Profile Summary
SOMOS Consulting Group has a senior management consultant with over twenty-seven years of industry experience in management, project management, consulting, and technology. Our consultant has an excellent record for delivering solutions to diverse problems. His leadership, energy, tenacity, and effective communication and presentation skills allow him to work well with staff and management at all levels. 
 
This resource is an accomplished facilitator and trainer who has developed and delivered a range of project management training courses to client organizations including the University of Ottawa, Queen’s University, Natural Resources Canada, Canada Revenue Agency, Department of National Defence, Department of Fisheries and Oceans, National Library, Export Develop­ment Corporation, Canada Mortgage and Housing Corporation, Nokia, Nortel, and Newbridge. 
 
He has managed all phases of information systems and Internet e-business systems development and has gained exceptional project management skills in twenty years of managing hardware and software development projects. He has applied traditional development methodologies such as SDLC as well as newer methodologies such as Rational Unified Process (RUP) and RAD (Rapid Application Development).
 
His project experience has covered a wide range of applications and technologies. Application experience includes e-commerce, human resources information systems, specialized information management systems, communications products, transportation management dispatch systems, research organizations, and project management control systems.
 
He has managed teams using technologies including web development, Java, WebSphere, XML, Visual Basic, Oracle, and other relational database systems. Management consulting engagements have included strategic analysis and planning, operations reviews, organizational development, internal audits, project turn-around, and facilitation.
 
Recent successes include managing a large internet e-business system development and roll-out, the turn-around of a dot.com product development project, development of plans for several product development initiatives, and implementation of a PeopleSoft HR Management System.

The SOMOS consultant is a registered Professional Engineer in Ontario, a certified Project Management Professional, has his Master of Business Administration degree, and is a Certified Management Consultant.
 
Throughout his career he has spoken at several PMI events and ProjectWorld conferences. He has provided training to upwards of 200 professionals annually through the SOMOS Project Management training courses.
 
Certifications And Accreditation

• Certified Management Consultant (2001)
• Co-Author of the Project Performance Management Standard (Canadian General Standards Board, 1998)
• Instructional Techniques Workshop (Friesen, Kaye and Associates 1997)
• Masters of Business Administration degree (1995)
• Project Management Professional (1994)
• Co-Author of the Cost/Schedule Performance Management Standard (Canadian General Standards Board, 1993)
• Dale Carnegie Strategic Presentation Workshop (1990)
• Dale Carnegie Course in Effective Communication. (1989)
• Professional Engineer of Ontario designation (1982)
• Electrical Engineering degree (1978)

 
Career Highlights

Department Of National Defence, CSE
PPMIS Project
System Architect/Project Management Expert/Trainer/Planning Advisor
May 2004 to Present
 
The SOMOS consultant provided expertise in order to define, design and implement a Program and Portfolio Management Information System based on modern management best practices including those of Project Management (PPMIS) and consistent with the organization’s culture and size. The resulting solution had to be compliant with the established CSE Project Management Method (PMM) and other relevant CSE project standards.

• Researched project needs for monitoring and reporting.
• Researched Performance Measurement Tools.
• Analyzed options and current environment.
• Provided advice and assistance to customer on selection of tool components and design of the Performance Management System.
• Led the development of the development plans for the organization for the fiscal year, including Work Breakdown Structure (WBS), Budgets, and Schedules.
• Designed, developed, implemented, and operated the Performance Management System for the entire development organization.
• Developed processes and documentation to describe the system design, use, and operation.
• Examined strategic issues (consistency with organizational objectives and constraints, and overall approach) and tactical issues (internal performance, resources, cost, etc.) of project.
• Made recommendations to management on issues and implementation strategy.
• Worked with the project authorities, sponsor, and other stakeholders to review a large information technology project. 
• Developed the high level and detail plans and schedules for the second phase of the system development, rollout, and implementation.
• Worked with the Project Leader and Team Leaders to develop a more effective and appropriate approach to monitoring and control, and advised on several operational process improvements.
• Provided direct analysis and management support to the running of the project, including staffing and organizing.
• Contributed significantly to the communications with stakeholders at every level.
• Ensured adherence to all the SDLC phases, deliverables and standards.

Department of Forein Affairs and International Trade
Departmental Intranet Audit / Review
Senior Management Consultant
November 2004 to March 2005

• Managed the project, developed project plans, schedules and timelines.
• Monitored progress against the schedule and controlled the project, reported on progress to the customer and management.
• Performed risk analysis, including analysing the system vulnerabilities to define the audit plan and to evaluate the costs and benefits of different approaches to performing the audit.
• Worked with client/server tools, including Watchfire and others. 
• Inventoried all servers on the departmental Intranet, which were accessed through the standard Internet Browser clients.
• Provided engagement management, guidance and direction, quality assurance, peer review, analytical support, additional expert support, interview design, and executive interviews.

Department Of National Defence, CSE
Catapult Project
Project Manager
April 2003 to April 2004
 
The SOMOS consultant was part of the management team managing this project in conjunction with the Slingshot Project.

• Worked closely with the project manager to develop the strategy and approach for this project.
• Developed the project plan and schedule, and wrote the project proposal.
• Led a risk analysis exercise and helped develop mitigation strategies for the various risks identified.
• Managed a full development team developing and rolling out a custom database management system. 
• Managed and supervised the project team. These resources included domain specialists, business analysts, systems architects, developers, data base designers, data conversion specialists, systems operators, testers, technical writers, trainers, and policy specialists. 
• Interfaced with other groups such as IT infrastructure, security, service, help desk, etc.
• Led the development of the plans, including Work Breakdown Structure (WBS), budgets, and schedules.

Agriculture And Agri-Food Canada
PMO Strategy
Senior Management Consultant
March 2003 to May 2003
 
The goal of this engagement was to design and implement a Project Management Office that addresses the group’s unique needs for oversight and co-ordination.

• Provided support to the Project Manager throughout the project. 
• Managed the engagement, acted as liaison with the customer, provided direction on the work.
• Developed project plans, schedules and timelines, and applied project control to ensure delivery, and reporting to management and the customer on the project progress.

Major Project Service Line / PWGSC
Project Performance Management Expert – On-Line EVMS Toolkit Development
May 2002 to November 2003
 
Development of a guide for government managers to assist in implementation of the Canadian General Standards Board’s (CGSB) Project Performance Management Standard (PPMS). The Deskbook was to be a set of documentation residing on a central Government of Canada Internet Server, and was to be accessed using Internet Browser clients such as Internet Explorer and Netscape Navigator.

• Led the development of the EVMS Deskbook, using client /server technology.
• Led the research, planning, writing, review, and quality control of the EVMS Deskbook.
• Developed project plans, schedules and timelines, and applied project control to ensure delivery, and reporting to management and the customer on the project progress.
• Provided group facilitation, team coordination, and Earned Value subject matter expertise in the definition of the contents and structure of a new Government of Canada Earned Value Management (EVM) Deskbook. 
• Developed an information architecture to help structure and organized the contents of the new EVM Deskbook in relation to the stakeholders and to the project phases. 
• Reviewed the new EVM Deskbook definition and contents with respect to the existing document inventory and led the development of a plan to obtain or create the missing elements.
• Developed a Stakeholders Map for EVM environment in the Government.
• Produced an Information Architecture or model of the EVM Deskbook.
• Produced contents and description of contents of the new EVM Deskbook.
• Prepared material and notes for facilitated workshops.
• Ensured adherence to all the SDLC phases, deliverables and standards.

Department Of National Defence, CSE
Slingshot Project
Project Manager
April 2002 to August 2004
 
The SOMOS consultant worked on a series of classified projects at CSE. Due to the classified status of this work, some details cannot be provided.

• Managed a full development team developing and rolling out a custom database management system. The development methodology was an implementation of the Rational Unified Process (RUP), supported by ClearCase, Rational Rose, and Requisite Pro.
• Managed and supervised the project team consisting of between 15 and 40 resources.
• Interfaced with other groups such as IT infrastructure, security, service, help desk, etc.
• Led the development of the plans, including Work Breakdown Structure (WBS), budgets, and schedules.
• Examined strategic issues (consistency with organizational objectives and constraints, and overall approach) and tactical issues (internal performance, resources, cost, etc.) of project.
• Made recommendations to management on issues and implementation strategy.
• Worked with the project authorities, sponsor, and other stakeholders to review this large information technology project.
• Developed high level and detailed plans and schedules for the second phase of the system development, rollout, and implementation.
• Worked with the Project Leader and Team Leaders to develop a more effective and appropriate approach to monitoring and control, and advised on several operational process improvements.
• Maintained the project status, risk log, and schedule.
• Prepared monthly project status reports.
• Provided advice and guidance to CSE Project Managers.
• Provided mentoring to CSE staff within the project management area.
• In cooperation with the Slingshot Project Manager and other Slingshot team members, created a detailed project schedule for Slingshot.

Major Project Service Line / PWGSC
Project Performance Management Expert – PPMS Implementation Guide Development
October 2001 to January 2002
 
Development of a guide for government managers to assist in implementation of the Canadian General Standards Board’s (CGSB) Project Performance Management Standard (PPMS). PPMS is recommended by Treasury Board for the management of all medium-sized projects, where there is lower risk and cost than would require conformance to the EVMS (Earned Value Measurement Standard).

• Led the development of the Guide.
• Led the research, planning, writing, review, and quality control of the Implementation Guide.
• Developed project plans, schedules and timelines, and applied project control to ensure delivery, and reporting to management and the customer on the project progress.
• Worked with Government experts to define the strategy for new documentation for application and implementation of Project Management Standards.

Statistics Canada
Project Manager and Lead Process Analyst
September 2001 to October 2001
 
The client organization is responsible for all environmental statistics projects within Statistics Canada. Projects included research, surveys, analysis, and publications. Projects managed ranged from a few months for a single resource up to 5-years and multi-person teams.

• Project Manager and Lead Process Analyst on a project to develop a resource management system for a small group in Statistics Canada. 
• Catalogued project and production work undertaken by the group.
• Analyzed management planning, monitoring, and decision processes to identify strengths and areas for improvement.
• Wrote processes for planning, monitoring, controlling, and reporting on work within the group.
• Reviewed the risks arising from alternative solution approaches and recommended the implementation that would provide the best risk-cost tradeoff.
• Led development of a master resource plan for the group.
• Approximately 35 staff and managers executed a variety of projects to meet their operational and client requirements.

Project World
Managing Project Risk Course Development and Delivery
October 2001
 
The two-day ProjectWorld Ottawa conference is attended by approximately 800 professionals (2001). Thirty-one (31) Managers and Senior Managers attended the Managing Project Risk Course in October 2001.

• Developed a two-day course in managing project risk.
• Delivered it under contract at ProjectWorld in Ottawa.
• Researched and incorporated material from CRM (Continuous Risk Management), the Project Management Body of Knowledge (PMBOK), industry best practices, and other experiences.

Industry Canada – Project Management Operations Review
Project Management Consultant
May 2001 to June 2001
 
The AMIS group designs, develops, implements, and provides web-hosting services for all Internet systems within Industry Canada. The organization has approximately 45 people (consultants and staff), including 6 managers, and serves a client base of approximately 2500.

• Led a team of three consultants in the review of operations of a web services organization within Industry Canada.
• Interviewed managers and staff, reviewed systems and documentation, and analyzed the problems with reference to industry best practices.
• Recommended several solutions involving process changes, organizational changes, personnel changes, and others.
• Developed project plans, schedules and timelines, and applied project control to ensure delivery, and reporting to management and the customer on the project progress.

Export Development Canada – Firm Project
Project Management Advisor
February 2001 to July 2001 and September 2001 
 
The FIRM System will change the way all short-term financing is approved and managed at EDC. It replaces several legacy systems and manual processes. As a core corporate information technology system, it must conform to all current corporate standards and fit within the corporate system architecture.

• Performed role of Project Management mentor and advisor.
• Worked closely with managers of an information technology project at EDC to develop plans, work breakdown structures schedules, and to apply best project management practices in their management activities.
• Reviewed the risks arising from alternative solution approaches and recommended the implementation that would provide the best risk-cost tradeoff.

Transport Canada – Balanced Scorecard Project
Project Management Advisor
February 2001 to March 2001
 
The Balanced Scorecard project will affect all management operations within the Department of Transport. Linking into all corporate systems, core system components will provide integrated monitoring and reporting of key management metrics, as well as on-line analysis and processing of data. Organizational policies and practices will be modified and managers will be trained as the new systems are implemented.

• Performed role of Project Management Advisor to the Project Office.
• Worked with another senior consultant in analyzing and recommending initiatives for improving project management practices in the Comptrollership project at Transport Canada.
• Provided leadership, facilitation and formal processes to:
• Derive a complete list of project deliverables and objectives;
• Identify a complete list of activities leading the completion of the deliverables;
• Bridge the gap between current state of the project and a desired state;
• Ensure project integrity and that a comprehensive/holistic view of the project is maintained.
• Defined project deliverables and criteria for project success.
• Provided methods for monitoring and controlling all project activities.
• Undertook activities that ensured TC management visibility into project plans, progress and results.
• Ensured the MMI project was conducted according to the principles of modern comptrollership and served as an example in TC.
• Ensured adherence to all the SDLC phases, deliverables and standards.

Nokia IP Telephony – Internet Commerce Product Development
Project Management Analyst and Advisor
January 2001 to March 2001
 
The product under development was a new offering in the Internet security marketplace. The product being developed was part of a system for use in an Internet Commerce application. It provided security, firewall, routing, and hot-failover redundancy as required by large server farms. The project involved staff and managers in 4 principal sites in 3 countries.
 
This custom-designed product used Java for the GUI interface, and C++ for elements of the control system. This Nokia E-Commerce system, developed by the SOMOS Project Management Analyst, was implemented using client-server technology. The system used a standard Internet Browser (such as Microsoft Internet Explorer or Netscape Navigator) as the thin Client and a custom embedded application server.

• Worked closely with senior managers, managers, and staff to determine project requirements.
• Led development of plans to develop all components of the product. The development methodology was an implementation of the Rational Unified Process (RUP), supported by ClearCase, Rational Rose, and Requisite Pro.
• Created the detailed project schedule.
• Worked with management to establish organization for project and technical management.
• Set up processes for monitoring and control of the project.
• Generalized the processes for management of all projects within the division.
• Trained less senior staff for monitoring and control of the project.
• Supported monitoring and control of the project, including filling in for staff during absences.
• Reviewed the risks arising from alternative solution approaches and recommended the implementation that would provide the best risk-cost tradeoff.
• Managed and coordinated the project team consisting of 25 development, production, and marketing specialists.

Nokia IP Telephony – Estimating And Planning Workshop
Project Management Analyst and Instructor
January 2001 to March 2001
 
The product under development was a new offering in the Internet security marketplace. It involved staff and managers in 4 principal sites in 3 countries.

• Worked closely with senior managers, managers, and staff to determine course requirements.
• Led development of plans to develop all components of the course.
• Delivered the course to 80 managers and professionals.

Justice Canada – Balanced Scorecard System Project
Project Management Consultant
April 2000 to March 2002
 
To implement a fully operational EIS/Portal system DOJ required the SOMOS consultant to manage and coordinate all the necessary packaged software, application development, training and on-going support.
 
The Balanced Scorecard project will affect all management operations within the Department of Justice. Linking into all corporate systems, core system components will provide integrated monitoring and reporting of key management metrics, as well as on-line analysis and processing of data. Organizational policies and practices will be modified and managers will be trained as the new systems are implemented.

• Performed role of Project Management Consultant on this extended PM support contract.
• Contributed to the Balanced Score Card System project at Justice Canada through several different roles over the years.
• Managed the engagement overall, met regularly with the client representatives, and led strategic and tactical planning sessions.
• Developed various plans for different elements of the project.
• Developed project plans, schedules and timelines, and applied project control to ensure delivery, and reporting to management and the customer on the project progress.
• Advised on the procurement process.
• Managed and supervised the project team.

Nokia IP Telephony – Voice / Internet Product Development
Project Management Analyst and Advisor
March 2000 to December 2000
 
The Nokia IP Telephony was a product under development with a new offering in the voice-over-internet marketplace. This Nokia E-Commerce system, developed by the SOMOS Project Management Analyst, was implemented using client-server technology. The system used a standard Internet Browser (such as Microsoft Internet Explorer or Netscape Navigator) as the thin Client and a custom embedded application server. The project involved staff and managers in 4 principal sites in 3 countries.

• Worked closely with senior managers, managers, and staff to determine project requirements.
• Led development of plans to develop all components of the product. The development methodology was an implementation of the Rational Unified Process (RUP), supported by ClearCase, Rational Rose, and Requisite Pro.
• Created the detailed project schedule.
• Worked with management to establish organization for project and technical management.
• Set up processes for monitoring and control of the project.
• Reviewed the risks arising from alternative solution approaches and recommended the implementation that would provide the best risk-cost tradeoff.
• Trained less senior staff for monitoring and control of the project.
• The system being developed was a product for Voice Over IP (Internet Protocol).
• Developed the plan for the project team consisting of 40 development, production, and marketing specialists.

Telecentric / Startech – Organizational Startup
Project Management Advisor
March 2000 to April 2000
 
STARTech is an incubator organization that builds and supports start-up companies. TeleCentric was a Dot.Com start-up organization involved in business-to-business e-commerce on the Web. TeleCentric was in the initial phases of starting, planning, and building the organization.

• Provided general management and project management support to the founders / executives (President, Vice Presidents, and Chief Technology Officer) of a dot.com start-up organization.
• Worked closely with the managers in TeleCentric and in the venture financing company, STARTech, to develop the plans and management structure for starting, building, and running the organization.
• Developed project plans, schedules and timelines, and applied project control to ensure delivery, and reporting to management and the customer on the project progress.
• The project involved approximately 30 staff and managers.

Response Logic–Adapte Web Personalization Product Development
Project Manager
January 2000 to November 2000
 
ResponseLogic was a Dot.Com start-up company in the second phase of financing. The product under development was the company’s initial core product offering. The subsequent (successful) phase of financing was contingent on product performance. The technologies involved were Java, Apache Webserver, Oracle, and Cold Fusion, running on Sun Workstations. 
 
The product was an application to support Internet E-Commerce, and the ADAPTe system, developed by the SOMOS Project Manager, was implemented using client-server technology. The system used a standard Internet Browser (such as Microsoft Internet Explorer or Netscape Navigator) as the thin Client, Oracle as the database server, and Apache as the application webserver, running Java.

• The SOMOS consultant was brought in to rescue a product development project that had experienced severe management and schedule problems. 
• Under extreme pressure from markets and management, identified a strategy for project success, and led the team to complete the Web-based e-commerce product that was to become the foundation product of this small dot.com start-up.
• The development methodology was an implementation of the Rational Unified Process (RUP), supported by ClearCase, Rational Rose, and Requisite Pro.
• Worked with ResponseLogic management to plan the consolidation of the development operations in Toronto.
• Developed project plans, schedules and timelines, and applied project control to ensure delivery, and reporting to management and the customer on the project progress.
• Reviewed the risks arising from alternative solution approaches and recommended the implementation that would provide the best risk-cost tradeoff.
• Managed and supervised the project team consisting of 10 technical resources, including analysts, developers, team leads, database designers, architects, systems operators, GUI developers, technical writers, testers, graphic artists, marketing specialists, and business managers.

Communications Security Establishment – PM Methodology Development
Project Management Methodology Consultant
December 1999 to March 2000
 
Within the Information Technology group within CSE, worked with managers and project management advisory board in consolidation and development of a methodology for managing the IT projects.  

• Performed first two of three phases of the methodology development and implementation.
• Led the team developing a methodology for the management of projects for the information technology group at this government department.
• Worked with client managers and consulting specialists in the specification and development of the PM framework.
• Managed and supervised the project team consisting of 4 consultants and 4 client resources.

Nortel Networks – Edge/GPRS Project 
Project Management Advisor
March 1999 to June 1999 and November 1999 to September 2000
 
The system under development was a complex array of products that formed a major product offering in the (then) next generation of wireless telephony switches. It involved approximately 300 staff in 6 sites across 4 countries. Client liaison was at the Vice President, Director, and Senior Manager level.

• Provided leadership in defining the strategy and setting up the infrastructure and processes to support the management of the product development project.
• The development methodology was an implementation of the Rational Unified Process (RUP), supported by ClearCase, Rational Rose, and Requisite Pro.
• Developed project plans, schedules and timelines, and applied project control to ensure delivery, and reporting to management and the customer on the project progress.
• Reviewed the risks arising from alternative solution approaches and recommended the implementation that would provide the best risk-cost tradeoff.
• Worked closely with the directors and senior managers of the organization to determine the needs of the customers and the constraints of the organization to set up project management processes.

Benton Associates Inc. – PM Methodology Development
Project Management Methodology Consultant
November 1998 to March 2000
 
Benton develops and installs specialized financial analysis software. With growth, processes required more robustness to achieve project success. The technical services organization had approximately 50 managers and technical consultants across 4 sites in 3 countries. Product development groups included approximately 15 people in 2 sites. SOMOS’ task was to develop a methodology that would achieve the business results without compromising the corporate strengths.

• Led the team developing a custom methodology for the management of projects at this small consulting and software company.
• Developed project plans, schedules and timelines, and applied project control to ensure delivery, and reporting to management and the customer on the project progress.
• Used risk analysis to determine the characteristics of the methodology being developed.
• Managed and supervised the project team consisting of 4 resources.

Nortel Networks – Project Information And Control System Implementation
Project Manager
August 1998-October 1998
 
Wireless development organization consisted of approximately 1200 managers and staff. Organization developed and maintained all Nortel Wireless products. The system will enable managers to track all project resources compared to plan.

• Specified, designed, and implemented of the project information system for development projects on the order of $50 million.
• Reviewed the risks arising from alternative solution approaches and recommended the implementation that would provide the best risk-cost tradeoff.
• Developed project plans, schedules and timelines, and applied project control to ensure delivery, and reporting to management and the customer on the project progress.
• The system implementation involved approximately 12 specialists. The SOMOS consultant managed and supervised a project team consisting of 4 resources.
• Ensured adherence to all the SDLC phases, deliverables and standards.

PWGSC / Canadian General Standards Board – PPMS Standard Development
Project Management Systems Advisor
January 1996 to December 1998

• Participated in the Joint Industry/Government Steering Committee to develop the Project Performance Management Standard (PPMS). PPMS describes an economical project performance management system that draws some of the elements of larger project management systems, such as C/SPMS or C/SCSC.
• Sat on the working committee to develop the standard, which was subsequently adapted by the Canadian Government Standards Board (CGSB). 
• Worked closely with other industry representatives, and with experts from the Major Projects Service Line (MPSL) of Public Works and Government Services Canada (PWGSC), the Treasury Board, and the Department of National Defence. 
• The SOMOS consultant is identified as one of the authors of the standard.
• Government-Industry steering committee included approximately 15 executives and specialists.

NAV Canada – Oracle HRMS Implementation
Project Manager
November 1997-December 1997
 
NAV Canada is the leading private corporation managing the airport navigation systems across Canada. The new Human Resources Management System will manage personnel records and transactions for all staff within NAV Canada. It is part of the new information technology infrastructure implemented as part of the privatization of NAV Canada from Transport Canada.

• Led the development of the testing procedures and testing plans for the newly developed human resources system of NAV CANADA, the leading private corporation managing the airport navigation systems across Canada.
• As part of the KPMG – SOMOS project team, managed four testing and systems development professionals throughout the development of the testing plans and procedures. The system testing was aimed at the functional and technical testing of the Human Resources System by the head office and regional human resources professionals. This testing was a major milestone prior to rollout of the system to the human resources department offices.

Nortel Technologies – Captive Office Operational Improvement
Project Manager, Senior Consultant
August 1997-October 1997

• The SOMOS consultant was the lead consultant for the Operational Review of Nortel Wireless’ Captive Office. The Captive Office is responsible for the testing of any new software and hardware products or improvements implemented. 
• Conducted the operational review and redesign the operating processes and client interface processes for the Captive Office in order to better meet internal client requirements.
• Led the consulting team undertaking the review. 
• Responsible for the development of the review methodology and was engaged in the implementation of this consulting assignment. 
• This assignment included the review of project management practices, multiple project control systems, communications management (with clients) and a number of other key project management areas as they are applied to testing projects. 

Year 2000 Conversion Project Management Course
Project Manager
December 1996 to March 1997

• Developed a project management course aimed the management of Year 2000 Conversion Projects. 
• This course involved the development of special project assessment, project planning, project implementation management, technical solution and testing methodologies based on the best practices. 
• Delivered course to 65 managers of Year 2000 projects, as well as Senior Technical and Project Management Support Staff.

Industry Canada
Project Manager PeopleSoft HRMS Implementation
November 1994 to November 1996
 
PeopleSoft was selected to be the new Human Resources Management System to replace 29 legacy systems at Industry Canada. The resultant system is now in use by 240 Human Resources staff in the National Capital and in all five regions, and maintains records for 500 Industry Canada.
 
The SOMOS consultant led the PeopleSoft implementation through a total of four major phases: initial development and implementation, consolidation and enhancement, conversion to PeopleTools version 5, and workflow for managing and processing leave requests. The resultant system is now in use by 240 Human Resources staff in the National Capital and in all five regions, and maintains records for 5000 Industry Canada Employees.   The technology included PC workstations running DOS and Windows; Novell Network Operating System for file services; TCP/IP and SQL* Net for access to the Oracle 7.2 data base system; DEC Alpha data base server running DEC UNIX operating system; and a Nation-wide WAN.

• Provided leadership and management expertise to plan and execute the fit analysis, product customization, programming, and implementation of the PeopleSoft Human Resources Information System in less than half the originally budgeted time. 
• Defined project goals, deliverables, and constraints by building a consensus with the client, project team members, support organizations, and user groups. 
• Developed business cases to support the funding approval of each phase. 
• Recommended project team staffing, which included employees and consultants according to the requirements of the project.
• Developed individual work plans.
• Supported business analyses and made presentations to senior management steering groups.
• Ensured adherence to all the SDLC phases, deliverables and standards.

PMBOK Series Course Development
Project Manager, Subject Matter Expert, Course Developer
October 1995 to March 1997

• Led the development of a course introducing the Project Management Body of Knowledge to new Project Managers. This course has since experienced wide commercial success with Government and private industry. The SOMOS consultant presents this course regularly in public offerings, and in-house upon request from client organizations.
• Developed several follow-on specialized project management training courses including Project Risk Management, Project Schedule Management, and Project Performance (Cost) Management. 

Training And Development Canada – Risk Management Course Development
Project Manager
October 1995 to January 1996

• Managed the development of a course to present the Treasury Board Risk Management Policy to government Managers and Executives.

Industry Canada – Lobbyist Registration System
Project Director
May 1995-August 1995
 
The Lobbyist Registration System manages the records of all lobbyists registered with the Canadian Federal Government. Project was to develop and implement the information system. Client interface was with the Director General, the Director of Information Technology, and the Information Technology Group.

• Performed quality assurance functions, customer liaison, and management guidance for an informatics system development and implementation project. This work was performed part-time in support of a project manager working on-site with the customer at the Lobbyist Registration Branch.
• Ensured adherence to all the SDLC phases, deliverables and standards.

Health Canada – PSIS Project
Project Manager
January 1995-April 1995

• Managed the completion of the Product Safety Inspection System (PSIS) on a part-time basis. This involved planning, monitoring, and reporting on the activities of several consultants developing different components of PSIS. Meetings were held regularly with the client manager and with the consultants to ensure adequate communication and successful performance.
• Ensured adherence to all the SDLC phases, deliverables and standards.

Bio Research Limited – BPR Project
Project Management Analyst
September 1994-December 1994

• Provided planning, scheduling, and Cost/Schedule Control Systems expertise to a Business Process Re-engineering (BPR) Project at BioResearch Limited. This project was undertaken to streamline and automate the toxicology research operations, and allow more effective resource planning and cost tracking. The project also included tutoring several project office staff and company executives on Project Management principles.

Department Of National Defence – FSDDIS Audit
Project Planner
April 1994-December 1994

• Led the review of previous departmental initiatives and the consolidation of plans to develop a solution to document management needs for aircraft engineering and maintenance. The SOMOS consultant developed a cost/benefit analysis to support the funding process.

Industry Canada – IASP Project
Project Manager
June 1994-September 1994

• Developed a complete project strategy and plan to provide automated tools for the Consumer Sector inspectors within Industry Canada. The technology was a distributed database system accessed through client-server and portable computers. The development environment was the fourth generation language: Progress. The plan resulted in a reduction of 60% from previous estimates of project costs.
• Developed a business case justification and presentation for management, to support the project approval and communications process.

Human Resources And Development Canada – ISPR Project
Project Controls Consultant
August 1993 to May 1994

• Designed the project control system used by EDS for the Income Security Program Redesign (ISPR) Project, a large client /server system implementation for HRD Canada. The system enabled effective management visibility and control of project resources and accomplishment.
• Planned, organized, and staffed the EDS Project Control Office for ISPR, and developed plans for cost/schedule performance management, configuration management, risk management, and the ISPR project work breakdown structure and schedules.
• Ensured adherence to all the SDLC phases, deliverables and standards.

Department Of National Defence - BLIPSS-M
Project Manager
August 1991 to July 1993

• The SOMOS consultant was Project Manager responsible for the design and development of the Base-Level Integrated Personnel Support System - Military (BLIPSS-M). This interactive, on-line system was developed using CICS and DB2, with PACBASE as a CASE tool, the DND System Development Methodology, and appropriate military configuration management and quality assurance standards and procedures. 
• The SOMOS consultant had full project and contract responsibility as well as line responsibility for the project team of twenty.
• Ensured adherence to all the SDLC phases, deliverables and standards.

Department Of National Defence – FSDDIS
Project Manager
August 1991 to January 1993

The SOMOS consultant was project manager and assignment manager for consultants working on-site at DND to develop components of a flight dynamics information management system. 

• Provided leadership, technical guidance, project management expertise, customer liaison, and quality assurance to the consultants.

PWGSC / Canadian General Standards Board – C/SPMS Standard Development
Project Management Systems Advisor
May 1992 to April 1994

• Participated in the Joint Industry/Government Steering Committee to develop the Cost/Schedule Performance Management Standard (C/SPMS). 
• Represented the Information Technology Association of Canada (ITAC) on this committee, and subsequently participated on the working committee to adapt the standard for the Canadian Government Standards Board (CGSB). 
• Worked closely with other industry representatives, and with experts from the Project Support Directorate of Supply and Services Canada, the Treasury Board, Transport Canada, and the Department of National Defence. 
• The SOMOS consultant is identified as one of the authors of the standard.

EDS Canada
Strategic Planner
January 1992-April 1992

• Led a team of four consultants to perform a strategic analysis of EDS Ottawa's Training Business Unit, Business Communications Business Unit, and Network Services Business Unit. The team's recommendations and plans were largely implemented.

Government Telecommunications Agency
Training Designer
May 1991

• Analyzed client training objectives and developed a course on Managing Telecommunications for use by GTA.

Tandem Computers Canada
Project Manager
January 1991-April 1991

• Developed the Project Management plan for EDS's solution for the Canadian Automated Patent System (CAPS), as well as Quality Assurance, Configuration Management, Data Management, and Project Control Plans. The Project Management proposal was evaluated to be compliant with the RFP. The project included the development and implementation of a large document management system for 1.6 million Patent Documents. The technical components included Imaging, LAN, nation-wide WAN, and back-file conversion.

Gandalf Mobile Systems
Market Development Manager
May 1990-December 1990

• Spearheaded the division's drive to expand beyond its traditional taxi-system market. Initiatives included the courier market, short-haul and long haul trucking, and fleet management.

Canadian Astronautics Limited
Program Manager- Interim Mobile Data Satellite System Development
November 1988 to April 1990
 
The program included two large projects for software development of a Microvax/Ultrix-based Hub for control and message switching, and hardware, software, and mechanical design, proto-typing, and manufacturing of a data terminal for mobile truck use. The delivered product became part of the RoadKIT System developed for Telesat Mobile Incorporated. 

• Responsible for ensuring that Gandalf's obligations were fulfilled under a $2.5 million service contract with Canadian Astronautics Limited. 
• Participated in contract negotiations and liaison with subcontractors. 

Gandalf Data Limited
August 1984 to October 1988

• Led a team to investigate the cause of major problems in product delivery and recommend action to eliminate errors. The team made recommendations for changes to the information systems, production operations, personnel training procedures, and sales incentive program. This resulted in a significant improvement in delivery quality.
• Responsible for consulting on quality of all hardware product development. 
• Led the implementation of a new Computer Aided Engineering System and its integration within the product development environment. 
• Set up standards for operation of CAE system, developed and presented courses on basic system use and circuit simulation, and provided expert assistance in circuit and IC simulation.
• Designed, prototyped and brought to market a modem for simultaneous bi-directional transfer of 64 kbps data and voice on a single twisted wire pair. 
• Subsequently managed the transfer of this design to Standard Cell Integrated Circuit by a subcontractor, and managed the development of three products derived from this IC.

Adga Group
Consultant
January 1984-July 1984

• Planned, managed, and provided high-level design development of a radio channel monitoring system.
• Designed part of a 3 GHz radar receiver.
• Performed a VHF paging system coverage survey.
• Circuit and PCB design of a microphone ALC preamplifier.
• Debugged a prototype 845 MHz oscillator for an early MSAT mobile terminal.
• Performed a market survey of portable data terminals.
• Wrote proposals.

Multitone Electronics Limited
Development Engineer
December 1981 to November 1983

• The SOMOS consultant was part of a team to develop a new multi-format paging terminal. 
• Developed an 8088 microcomputer-based system to generate the pager signals and to control the paging transmitter and wrote a software subsystem for message routing (PLM-86).

IBM Canada Limited
Development Engineer
December 1978 to November 1979

• Performed hardware development and support tasks on a Japanese character terminal for the System 34/38-computer system and wrote system test programs for the product.

 Security Clearance
Top Secret (Level III)
 
Languages
English
Conversational French and Spanish
 
Technical Expertise
Applications

• Project Management, Cost, Scheduling
• Project Control Systems
• Human Resources & Personnel Systems
• Financial Systems
• Manufacturing
• Order Processing
• Executive Information Systems

 
Project Management Tools

• Microsoft Project 98 and 2000
• Open Plan
• Cobra
• wInsight
• Primavera
• Excel
• WordPerfect
• Microsoft Word
• Corel DRAW
• Visio
• PowerPoint

 
Technical Environments

• WebSphere
• Lotus Notes
• Java
• Microcomputer
• Network
• Mainframe
• Client-Server
• Data Base Systems

 
Methodologies

• Rational Unified Process
• RAD
• Extreme Programming
• Productivity Plus
• SDLC