David M Brown, Sr Proj Mgr and Bus Sys Analyst

DAVID MICHAEL BROWNSenior Project Manager & Business/Systems Analyst

Telephone: (613) 859-7587, E-mail: [email protected]

Leadership, Business Knowledge, Technical Expertise

PMP certified Project Manager and Business/Systems Analyst with extensive experience in the telecommunications industry. Proven track record of successfully delivering complex, matrix management projects on time and within budget. Level II (Secret) security clearance valid until September 2015.

Strengths include excellent negotiation and communication skills as well as significant experience working directly with senior management, cross-functional teams, vendors and customers. Strong commitment to information sharing and continuing education. Areas of expertise include:

Scheduling and Budgeting Requirements Gathering, Documenting and Testing Risk Assessment and Management Network and Application Security Scope Management Asset Management Change Management Mentoring

Incorporated as DLLN Consulting Inc. since 2006. DLLN Consulting Inc. is a professional consulting company focused on senior project management and business and security analysis.

PROFESSIONAL EXPERIENCEWORK HISTORY

2015 1.5 months Microsoft Canada/Alberta Health Services 1 project (#29)2014 – 2015 3.5 months Microsoft Canada/Government of Saskatchewan 1 project (#28)2014 9 months Microsoft Canada/Health Canada 1 project (#27)2013 – 2014 7 months Microsoft Canada/Department of Finance 1 project (#26)2013 – 2013 2 months Environment Canada 1 project (#25)2013 – 2013 4 months Environment Canada 1 project (#24)2011 – 2012 16 months Innovapost/Canada Post 1 project (#23)2009 – 2010 2 months Innovapost/Canada Post 1 project (#22)2007 – 2009 24 months Innovapost/Canada Post 5 projects (#’s 17-21)2006 3 months Bell Canada 1 project (# 16)2006 7 months Streamdoor Services Incorporated 1 project (# 15)1997 – 2006 107 months Bell Canada 6 projects (#’s 9-14)1994 – 1997 36 months Bell Sygma 3 projects (#’s 6-8)1994 1 month Bell Canada 1 project (# 5)1993 – 1994 15 months Stentor Resource Centre Incorporated 1 project (# 4)1988 – 1992 56 months Bell Canada 3 projects (#’s 1-3)

Project 29Microsoft Canada, Calgary, Alberta May 2015 – Jun 2015Project Manager – Microsoft Consulting Services (MCS) (1.5 months)

Alberta Health Services Windows Upgrade Planning

Engaged to assist the Alberta Health Services (AHS) plan for an upgrade of approximately 80,000 workstations from Windows XP to Windows 7. Provided working drafts of:o a work breakdown structure and Gantt schedule addressing device readiness, application

readiness, location / end user readiness, and deployment activities; ando a straw-model Project Plan for building the AHS Configuration Management tool’s

deployment capability and validating its ability to handle capacity deployments.

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Project 28Microsoft Canada, Regina, Saskatchewan Dec 2015 – Apr 2015Project Manager – Microsoft Consulting Services (MCS) (3.5 months)

Government of Saskatchewan Next Generation Desktop Project

Engaged to bring the final deployment phase of a 14 month, $6.7M Windows 7 upgrade project for the Government of Saskatchewan to a successful completion. Deployed almost 4,900 workstations over a three month span and managed the onsite customer relationship as well as both onshore Microsoft resources and offshore Microsoft Global Delivery resources in India.

Project 27Microsoft Canada, Ottawa, Ontario Apr 2014 – Dec 2014Project Manager – Microsoft Consulting Services (MCS) (9 months)

Health Canada Application Compatibility for Windows 7 Project

Engaged to manage a six month, $1.2M project at Health Canada to create deployable application “packages” that layer on top of the core Windows 7 image using Microsoft Installer (MSI) and Microsoft Application Virtualization (App-V) packages. Also included is the conversion of older MS-Access applications to MS-Access 2010.

Project 26Microsoft Canada, Ottawa, Ontario Sep 2013 – Mar 2014Project Manager – Microsoft Consulting Services (MCS) (7 months)

Canadian Department of Finance Windows 7 Deployment Project

Successfully completed a six month, $1.49M project at the Canadian Department of Finance to migrate from Windows XP and Office 2003 to Windows 7 and Office 2010 by March 31, 2014 to meet Treasury Board Secretariat requirements. Managed a team of up to four onsite Microsoft employees and four onsite subcontractors. Primary interface between all stakeholders at Microsoft, Department of Finance, Shared Services Canada, and a Microsoft subcontractor.This project was very challenging due to the time constraints made worse by a 3 week blackout in the middle of the project leading to a 5 week deployment timeline to 1,000 devices. As a central agency of government, failure was not an option in terms of missing the March 31 deadline set by government so this meant a high volume of migrations each day of the week and long days to ensure any issues were resolved by end of day.Department of Finance Chief Information Officer complemented Microsoft on the team's professionalism, dedication, knowledge, and work effort and stated that going with MCS was a key factor in their success.Managed six separate yet interdependent work streams:

o Application Factory – This work stream created deployable application “packages” that layer on top of the core image, using automated tools for compatibility and remediation. Managed a team of subcontracted Application Compatibility specialists who migrated 105 applications from Windows XP to Windows 7, creating Microsoft Installer (MSI) and Microsoft Application Virtualization (App-V) packages that were deployed via SCCM 2012.

o Image Engineering – This work stream provided a standardized corporate desktop image, taking into account hardware, security, performance and localization requirements, applications, deployment and management. Built and tested new Windows 7 and Office 2010 image to replace existing Windows XP and Office 2003 image.

o Deployment Engineering – This work stream configured an SCCM 2012 implementation for the purpose of automating the tasks that occurred during deployment of the Windows 7 image and associated applications.

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o Core Infrastructure – This work stream designed and implemented the core Microsoft infrastructure services Microsoft BitLocker Administration and Monitoring (MBAM), Advanced Group Policy Management (AGPM), and Key Management Services (KMS).

o Wave Deployment – This work stream assisted with Zero Touch & Low Touch deployment of the approved image using a pilot and wave deployment strategy using a time-boxed approach. This work stream validated that the solution was production ready. Scheduled and managed operating system and application deployment to up to 950 network users, 1,000 network workstations, and 300 home use laptops.

o Configuration Management – This work stream introduced System Centre Configuration Manager (SCCM) 2012 to replace existing Systems Management Server (SMS).

Project 25Environment Canada, Gatineau, Quebec Jun 2013 – July 2013Senior Business Analyst – Major Projects Office (2 months)

Continuation of previous project (#24) where scope changed to update majority of devices in place from Windows XP to Windows 7 where platform compatibility allowed. Primary focus of role was on identifying “in service” devices to be upgraded and cross-reference this data with user information (department/branch/location) in preparation for optimizing the deployment process.

Project 24Environment Canada, Gatineau, Quebec Jan 2013 – May 2013Senior Business Analyst – Major Projects Office (4 months)

Engaged to develop a repeatable deployment process for a department wide workstation renewal project. The goals of the project are twofold: 1.) refresh approximately 4,500 Environment Canada workstations across Canada and migrate to the Windows 7 operating system via a series of rolling waves of deployments; 2.) create a deployment methodology that can be adopted by the EC daily operations teams to use for future hardware or software upgrades.

o Engaged and interviewed representatives from all Branches of Environment Canada to gather and document application requirements.

o Engaged all project stakeholders, including members from the outside vendors as well as the internal warehouse, service desk, software engineering, software packaging, and software license management teams.

o Designed, socialized, tested, and received buy in for a corporate-wide hardware and software deployment program that will eventually be adopted by the existing EC daily operations teams.

o Extensive use of MS-Visio is used to build cross-functional (swim lane) process maps.

Project 23Innovapost, Ottawa, Ontario Feb 2011 – May 2012Senior Consultant – Infrastructure Services (16 months)

Accountable for major IT infrastructure projects at Canada Post, Purolator and Innovapost including wireless communications, ADSL and cable Internet installations, VPN solutions, and WAN/LAN refreshes.

o Managed and coached a team of project managers running data and voice infrastructure projects connecting locations all across Canada ranging in size from small retail outlets in the northern Territories, to office towers, to mail sorting and distribution plants, and to Canada Post data centres.

o Managed and optimized bill reporting and reconciliation processes for data and voice infrastructure services.

o Implemented general process improvements with respect to project management, status reporting, and client communications.

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o Used MS-Visio to document and communicate “As-Is” process and system flows and gaps as well as designed “To-Be” improvements which were ultimately accepted and implemented.

o Established primary liaison positions with Purolator International and Canada Post Retail client teams to address critical problems and review project scope, schedule, budget, and quality and to ensure that required quality standards and exit criteria were met.

o Designated as Alternate Corporate Security Officer (ACSO) for local work office.

Project 22Innovapost, Ottawa, Ontario Nov 2009 – Jan 2010Operations Prime – Security Program (2 months)

Innovapost Daily Operations of Antivirus and Patch Management

Accountable for defining, rolling out and managing the daily operations of the services before training of and providing knowledge transfer to an Innovapost employee.

o Built standardized reporting process for antivirus and Microsoft security patch status for 1,000 Innovapost workstations based upon the BigFix Enterprise Suite and Trend Micro Antivirus, making extensive use of MS-Excel.

o Prioritized and managed the correction of deficient workstations.o Provided primary interface between service technicians and end users. Explained

compliance issues to users and ensured that service technicians had sufficient information necessary to work effectively to correct outstanding security defects.

o Developed ongoing processes to keep Innovapost asset database up to date (totalling approximately 1,800 active and non-active laptops, workstations and servers cross referenced with users, contact information and locations). This included processes for highlighting and locating devices for which the listed owner was no longer an active employee, investigating misplaced or mislabelled devices, providing a list of devices which could not be located to the Chief Information Officer for further follow up, performing network search and discovery routines for unknown devices, and adding new devices which were found during investigations.

Project 21Innovapost, Ottawa, Ontario Jan 2009 – Feb 2009Senior Business Analyst – Security Program (2 months)

Asset Management Software Assessment

o Evaluated two corporate IT infrastructure asset management software applications (BigFix and CA Asset Management) for Innovapost’s Chief Information Officer.

o Scheduled asset management software vendors to perform Proof of Concept projects for Innovapost and directed resulting trials.

o Documented requirements and expectations, developed evaluation criteria, managed team of eight trial participants, gathered test results and presented findings to Innovapost’s Chief Information Officer, trial participants and vendors. Extensive use of MS-Excel and MS-PowerPoint.

Project 20Innovapost, Ottawa, Ontario Jul 2008 – Jan 2009Operations Prime – Security Program (7 months)

Canada Post/Innovapost Daily Operations of Antivirus and Patch Management

Upon completion of the Centralized Antivirus and Patch Management IT infrastructure projects (#17 and #18 detailed below), was accountable for defining, rolling out and managing the daily operations of the services for the first six months before providing training and knowledge transfer to an Innovapost employee.

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o Managed rollout of monthly Microsoft security patches in multiple waves across staging, development and production servers residing in hosted data centres as well as employee workstations (approximately 11,500 devices in total) spread out across all of Canada.

o Chaired regular weekly conference calls with server support, application development and end user teams of up to 40 people to define the monthly patch schedule based upon release dates and production dependencies.

o Managed competing time and security requirements of server administrators, application developers, release managers, end users, and senior managers via use of both regular and ad hoc communications (e.g. formal e-mails, meetings and conference calls, one-on-one sessions, solicitation of concerns and options, and issuance of official process documentation) to resolve issues and negotiate alternative solutions.

o Monitored success of patch rollout across multiple test and production environments, communicated issues, addressed deficiencies, and received signoff to either move to next patch wave or roll back previous patch wave.

o Monitored patch release schedule and results using IBM Information/Management (Info/Man) mainframe application.

o Presented monthly, weekly and, at times, daily status and compliance metrics to the executive management team comprised of the Innovapost Chief Information Officer, Canada Post General Manager and CGI Vice President along with associated Directors using MS-PowerPoint.

Project 19Innovapost, Ottawa, Ontario May 2008 – Nov 2008Senior Business Analyst – Client Proposals (7 months)

MS-Outlook 2007 E-mail Upgrade Project

Project aimed at upgrading Innovapost’s and Canada Post’s pre-existing e-mail service hosted in a CGI data centre to an infrastructure based upon MS-Outlook 2007.

o Provided primary interface between CGI (the e-mail service provider) and Innovapost to gather and review proposals and challenge costs and designs.

o Gathered and reviewed proposals, challenged costs and designs for an upgrade to their outmoded e-mail infrastructure to MS-Outlook 2007.

o Wrote proposals to upgrade the Canada Post and Innovapost e-mail systems with goal to provide 1) improved service levels, 2) increased mailbox size, 3) Service Level Agreements terms that incorporate industry standard financial penalties for failure to achieve the service levels, and 4) alignment of ongoing costs to industry pricing.

o Presented the proposals to the Innovapost and Canada Post executive teams.

Project 18Innovapost, Ottawa, Ontario Mar 2007 – Feb 2009Senior Project Manager – Security Program (24 months)

Centralized Antivirus Services IT Infrastructure Project

Built and rolled out a centrally managed single vendor antivirus solution to all Canada Post and Innovapost workstations, laptops, and servers across Canada (approximately 11,500 devices in total). This solution replaced the multiple antivirus services that were in place prior to its introduction, standardizing on a single vendor product suite. In addition, the new centralized antivirus management standardized the support processes, established multi-location redundancy for the backend infrastructure to ensure business continuity in the event of a power failure or other emergency issue, and enabled the client to be aware of vulnerable devices and provide updates/countermeasures across the entire network environment.

o Provided primary interface between CGI (the antivirus service provider) and Innovapost to gather and review proposals; challenge costs and designs; enumerate, review and

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manage risks and constraints; and manage overall implementation of the centralized antivirus services project.

o Wrote the Canada Post and Innovapost charters and proposals, created and managed the project work breakdown structure in MS-Project, and built and tracked the project budget and deployment and monthly forecast metrics in MS-Excel.

o Determined and negotiated project roles, responsibilities, availability, and budget requirements to ensure necessary resources were available at appropriate times from across the Innovapost development, operations, and support teams.

o Presented monthly, weekly and, at times, daily status using MS-PowerPoint to the executive management team comprised of the Innovapost Chief Information Officer, Canada Post General Manager and CGI Vice President along with associated Directors.

o Developed creative means to cross reference backend reports from the antivirus solution, the Innovapost asset database, network search and discovery tools, Active Directory, and the Innovapost employee list to monitor deployment status and locate problem devices.

o Performed a onetime clean-up of the Innovapost asset database containing approximately 1,800 active and non-active laptops, workstations and servers. This included highlighting and locating devices for which the listed owner was no longer an active employee, investigating misplaced or mislabelled devices, providing a list of devices which could not be located to the Chief Information Officer for further follow up, performing network search and discovery routines for unknown devices, and adding new devices which were found during investigations.

o Led team of approximately 30 people comprising business analysts, operations managers, release managers, and senior consultants and CGI Sub-Project Manager.

o Successfully led team through Proposal Creation, Development and Implementation phases as well as Operations Readiness Testing and Lessons Learned, ensuring signoff from all appropriate sponsors and stakeholders at each stage.

Project 17Innovapost, Ottawa, Ontario Mar 2007 – Feb 2009Senior Project Manager – Security Program (24 months)

Centralized Patch Management Services IT Infrastructure Project

Built and rolled out a centrally managed single vendor patch management solution to all Canada Post and Innovapost workstations, laptops, and servers across Canada (approximately 11,500 devices in total). This solution standardized on a single vendor product suite. In addition, the new centralized patch management solution standardized the support processes, established multi-location redundancy for the backend infrastructure to ensure business continuity in the event of a power failure or other emergency issue, and enabled the client to be aware of vulnerable devices and provide updates/countermeasures across the entire network environment.

o Provided primary interface between CGI (the patch management service provider) and Innovapost to gather and review proposals; challenge costs and designs; enumerate, review and manage risks and constraints; and manage overall implementation of the centralized patch management services project.

o Wrote the Canada Post and Innovapost charters and proposals, created and managed the project work breakdown structure in MS-Project, and built and tracked the project budget and deployment and monthly forecast metrics in MS-Excel.

o Determined and negotiated project roles, responsibilities, availability, and budget requirements to ensure necessary resources were available at appropriate times from across the Innovapost development, operations, and support teams.

o Presented monthly, weekly and, at times, daily status using MS-PowerPoint to the executive management team comprised of the Innovapost Chief Information Officer, Canada Post General Manager and CGI Vice President along with associated Directors.

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o Developed creative means to cross reference backend reports from the patch management solution, the Innovapost asset database, network search and discovery tools, Active Directory, and the Innovapost employee list to monitor deployment status and locate problem devices.

o Led team of approximately 30 people comprising business analysts, operations managers, release managers, and senior consultants and CGI Sub-Project Manager.

o Successfully led team through Proposal Creation, Development and Implementation phases as well as Operations Readiness Testing and Lessons Learned, ensuring signoff from all appropriate sponsors and stakeholders at each stage.

Project 16Bell Canada, Ottawa, Ontario Nov 2006 – Jan 2007Senior Project Manager – Change Control Officer (3 months)

Chairman of change control board made up of Directors from the client (Innovapost), telecom (Bell Canada) and system integrator (CGI) project teams:

o Ensured that client’s requirements were met while keeping within the service integrator’s capabilities and the network provider’s contractual agreement.

o Accountable for managing overall change process on major project rolling out IT infrastructure upgrades to 700 sites across Canada for Canada Post Corporation.

o Accountable for ensuring continued contract compliance with Sarbanes-Oxley Act.o Tracked and accountable for over 400 change requests and deficiency reports within

three month period. Made extensive use of MS-Excel for tracking and communicating metrics.

Project 15Streamdoor Services Inc., Ottawa, Ontario Apr 2006 – Oct 2006Director – Project Management (7 months)

Streamdoor Services Inc. was a new Canadian start up company providing Hosted Internet Protocol Call Centre solutions on a white label basis to Bell Canada:

o Developed and instituted project management framework within Streamdoor, including the use of work breakdown structures, action registers and regular status reporting.

o Provided primary interface between Bell project manager, Streamdoor management team, and data centre equipment and software vendors.

o Accountable for purchasing all IT infrastructure for, and implementation of, two new data centres located in Toronto and Montreal. (Two geographically separated but technologically interconnected data centres were required to ensure business continuity in the event of a localized disaster.) This included approximately $600 thousand for servers, $2 million for networking and telephony equipment, and $1.7 million for associated software.

o Reported directly to Bell and Streamdoor executive teams.

Project 14Bell Canada, Ottawa, Ontario Jan 2005 – Mar 2006Senior Project Manager – Enterprise Marketing (Valued Added Services & Mergers and Acquisitions)

(15 months)

Senior Project Manager accountable for two major projects: the spin-off of a new security-focused Bell subsidiary for Bell’s largest customers (Bell Security Solutions Inc.) and the build of a new Internet-based conferencing product:

o Successfully completed $9M project, on time, over-spec and $475K under budget, which included construction and renovations, implementation of internal Finance and Human Resources systems, and development of the internal network and communication services. Made extensive use of SAP, MS-Project, MS-Excel and MS-PowerPoint to manage team of approximately 20 people consisting of managers, business and systems

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analysts, security experts, communications specialists, interior designers, and construction professionals.

o Managed, co-ordinated, organized and led cross-departmental cross-disciplinary and inter-corporate team (Bell Canada, Bell Conferencing, Bell Network Implementation, Bell IS/IT and Bell’s largest conferencing customer) in a complex, matrix management environment.

o Monitored construction and renovation results, managed deficiencies via risk management and change management processes.

o Managed the procurement of all relevant office furniture and related tools, communications and network infrastructure and internal security systems for a Protected B classified environment (e.g. door locking systems, cameras, and swipe cards).

o Successfully negotiated directly with suppliers, contractors, internal finance team and senior directors to improve delivery and payment cycles and establish approval and reporting processes for project.

o Reported directly to president of new subsidiary and senior executive team.

Project 13Bell Canada, Ottawa, Ontario Aug 2003 – Dec 2004Business Analyst – Security and IP/BB Fault Mgt & Surveillance (17 months)

In addition to the continuing accountabilities as Business Analyst Systems – IP/BB Fault Mgt & Surveillance took on role of Business Analyst – Security, responsible for ensuring projects delivered solutions that met or exceeded Bell Corporate Security’s policies and requirements:

o Provided primary interface to Bell Corporate Security team on project delivery teams.o Provided subject matter expertise on security issues involving Authentication,

Authorization and Auditing during project delivery. Security responsibilities also included ensuring that technical solutions, plans, and procedures dealt with all legally and corporately mandated business continuity and disaster recovery requirements.

o Addressed firewall, network and application security issues on delivery projects.

Project 12Bell Canada, Ottawa, Ontario Oct 2002 – Jul 2003Business Analyst Systems – IP/BB Fault Mgt & Surveillance (10 months)

Business Analyst Systems responsible for delivering fault management and surveillance solutions for Bell’s Internet Protocol and broadband networks:

o Provided operational systems and network expertise on Internet Protocol and broadband fault management and surveillance solutions within Bell data centres.

o Worked directly with Level 2 and Level 3 Operations teams, external vendors and developers, Corporate Security and Internal Communications Network teams to provide effective and efficient fault management and surveillance solutions.

o Took lead role on projects in defining network requirements and developing traceability matrices for fault management, surveillance, performance management and customer connectivity solutions.

Project 11Bell Canada, Ottawa, Ontario Feb 2002 – Oct 2002Lead Business Analyst Systems – MQSeries Middleware (9 months)

Lead Business Analyst Systems responsible for implementing, operationalizing and improving Bell’s MQSeries middleware infrastructure. IBM’s MQSeries middleware is used to inter-connect numerous Bell Canada legacy and e-portal applications and provide an effective business-to-business solution for a number of Bell’s major suppliers and customers:

o Provided subject matter expertise on MQSeries and middleware solutions within Bell.o Single point of contact within Bell’s IS/IT department on MQSeries middleware issues.

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o Worked directly with Bell’s Chief Architect as well as the Corporate Security and Internal Communications Network teams to provide effective, efficient middleware solutions to application development teams.

Project 10Bell Canada, Ottawa, Ontario Apr 1998 – Feb 2002Operations Project Mgr – High Speed Access Services (46 months)

Project Manager responsible for implementing, operationalizing and improving Bell’s Digital Subscriber Line (xDSL) services. These are mission critical, multiple-deliverable projects:

o Directed multiple projects using cross-disciplinary and inter-corporate (Bell Canada, CGI, IBM, Bell Nexxia, Bell ActiMedia and BCE Emergis) teams (some as large as 50 people) of subject matter experts including operations primes, end users and business and systems analysts in a complex, matrix management environment.

o Successfully launched Sympatico’s first High Speed Access service within stretch target of four months through innovative use of phasing in manual through automated processes and strong negotiations with operational and support teams, allowing Bell to enter consumer Internet access market on an accelerated time schedule.

o Responsible for assessing all operations impacts to the company, including technological, operational and inter-corporate.

o Responsible for production and verification of all xDSL related methods and procedures throughout the company, including order management, provisioning and assigning, network configuration and surveillance, installation and repair, business continuity and disaster recovery, and trouble management.

o Responsible for budget (tracked in SAP and MS-Excel), status and phase completion presentations (using MS-Project and MS-PowerPoint) to both senior management and officer levels of the corporation.

o Successfully led team through Opportunity Assessment, Feasibility, Development, Implementation and Normalization phases including Technology Trials and Operations Readiness Tests.

o Was a volunteer member of Bell Security’s Y2K business continuity taskforce which monitored the gradual turnover of 1999-2000 from time zone to time zone and was ready to respond to any issues when as they may have presented themselves.

Project 9Bell Canada, Ottawa, Ontario May 1997 – Apr 1998Project Manager – ATM Ordering and Provisioning (12 months)

Project Manager responsible for development of an ordering and provisioning application for Asynchronous Transfer Mode (ATM) services:

o Took charge of long running (2+ years) software and network development project with links across Bell Canada, Bell Sygma, and Bell Advanced Communications Inc. organizations.

o Learned ATM ordering, provisioning, network management, and customer network management concepts and tools to better manage project.

o Assessed current project status, including client requirements, delivery dates, development team skills and associated budget and documentation.

o Recommended immediate project termination based upon lack of fully understood and documented client requirements, inappropriate choice of technology, lack of workable change management methodology, and unattainable delivery dates - Project termination was unanimously approved by senior management and client organizations.

o Designated Project Manager for short and medium term replacement projects.

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Project 8Bell Sygma, Ottawa, Ontario Sept 1996 – May 1997Consultant – Team Leader (Feasibility) (9 months)

Team Leader for a corporately mandated process re-engineering project addressing enhancements to the customer contact offices in Quebec and Ontario:

o Guided multiple Project Teams consisting of end users from both the business office and service provisioning departments as well as business and systems analysts, using combination of interpersonal and project planning skills, toward creation of an integrated Feasibility Assessment.

o Created formal Work Breakdown Structures to plan and track team progress toward completion of Product Specification Agreements as defined by the Integrated Project Management Process.

o Identified and recommended personnel for staffing requirements.o Received Bell Sygma APEX 100 reward for 100% customer satisfaction with User

Requirements Specifications and Documentation.

Project 7Bell Sygma, Ottawa, Ontario Aug 1995 – Sept 1996Consultant – Business Systems Analyst (13 months)

Business Systems Analyst for customer contact and service provisioning project:

o Provided leadership, technical expertise and business analysis skills to complete major Feasibility studies describing new systems interfaces for existing request management system.

o Co-ordinated and participated in issuance of Gate Review documents, Product Specification Agreements and Product Requirements Documentation. Planned and assisted in a series of Business Requirements Specification meetings to map the Data Business Offices’ processes.

o Co-ordinated and participated in Gate Review presentations, Client Overview sessions, and Client Validation sessions (in both official languages).

o Used personal initiative to drive automated benefit analysis spreadsheets for teams writing Opportunity Assessments using MS-Excel. Developed MS-PowerPoint presentations for the Project Team to walk clients through project details.

Project 6Bell Sygma, Ottawa, Ontario May 1994 – Aug 1995Senior Systems Analyst – Customer Information Systems (16 months)

Project Prime for corporate level customer identification project:

o Provided leadership role to members on corporate projects, coordinating both investigation and development efforts.

o Developed complex statistical analysis routines, using DB2 SQL and PC-based FoxPro database application skills, to measure the degree of variability between competing data-mapping schemes. Decided on final replacement based upon fewest downstream consequences and ease of future maintenance support.

o Managed client relations via timely “Impact” documents which were personally written and published to users and downstream groups, re-enforcing strong, positive client relations throughout all phases of the project.

Project 5Bell Canada, Ottawa, Ontario Apr 1994 – May 1994Systems Analyst – Customer Information Systems (2 months)

Project Authority for Marketing Department’s customer identification project(Continuation of previous position at Stentor Resource Centre Inc.)

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Project 4Stentor Resource Centre Inc., Ottawa, Ontario Jan 1993 – Mar 1994Systems Analyst – Customer Information Systems (15 months)

Project Authority for Marketing Department’s customer identification project:

o Specified, designed, purchased and implemented all hardware and software components of a Banyan Vines/Token Ring local area network. This included installation of and support for local server machines, workstations and software.

o Negotiated with external data providers for reliable and timely company profile information.

o Provided technical consultation for systems planning, hardware and software purchases and LAN administration.

Project 3Bell Canada, Ottawa, Ontario Feb 1991 – Dec 1992Analyst – Marketing Information Systems (23 months)

VM/MVS Developer on a major marketing database project:

o Re-designed and optimized SAS data manipulation routines. New MVS routines use SAS, Rexx and Consumer Merge/Purge to produce improved quality output at lower cost.

o Evaluated Statistics Canada’s data files for possible internal use in defining corporate (owner and subsidiary) structures.

o Developed and administered VM and MVS security policies. Learned and implemented ACF2 routines and designed secure access paths using in-house applications.

o Trained English and French client groups in effective use of the Marketing information system.

o Interfaced with outside hardware and software vendors for provisioning of computer equipment.

Project 2Bell Canada, Ottawa, Ontario Nov 1989 – Feb 1991Staff Manager – Marketing Research (16 months)

MVS SAS and JCL programmer/analyst for the Bell Canada long distance competition hearings:

o Developed system of SAS analysis routines in support of Bell’s position in the competition hearings. This included interfacing with Statistics Canada and use official census information.

o Evaluated and recommended purchase of Group 1 Software’s Consumer Merge/Purge product, a name/address matching system for mailing list. Organized an in-house training session for this product.

o Used Consumer Merge/Purge and SAS to provide Business Development with a unique analysis of Bell’s customer base.

Project 1Bell Canada, Ottawa, Ontario May 1988 – Nov 1989Staff Manager – Marketing Methods (19 months)

VM Rexx technical support for customer contact and methods producing groups, including extensive contact with Network Engineering, Central Office, and Operations Development groups:

o Provided pro-active support of Bell’s Business Office and Methods groups.o Prepared comprehensive system outline of service order issuance process detailing all

manual and mechanical interfaces. The package was used as input to the business case and design specifications of a new specialized service order system.

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o Issued Corporate Systems Requests for enhancements to the service order system based upon changing organization and business requirements. Co-ordinated development, implementation and testing activities amongst Methods, Operations Development and Business Office groups.

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EDUCATIONBachelor of Arts, Computer Science Queen’s University 1988

CONTINUING EDUCATION2011 National Capital Symposium on Project Management

Project Management Institute 2011

Accelerated Project ManagementCertificate Program

Introduction to Project ManagementProject Definition and PlanningProject Management and the Human InterfaceProject Management Scheduling Software (MS-Project)Project Risk Control and Quality ManagementContracting and Procurement in Project ManagementDirected Studies in Project Management

Algonquin College 2010

BA Certification: Introduction to Object Oriented Technology

Schulich School of Business, York Univ. 2005

BA Certification: Understanding Technologies Schulich School of Business, York Univ. 2005

BA Certification: Technical Writing Schulich School of Business, York Univ. 2004

BA Certification: User Interface Design Schulich School of Business, York Univ. 2004

Leadership in Action Bell Canada 2004

IP Summerstock: From Legacy to IP Bell Canada 2004

IP Summerstock: Business Impacts Bell Canada 2004

IP Summerstock: IP Applications Bell Canada 2004

IP Summerstock: How to Spell IP Bell Canada 2004

2004 Business Analyst & Project Management Bell Canada 2004

Bell Canada Companies Security Conference Bell Canada Enterprises 2004

Delivering Converged IP/MPLS Core Routing Solutions

Nortel Networks and Avici Systems 2004

BA Certification: Business Process Modeling Schulich School of Business, York Univ. 2003

Giving and Receiving Feedback BCE Corporate Services People Development

2003

AFCEA’s 2003 IT Security Course Armed Forces Communications and Electronics Association

2003

BA Certification: Data Modeling Schulich School of Business, York Univ. 2003

BA Certification: Gathering and Documenting User Requirements

Schulich School of Business, York Univ. 2003

Creativity and Innovation NETg 2002

Canada Labour Code, Part II – Occupational health and safety

Bell Canada 2002

Building Shareholder Value Bell Canada 2001

SAP for Project Managers Bell Canada and CDI 1999

PM Certification: Project Leadership, Management, and Communications

George Washington Univ. 1999

PM Certification: Project Management in Organizations

George Washington Univ. 1999

Internet Protocol over ATM Bell Canada 1997

ATM Overview BC Telecom and BELCORE 1997

Information Systems Development Guide Bell Institute of Professional Development 1996

Seven Habits of Highly Effective People Covey Leadership Centre 1995

Marketing of the ‘90s : A New Challenge Strategic Marketing/Planning

York University Division of Executive Dev. 1994

Business Requirements Analysis PowerPlus+ Technologies of Canada 1994

Project Management York Univ.Division of Executive Dev. 1993

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INTERNATIONAL EXPERIENCEAttended the Université Claude Bernard Lyon 1 in Lyon, France from September 1984 through May 1985 in the regular curriculum of third year Computer, Applied Mathematics, Social Science and Economics classes.

LANGUAGE SKILLSEnglish - FluentFrench - Strong in speaking and reading

AWARDS2012: Certificate of Commendation for Service to Scouting

2007: Commemorative Centennial Medal Scouts Canada 100 Years

2004: David & Lily Brown, Queenswood Heights Community Association's Citizens of the Year Award

1996: Bell Sygma APEX 100 award for 100% customer satisfaction with User Requirements Specifications and Documentation

AREAS OF EXPERTISE

Business SkillsProject Management Professional (PMP) certified from Project Management Institute (PMI®),

Vendor Management, Matrix Management, Team Leadership,Meeting Management, Priority Management,

Presentation Skills, SAP for Project Managers,Network and Application Security,Business and Systems Analysis,

Asset Management

Computer SkillsIBM BigFix

MS-Word, MS-Excel, MS-PowerPoint, MS-Visio, MS-Project, FoxPro,SQL, Rexx, SAS, JCL,VM/CMS, TSO/MVS

Personal Skills1st Orleans Group Commissioner 2007 - 2010

Scouts Canada Canadian Jamboree Unit Co-ordinator 2007Pack Co-ordinator for Odawa Area Scouts 2003 - 2005

Scouts Canada Canadian Jamboree Program Co-ordinator 2001Beaver Scout, Cub Scout, Scout and Venturer Scout Leader since 1999

OTHER AREAS OF KNOWLEDGEIP and Broadband services,

IBM’s MQSeries Middleware,Asymmetric Digital Subscriber Line (ADSL),

Very high speed Digital Subscriber Line (VDSL),Voice of Digital Subscriber Line (VoDSL),

Asynchronous Transfer Mode (ATM), Internet, LANs and Data Communications,Desktop Video Conferencing, MS-Windows (8.1, 7, Vista, XP, NT, ME & 95),

IBM’s OS/2, DB2 Application Programming & Lotus Notes

of 14 April 18, 2023

Summary of Technical Skills

Platforms Operating Systems Applications LanguagesPersonalComputer

Microsoft Windows 8.1, 7, Vista, XP, NT 4 & 95

IBM OS/2

Banyan Vines

Microsoft Office (Word, Excel, and PowerPoint)

Microsoft Project Microsoft Visio Lotus Notes Microsoft Internet Explorer Netscape Navigator Microsoft NetMeeting Microsoft FoxPro Intel ProShare 200 Video

Conferencing Netware Lite

LAN Manager

Banyan Server Administration

SAS Turbo

Pascal Rexx

Mainframe IBM VM/CMS

IBM TSO/MVS

DEC VAX

DB2 Workbench SPUFI Group 1 Software

Consumer Merge/Purge Group 1 Software

Business Merge/Purge

VMS/SMS

Rexx SAS Xedit SQL DS EXEC2 Pascal

DB2 SQL SAS Job Control

Language Rexx Clist

Pascal

Attachment April 18, 2023

David M Brown, Sr Proj Mgr and Bus Sys Analyst

Documents

Transcript of David M Brown, Sr Proj Mgr and Bus Sys Analyst