Project Management of Operational technology and Information technology projects.

Implementing multiple technology upgrade and technology refresh projects across all business units. Working with a provincial team of dedicated professionals that demonstrate their "Safety First" culture.

Responsible for end-to-end management of major healthcare related projects. Leading a diverse team through concept, scope, requirements, build, test, business change management and deployment activities. Communicating clearly to a range of stakeholders relevant expectations, forecasts, risks and progress. Personal Achievements:- Project Manager on the initial successful Provincial Electronic Health Record (EHR) Project- Leading subsidiary EHR related projects to closure including Data Warehousing, Registry upgrades and Client Access systems.- Record of delivery resulting in being requested to re-writing the Project Delivery Process - Recognized for maintaining a high quality, detailed and current project plans - Recognized for clear and succinct status reports- Recognized for leadership and for providing Leadership training and Mentoring

Responsibilities included the management of projects in multiple business and clinical areas. Scope of work includes initiatives at both the Eastern Health level and the provincial level. Assignments included the purchase of an Oncology System, Synaptic Reporting in Meditech, Registry improvements, Nurse Navigator, Screening Programs, PACS and Tele-health. Personal Achievements:- Successfully delivered wide range of projects- Lead the team developing the Project Management Methodology- Lead the purchase of a new Project Management system

Responsible for the introduction of SAP into the Cumberland Health Authority as part of the Provincial HASP Project. Duties include:- Change Management- Technology Management- Training Management- Project Management

Responsibilities included the management of IT Operations; supporting a 24X7 Operations team providing support for the complex gaming and business solutions deployed by ALC. Successfully managed an internal facing Service Desk providing effective technical support to 500 ALC employees. Personal Achievements:Reduction in Time-To-Recovery (TTR) by development of a TTR process to review and make recommendations for improvementsReduction in unplanned outages by implementation of enhanced security, topology discovery, Patch Management process and Change Management processImproved reporting and communication by the development of a Problem/Issue Management site, metrics program and Service Level agreementsChange Management process improvements, passing an external audit with no findings for the first time in 2008Lead the Service Desk to achieve an 82% approval rating in 2008

Responsible for the success of the QC team, ensured that the solutions delivered meant the defined requirements at each stage of development. Demonstrated results in tracking defects, reporting results, and suggesting improvements. Built positive relationships with the project team, the business and senior management. Personal Achievements:Completion of baseline test cases. Using a project methodology that identified slack times in delivery the team was able to complete this long outstanding taskStandardized Metrics program that allowed for clear reporting of progress, issues and time remaining. This also allowed comparable input for future estimationImprovements to the QC process and the Software Delivery process. Inserted the QC team earlier into the development process. Benefits included more accurate estimation, allowing the requirements to be reviewed for testability and improved defect tracking in earlier project phases

Responsible for the management of a CMM Level 3 application support and development team, that often exceeded 50 developers, delivering over 20 projects concurrently and supported over 8 different applications for a major Tel Co. Duties include both technical roles of project/application oversight and non-technical roles of HR/Staff Management/Company development. Personal Achievements:Managed a large team through successful CMM II and CMM III assessments within 8 monthsManager of first application development team awarded a contract to build an application for a Major Tele Co. by demonstrating results on large application enhancementsContributed to the Management Development program on request from Senior ManagementDemonstrated leadership and IT skills allowed the expansion of the team from 8 to over 50 reports