Project manager responsible for:FIM to MIM 2016 Upgrade and development of contractor portalLaptop EvergreenVideo CollaborationNew office infrastructure build

As one of the two PMs reporting to the Program Manager, I was responsible for a range of PM activities including project planning and scheduling, task management and ongoing status reporting for project sponsors, project Steering Committee and the Executive team. I was responsible for tracking, reporting and delivery of all project tasks in the Project Action Register which included deliverables by three different vendors.I managed the project Risk Register through regular updates and in collaboration with the Program Manager. Led the Quality Assurance teams on both IT and the Business sides (User acceptance testers) through developing, planning and execution of 11,000+ test cases which were performed on 4 different environments built for the platform.Applied strict quality standards for developing and adopting QA processes for 6+ direct reports in my team to ensure the new Contact Centre solution testing was carried out with the highest degree of due diligence. This included designing a SharePoint testing management tool and a testing dashboard which allowed for effective collaboration and management of the testing process, as well as reporting for the senior management on the progress of testing.Was in charge of a stringent Change Control process for the entire platform while in development and during the project warranty period post go live.Led several activities related to organizational readiness and change management, including IT and Contact Centre Operational Readiness.Played a key role in planning for the Conversion Weekend and the associated dry runs, as well as in execution of the conversion tasks and the post go live support.

I joined the Solutions group at WorksafeBC to help with the development of the RFIQ and acquisition of a suitable Unified Communications and Contact Centre Solution to meet the organization’s technological and functional demands. Due to my many years of experience managing the implementation of this type of technology I was able to provide the required guidance to ensure the product selected would not only meet the technical requirements but also ensure the solution met all the business needs based on increased efficiency, improved customer service and cost savings.

As the business analyst for two enterprise projects my initial duties were to elicit business requirements using interviews, document analysis, surveys, site visits and business analysis in multiple initiatives simultaneously. In parallel, my role as the project technical lead put me in charge of the technical planning, building, and migration of the NEC phone system including other responsibilities such as managing deadlines, milestones, assignments, resources, and coordination of the implementation team.

Assigned as project lead to upgrade 234 dot matrix printers installed at 115 driver license offices (DLO's) throughout British Columbia. These printers support key driver licensing transactions printing off approximately 2.4 million Driver Licensing documents per year. The printing of these documents is a critical step in providing ICBC Customers, Police, Courts and other enforcement agencies and jurisdictions with the government documentation that maintains the integrity of BC’s Driver Licensing program. The success of this project lead to reduced risk of reliance on aging, unsupported and unsustainable hardware, reduce maintenance and support costs, positioned DLOs to make use of new technology, improve efficiency and customer experience, and addressed printing requirements from new initiatives while also making appropriate changes to existing applications and business processes.

Implement Cisco VoIP solution throughout British Columbia (total 76 locations - 7000 end-points). As the project lead I am responsible for successful planning and follow-through that ensures timely and high-quality completion of the project. This includes managing a project during the implementation lifecycle through to the transition to support. I work as part of a dynamic team in a very technologically demanding environment.

My position was integral for the delivery segment of the Professional Services Organization. I was responsible for managing our customer engagements from post sales, project management, through to support transition. In addition to traditional project management responsibilities, I provided technical and business analysis by directly consulting with the sponsors to discover how the technology can best be utilized to maximize the customer’s value. My success was defined as having satisfied the end customer and delivered the project within scope and on budget.Successful completed projects for Intrawest Corp, Workers Compensation Board, Sony Canada, British Columbia Automobile Association, Stanford Federal Credit Union, Teligence, Show Time Tickets, Grant Thornton, Wilson Fuels, North Shore Credit Union.