Richard G. Email & Phone Number

Burnaby, British Columbia, Canada

Establishing a Project Management Office (PMO) within the Development and Asset Strategies (DAS) Branch. This includes leading a team in standardizing project management practices, monitoring and managing capital resource allocations, and assessing and reporting on the performance of the capital portfolio.

Vancouver, British Columbia, Canada

Established the Business Process Design (BPD) function within the Business Transformation Branch to document, standardize, audit, and monitor business processes across the organization.- Developed an intake process for process design and re-design requests- Created a BPD procedure that detailed the different stages, as well as the activities and deliverables for each- Designed interview guides and conducted 30 interviews with staff when mapping the current state of 120 processes within the Education and Licensing Department using MS Visio- Conducted current state assessments of 80 processes within the Licensing and Registration Branch to show gaps and those that could be standardized- Created 19 procedures for the Real Estate Licensing and Mortgage Broker Registration teams

Brampton, Ontario, Canada

Established an Enterprise Project Management Office (EPMO) (a.k.a., Centre of Excellence and Capital Compliance), which included developing and executing resource management plans to fill gaps in staffing and skills; setting clear goals, objectives and mandates; and creating and managing work plans and $500K operating budgets. Also perform the following:- Assigned staff to manage and work on enterprise-wide projects, as well as assess their performance, approve time-off requests and motivate/coach them to continue delivering quality work- Used researching, analytical and technical writing skills when developing, in collaboration with divisional staff, project standards, templates and guidelines.- Performed root cause analysis when assessing problems and developing solutions. For example, the City lacked a consistent process for evaluating project requests, which led to projects being funded before resources were planned. In collaboration with divisions (e.g., Finance), developed a Corporate Project Prioritization process and Project Summary (e.g., mini-business) template to help ensure alignment with the City’s strategic objectives and assess whether divisions had the capacity to deliver. Both were used to prioritize 408 capital requests for 2023 and re-prioritize over $80 Million- Provided oversight of the City’s $2 Billion capital budget, monitoring the spend rate and identifying and reporting risks and issues to senior leadership. Implemented a project status report and dashboard that was used to monitor project progress and overall capital portfolio health- Coached staff when gathering requirements from divisions for new systems, such as the Project Management Community Site and Lessons Learned Repository, built using SharePoint- Created staff reports and presented updates to senior leadership and City Council on EPMO’s progress

Toronto, Canada Area

Assisted in establishing a Portfolio Management Office (PfMO) to mature and transform the TTC's project management practices, performing the following:- Partnered with four existing Project Management Offices (PMOs), management and consultants when developing and implementing TTC’s Project Management Framework- Managed and mentored two Analysts and two Interns, assigning and reviewing work and providing support- Developed and revised project management standards to align with industry best practices, including Project Scope, Cost and Risk Management- Advised senior leadership when establishing capital program and project governance structures to ensure appropriate oversight was provided and risks and issues were planned and managed- Guided PMOs in completing current state and gap analyses to determine changes needed to implement project management standards within their areas- Developed and tracked program and project performance measures (e.g., schedule and cost variances) and targets- Researched, analyzed, and developed new models and processes. For example, developed a Program Governance Model and Change Control Process- Consulted with PMOs and senior leaders when developing and publishing a Benefits Management Framework to guide staff in tracking and reporting realized benefits- Trained PMOs in applying the Benefits Management Framework and project management standards to projects- Delivered IT/digital transformation projects following a Design-Build procurement strategy. For example, implemented the TTC Portfolio Dashboard, built using MS Excel and MicroStrategy, that showed the performance of 230+ programs and projects- Managed process improvement projects following the Plan-Do-Check-Act framework. This included documenting processes in value stream maps- Created project, scope, schedule, cost, change and benefits management plans used to monitor and report the performance of transformative projects from needs assessment to handover

Toronto, Canada Area

Implemented and monitored transformative projects that improved and standardized processes within the Capital Projects Group (CPG). This included performing the following:- Led unionized staff and consultants, in a matrix environment, in developing stakeholder engagement plans and engaging with stakeholders for office moves as part of the Office Modernization Program- Managed projects within the Capital Project Group (CPG). For example, used rolling-wave planning to develop project schedules and parametric and bottom-up estimates to develop budgets for transformative (e.g., CPG Staff Co-location) and continuous improvement (e.g., Capitalized Labour Process Improvements) projects using MS Project and Excel- Negotiated with functional managers to ensure project teams were sufficiently resourced- Developed change management and project plans for CPG’s re-organization and electronic data and records management systems implementation initiatives- Facilitated process review meetings aimed at documenting the as-is capitalized labour process to determine pain points and potential improvement opportunities and developed models in MS Visio- Developed and reviewed project and staff reports for CPG process improvements and funding requests- Created and presented change implementation strategies for new enterprise-wide project management and asset management systems, project management procedures, and staff relocations to the Vice President, Contracts and Controls- Developed and maintained risk registers, issue logs, and resistance plans for staff relocations, escalating issues to senior management and aiding in creating resolutions and action plans

Toronto, Canada Area

Used my knowledge and experience in business analysis, process improvement, and benefits management when assisting in planning and delivering the Financial Planning, Analysis, and Reporting System (FPARS) Project. This included the following:- Consulted with Divisions in gathering their current state processes relating to inputting and tracking service levels and performance measures in SAP, and created process models using MS Visio- Conducted process review meetings with Divisions, gathering objectives and strategies, conducting gap analysis, and providing recommendations to optimize processes- Researched and created policies and strategies (e.g., quality assurance) to guide the Enterprise Performance Management project team in delivering better customer service to client Divisions- Led the City-wide ‘Value Realization for Multi-Year Operating Budget Process Changes’ project, creating a work and communication plan, time-to-completion forecast, and issue log using MS Excel- Presented the Value Realization project to Division Heads at monthly Cluster Working Group meetings- Trained project team members (e.g., Senior Financial Planning Analysts) in using Lean techniques, such as Voice of the Customer (VOC), to determine the customer experience for implemented changes to processes- Executed the Value Realization project plan, facilitating 30 workshops with six Divisions in a pilot study from September to November 2017 to gather feedback from changes to budget processes- Developed performance measures (e.g., percentage of workshops completed) and provided a weekly project status update to the Project Director- Conducted thematic and statistical analyses on data collected during Value Realization workshops to determine the benefits and costs from implementing the SAP Public Budget Formulation (PBF) module

Toronto, Canada Area

Used my knowledge of quality management, business analysis, and process improvement when enhancing HQO's healthcare IT systems and business processes, with the aim of providing better customer service and patient outcomes. This included the following:- Managed IT/IS projects from needs assessment to handover to the business in an Agile development environment. For example, elicited requirements from business users when enhancing web applications (e.g., Quality Compass, QIP Navigator and Quality Improvement Reporting and Analysis Platform) using interviews, surveys, online forms, and focus groups. This information was used to create requirements documentation, use case models and narratives, and BPMN and SIPOC process diagrams that were needed to design, develop, test, and deploy solutions- Conducted stakeholder analysis, which included defining the stakeholder communication approach and creating a RACI Matrix- Monitored project schedule and budget baselines using earned value and trend analyses- Defined and standardized requirements management processes (e.g. requirements prioritization and tracing processes)- Conducted gap analyses for existing processes to determine pain points and improvement opportunities to better meet user needs. For example re-engineered the Change Control Process and implemented a Change Control Board to identify, evaluate, and prioritize project change requests- Represented the Quality Improvement Branch as a co-chair on the Organization Index Working Group, which was tasked with reviewing I&IT best practices and trends and recommending and implementing changes to the SQL database to better serve the organization’s needs- Coordinated the work of vendors, reviewing completed work based on contract specifications and pre-defined performance metrics- Coordinated user acceptance and systems testing, which included defining acceptance and evaluation criteria, developing test plans and gaining sign-off from the business users

Toronto, Canada Area

Collaborated with staff and distributors in enhancing CaseWare's Financials product, which is a robust system used to automate financial statement development and distribution following IFRS, ASPE, and GAAP accounting standards. This included the following:- Supervised and coached three Quality Assurance (QA) Analysts, which included prioritizing and reviewing work, providing guidance and motivation and promoting continuous learning- Assisted the QA Manager in conducting staff performance reviews and completing the new employee hiring process (e.g. screening resumes and interviewing candidates)- Performed feasibility and cost-benefit analyses to determine the organizational, operational, and technical impact that a process or policy change would have on processes, products, and services- Developed quality assurance and control standards, processes, metrics, and templates (e.g., test plans) to ensure project deliverables met user expectations in Agile and Waterfall development environments- Planned and delivered quality management work packages (e.g., regression, integration and user acceptance testing (UAT)), which included developing test plans based on lessons learned, creating and reviewing test scenarios and cases, building mock data, assigning staff work using Jira, assessing defects posted by junior staff in Jira and ensuring all defects were resolved and tested before project closure - Prioritized multiple concurrent projects based on scope, risk and fixed resources (e.g. time) - Assessed potential project risks and worked with the Product and QA managers in developing mitigation strategies for each risk that had medium to high impact and probability- Conducted quality audits, which included analyzing testing processes for potential improvement opportunities, creating a repository of lessons learned and presenting solutions to management- Negotiated with and resolved conflicts that arose between the QA team and other teams (e.g. Development)

Toronto, Canada Area

Worked the the Financials Team to ensure changes to the Financials product were tested from a customer's perspective, with all defects reported, tracked, and resolved before product releases. This included the following:- Tested features to ensure that the delivered code met the design requirements, posted failures/defects in Jira, and tested resolutions to ensure that the failure did not replicate - Conducted quality assurance and control activities, including developing quality checklists for each product release, reporting risks using Jira and performing quality audits of processes- Created test plans, scenarios, and test cases for software features, which were based on user acceptance and evaluation criteria- Performed regression, UAT, performance, system, exploratory and end-to-end testing- Verified and validated requirements using prototypes and structured walkthroughs, and gained sign-off from end users- Collaborated with software developers, support staff and customers when rolling out new software releases and troubleshooting complex issues to meet our clients’ needs and deadlines- Created dashboards in Jira to track defects to resolution and evaluate the quality of the solution and approach post-deployment- Participated in lesson learned sessions, taking notes and providing input to help make future projects more efficient- Investigated ways to improve the product to better serve our customers, posted these improvements in Jira, performed cost-benefit, impact, and feasibility analyses for the improvements and presented findings to management

Master Of Business Administration In The Management Of Technology And Innovation, Information Systems, 3.83 Out Of 4.00

Completing the MBA/MTI program at Ryerson was an exciting opportunity to interact with diverse groups when completing various projects..

Bachelor Of Science, Business Administration (Concentration Accounting), 3.99 Out Of 4.00

Activities and Societies: Beta Alpha Psi (accounting society), Students in Free Enterprise (SIFE), and Beta Gamma Sigma (business honours.

Process Improvement

Accounting

Accounting, 8.00 Out Of 9.00

I enhanced my knowledge of the Canadian personal and corporate tax laws.