amdahl V/8 under VM/CP/CMS Lisp; Exsys & Exsys Professional, Level 5; Micro-PS
DEC VAX (various models) under VMS with Pathworks NeuroShell; NeuroWindows
DEC Alpha (various) under OSF/1 Netview
HP Superdome under HP/UX PowerBuilder (for database design & development)
Sun (various) under Solaris SQL Server, SQL Object Manager, SQL Administrator
Oracle CASE*Designer and CASE*Dictionary
Minicomputers include: Microsoft Access
IBM 1130 under DOS Visible Analyst, Rational Rose, Excelerator, EasyCase, S-
IBM AS/400 under OS/400 Designor, CaseWise, System Architect
DG Aviion under DG/UX Oracle 8i Forms, Menu, ReportWriter
IBM RS/6000 under AIX Oracle Warehouse Builder, Oracle Migration Workbench,
Workstations include: TSO&CMS/FOCUS, FOCUS/400 & PC/FOCUS
DECstation 5000 under Ultrix/Motif WEBFocus
DG (various) using Xwindows Oracle SQL, SQL/400, ANSI SQL
Microcomputers include: COBOL (Many dialects on many machines)
Rair Black Box under CP/M COBOL ScreenIO & Report Writer 2
IBM Personal Computer under PC-DOS/Multi-Link LAN Michael Jackson Structured COBOL Pre-processor
IBM XT under PC-DOS/Multi-Link LAN MS-C, QuickC, C++, Visual C++
IBM XT/370 under PC-DOS/VM SP CICS/VS & RealCICS, CICS Mapr II & QUIK/BMS
IBM AT under PC-DOS VSAM
IBM AT under PC-DOS/Novell/ARCNET LAN TSO/ISPF/PDF/Dialog Management Services & SPF/PC
Compaq Portable 286 under MS-DOS VAX/VMS and DECnet with Pathworks
Compaq 386SX under MS-DOS/with 3270 emulation to CaseWorks and LinkWorks
IBM mainframe ObjectBroker, DECmessageQ, and Reliable Transaction
Compaq 386 Deskpro under MS-DOS Router
IBM PS/2 Models 30 through 80 under MS-DOS/Novell MVS/JCL VM/CP/CMS CL/OS/400
Northgate 33MHz/386 with 8 MB RAM/150 MB Disk, Ultrix, Coherent, DG/UX, Solaris, HP/UX and OSF/1
DeskLink, Stacker and DOS 5/Windows 3.1 PASCAL and System Builder PASCAL code generator
Digital 386/486/Pentium PCs running DOS 6.2/Win Modula-2
3.1/Win 95 FORTRAN
and Pathworks ALGOL
Digital Alpha PCs running Windows NT. Visual Basic, BASIC, and QuickBASIC
HP NetServer FILETAB
Specialised SMP Data Warehouse Server ROSCOE
Networking products include: dBASE II & III+, Clipper, KnowledgeMan
IBM Nways Multiprotocol Router Bricklen Demo, Norton, Mace, FormGen Plus
IBM Ethernet Hub PC-Storyboard, Show Partner, Show Partner F/X
IBM Serial Communication Server Visio , Corel Draw, Gem Draw
Digital LAT server Lotus 1-2-3, Multiplan, Excel
Various IBM 3270/3274/3278 SNA products for PCs Microsoft Project, Schedule+, Outlook etc,, TimeLine
Motorola UTA 220k ISDN data unit Microsoft Office product set (Word, Excel, Powerpoint, etc)
Motorola DA50 Frame Relay FRAD Accpac/Bedford Accounting & WordSheet for Bedford
IRMA/AST/IBM 3270 emulation software inc. C subroutines
SNA, Xicom 3274 emulation/micro-mainframe
CrossTalk, Procomm, Smartcom, Kermit, IBM asynchronous
communications, Carbon Copy
AST 2780/3780 bisynchronous communications software
Novell Advanced Netware, Multi-Link (ARCNET), EasyLan,
DPK curriculum vitae v8.6 DeskLink,
www.donnapkelly.com Vines, Microsoft networking (NT,WFW) Page 16 of 18
Frame Relay, ISDN, SNMP
DPK curriculum vitae v8.6 www.donnapkelly.com Page 17 of 18
Management, Leadership, Motivation IDMS Concepts and Facilities
Situational Leadership IDMS On-line Mapping
Behavioural Psychology IDMS Application Development
Small Group Psychology
Industrial Psychology FOCUS Introduction
Organization Theory FOCUS Basic Report Preparation
FOCUS Advanced Reporting
Artificial Intelligence Concepts FOCUS File Modification
Expert Systems FOCUS Advanced Facilities
FOCUS Advanced Techniques
Long Range Data Processing Planning FOCUS Internals
Jackson Structured Design
Structured Systems Analysis Conceptual Database Design -
Data Analysis & Normalization
Senior Systems Analysis SQL
NCC Standards ORACLE Introduction
Enterprise Modeling ORACLE Physical Database Design
Decision Support Systems ORACLE Transaction Design
Computer Law ORACLE Techniques
Legal Aspects of Advanced Technology Direct Access Techniques
Basic Accounting VSAM Introduction
Simulation Techniques Pathworks Support
General System Modeling
Systems Behaviour AS/400 Tutorial System - all 46 modules
in the training sequence
Science, Technology and Society Windows/NT video series - management
Object-Oriented Client//Server Distributed Cohesion and FUSE Unix CASE
Business Process Re-engineering
methodology and techniques
Technology and Organizational Performance Active Server Pages
Rapid Analysis of Management Systems SQL Server, Data Transformation
Digital Systems Architecture Oracle Warehouse Builder
(Business, Systems, Technical
Business Objects – Introduction
Business Objects – Reporting
Business Objects – Universe Design
Business Objects – Deployment and
DPK curriculum vitae v8.6 www.donnapkelly.com Page 18 of 18