Sonia Usih Career Brand

Sonia Usih March 2011 1

Create Value in Projects

Always Collaborating with Stakeholders

http://www.linkedin.com/groups?home=&gid=1513567&trk=anet_ug_hm



People I work with





My Ethical Responsibilities …

• To adhere to all company policies, procedures, rules and directives that are lawfully adopted among all stakeholders





My Mission Statement

• To promote the synergy of coordination of a well defined plan for finding employment with an organization and or company. Thus I will continue to plan to ensure my potential stakeholders’ productivity and finances are sustainable by improving their quality in products and services under my leadership.





Collaborated Contribution

• E-commerce is a trillion dollar business over the Internet with consumers from all walks of life and I consider myself to be very privileged to be among many who have contributed and I am apart of this fascinating era.




E-Commerce (B2B and B2C understanding)

Business to Business (B2B) Business to Consumers (B2C)

Customers are companies Customers are individuals

Transactions are more complex B2C transactions not as complex

Negotiations over price, delivery and product specificationsFocus is on products and services

Specific product, price and mode of deliveryFocus is on relationships

Transactions require integration with the other companies' systems

Require any integration with customers

Transactions require setting up an account with the company Transactions are mostly done through credit cards

Require different marketing strategies --The sales process takes a longer time for B2B Company than

for a B2C company

Require different marketing strategies --online price comparisons between competing B2B sites for the best

possible price

Websites sell big value items or services Websites sell small items and mostly one time sale

Websites involve a long-term business relationship, support services, upgrades and modifications

Price comparisons between competitors before the purchase

Purchases require evaluating multiple factors Simple pricing factors

require much more research, thought and analysis before a dicision of purchase is made

Simple research over internet

Websites provide lot more information Less information is provided on website

Presentation of information in a concise and detailed on the products

Presentation of information in a concise and detailed on the products

Good content is the prerequisite for the success Good content is the prerequisite for the success

Market to people with varying needs and requirements Market to specific customers

Websites have shopping carts Websites do not have as shopping cart.

Responsible for sales

More specific about e-commerce rules and practices




Complexity

• Complex in terms of infrastructure of systems, applications, networks, firewall, encryption keys (i.e., PKI), VPN security, FTP, IP, userID and password accesses , Single Sign On and Direct/Dual sign on

• Work Breakdown Structure (WBS) maps from Elements to Packages to Tasks – the effort estimate price is calculated. Pricing for each itemize tasks in terms content, brandable items such as banner, gifs, logos etc.




Today’s E-Commerce (B2B and B2C Statistics)




The reasons why I am the “best

candidate,” • My first major assignment was to research Electronic Bill

Presentment and Payment over the Internet for Clearnet now TELUS. The research was very detailed. A few years later I embarked upon a remarkable opportunity with BCE Emergis, the Branding (Customization) Manager, Business System Analyst, and Project Manager of the Electronic Bill Presentment and Payment for the seven major Canadian Financial Institutions. I was challenged and I in turn, challenged this opportunity with intelligence, perseverance, persistence and common sense.




Experience with all the major Canadian Banks -- E-Commerce

(B2B and B2C Branding) Implementation at BCE Emergis --

continues• Primarily, my responsibilities were to drive, manage, analyze, project manage implement, and provide B2B support for E-Commerce solution, business matching support, information support, and core business initiatives using state of the art technology needed to customize (Brand) on-line B2B and B2C website. I had authority and accountability for all Branding accessible areas of BCE Emergis / Eroute (Emergis) website. I routinely interface with sales (BCE Emergis Sales team) and product management staff (Financial Institution(s)) to negotiate and manage what gets published on-line and what does not in terms of content, newsletters, banner, headers, logos, GIFs, hyperlinks etc.

• I was hired into this position to manage a team of web designers and or programmers, and business analysts. I reported directly to the Director of Development. As a result, Integration of the each site content effort shared between the Core development team (Framework development) and the Branding (Customization team - my team). Virtually all the work, at BCE Emergis, has been advanced web development using ASP, VB, SQL and HTML. Experience using HomeSite, Visual Source Safe, Visual Studio, SQL Server, IIS Server, Windows NT and Photoshop.




Experience with Scotiabank major implementations --continues

• In addition, at Scotiabank, my primary responsibilities were to analyze, support and project manage and implement the B2C Electronic Bill Presentment and Payment (EBPP) Certapay E-money transfer over the Internet. CertaPay was a new challenge, which I fully embraced. I project managed the implementation of Certapay’s money transfer solution via e-mail and the Internet. This CertaPay’s e-commerce system was developed, in addition to the Financial Institutions’ online-product-lookup-utilities and modules, for use by B2C and B2B consumers. This web-base solution work was designed and implemented using Client server technology and XML.

• Moreover, I oversaw all the projects (Branding and or Customization of EBPP and CertaPay) that I was responsible for, through full life cycle including conceptual, functional specification, data specification, collaboratively and cross- functionally managing the project through teams of web developers, web designers, business analysts, technical writers, product managers and DBAs in several departments to complete the work, managing testing and QA including test plans, and managing the functional deployment to the production web servers. Directed staff in web application architecture based on modular ASP (framework) designs to enhance reusability of the code, and reduce future maintenance costs. And succeeded in achieving 99 to 100 percent of my MBO (objectives).




Experience with American Express major implementations --continues

• At American Express I worked as Analyst and Project Manager with vendor to the design and implement e-commerce catalog for the Membership Reward and Merchandising project. This web design include shopping carts, relational databases, content management solutions, web graphics and logos, feedback forms, newsletters, search engine optimization, dynamic content, sales tracking utilities, and intranet sites. Under my project management, the first phase of implementation was 100 percent successful.





Experience with BMO infrastructure implementations --continues

• In my contract with the Bank of Montreal, I was the implementation project manager for their large scale Swift mainframe infrastructure (BESS Release 16 application). The implementation was a success. I collaboratively implemented the project within 2 months instead of the 6 months deadline schedule with proven successful project management methodologies and change management processes. Before, this implementation process was done in one year time frame. I utilized all of the change management processes ( of which for the first time a complex project was process within BMO’s ViaTil system). The release notes and procedures using the ViaTil Change Management system included:

Ø Umbrella change recordØ BESS Release 16 change procedureØ BESS demo change procedureØ LVTS and SWIFT demo change proceduresØ Code delivery change procedureØ BESS application code up and down time change proceduresØ Database and channel change proceduresØ Go / No go change procedureØ Fallback procedure to mitigate Risks





BMO infrastructure implementations --continues

• I engaged all the stakeholders, core team members and management team, (included directors and VPs on occasion of reporting). Implementation plan was created and review meetings sessions were conducted.

• Furthermore, I performed a Project Planning and Risk assessment on their 2007 Tax project which involved their major internal stakeholders and Canada Revenue agency (CRA) File transfer through BMO, CRA and Simcor. Simple measures were required to mitigate risks and determine success of the projects …





PMI Tampa Bay Director of Contracts --continues

:• Created and developed the Symposium generic contracts and or

agreements for PMI Tampa Bay Chapter’s spondsor, speakers and vendors. Worked with PMI Tampa Bay Chapters, lawyer, past and present presidents, Vice presidents, Directors. Review all of PMITB’s vendors, contractors and speakers contracts -- contracts include hotels (Embassy Suites, Marriott Resorts, Hyatt Resorts, Acteva (payment) website, Convention centers of Tampa Bay, caterers, musician, etc.

• Recommend and or suggest negotiating contractual terms and conditions. Documenting and pointing-out the Directors in the major project risk of the reviews of the contracts. Continue to review the preparation of pricing strategy for PMITB projects and product and or service sales proposals taking into account the competitive market, applicable legal and tax regime, and risk profiles.

• Created and presented the PMI Tampa Bay Fiduciary Responsibilities for the Region 14 2010 Leadership Conference in Tampa





My Strengths --continues

• My strengths are, working with people from all backgrounds and effectively teaming with stakeholders. And as an IT consultant of Project management, my intention is to continue on a successful path. I plan intentionally to demonstrate an intelligent direction and skillful execution of my work as a Project Manager and or Leader of projects.

• I have a passion for commitment, teaming and sharing knowledge, accountability, and quality of work. My track record is well proven in my detailed reporting of my work as a consultant / project manager and from my references and recommendations.





Knowledge and Experience --Summary

Owner of Usih’s Project Management Consulting Firm INC. and Senior Project Manager with over 14 years of extensive experience within the IT, Telecommunications, Financial and Banking industries. Consulting engagement & relationship management with stakeholders of very complex projects at companies including BMO, American Express, Scotiabank, BCE Emergis (with financial Institutions’ clients), and Clearnet (TELUS).

. Background includes Project Management, Business Analysis, and Software Development. Strengths include managing teams of 5 to 10 and 100’s of stakeholders cross-functional and matrix environments of national and international interactions with clients through virtual and tele-conferencing. Managed the development and or customization and or application upgrades implementations and successfully executed mission critical complex projects for the major Canadian Financial institutions through the complete project and development lifecycles. Currently, the PMI Tampa Bay’s Director of Contracts. PMI certified PMP (Project Management Professional) Experience with ITIL, ViaTIL Change Management Systems, PMI Processes (PMO Processes) Vendors include: Certapay, Certicom, CapGemini, LHS, Carlson Marketing, IBM, Trilegiant, CoBrand. The author of "Create Value Process Plan" using information ecology and co-authored the article with Peter Fretty, "Added Value ...Earned Value Management (EVM)" for the Oct. 2007 issue of the PMI PM Network magazine.





SKILLS and Certifications

• Project Management: PMI Project Management Professional (PMP), Masters Certificate in Project Management (MCPM), MS Project, BMO ViaTil (Change Management) Certificate, BMO Risk Management Certificate, PMI Mentor Certificate --Mentoring PMI colleagues, PMI Risk Management Writing Certificate --Sharing Risk Management Expertise and Knowledge with PMI colleagues, PMI Credential (PMP) Item Writer, PMI Tampa Bay Chapter 2009 Symposium Certificate – Advance PMI leadership in communication and training, PMI Tampa Bay Chapter Director of Contracts, PMI Component Leader, PMI 2010 Tampa Bay Presenter's Certificate.





Areas of Expertise

• Project Management, Strategic Planning, System Integration, Technology Assessment, Business Analysis, Procurement, E-commerce Solutions (e-Business – B2B/B2C), Web-site (Branding) Development, Contingency Planning, Quality Assurance, Leadership, Training and Development, Innovative Problem Solving, Risk and Impact Assessments. Banking analysis, connectivity and or interfaces utilized: FINTRAC, SEDAR, SEPA, SWIFT, EFT, lockbox, Electronic Bill Presentment and Payment, E-money transfer.





Technology Knowledge

• Leadership, Motivation and Social Issues in Technology • MS Project, Visio drawing tools, MS Professional Office suite • Full life cycle development and testing • Internet communications via URL, IP, e-mail • HTML, ASP, XML, Development • Client server technologies • Powerbuilder Development tool, C Language, • SUN Unix, Banyan LAN and WAN. Oracle-RDBMS Development

Tool -- SQL(Plus, Forms, Reportwriter), MS SQL server ,WS and MS FTP (File Transfer Protocol) program

• Analog and Digital Design, Business and Systems Analysis, Design and Implementation

• Product & Component Testability





Knowledge and Experience• Knowledge and Experience of Certapay’s Payment System Rules and

Regulations / Services Agreement documents: (rules applicable to US and Canada -- types of membership; Compliance with applicable laws (Electronic document act and proceeds of Crime Act); Dispute Resolution; Transaction and threshold limits; Reconciliation and Settlement process and procedure; and fraud or error liability etc.

• Knowledge and Experience with Certapay’s requirements proposal complied with the Money laundering regulations and ensured that BNS implement the new Certapay requirements to meet government regulations (FinTrac). The FinTrac suspicious rules deals with both Domestic (cash transactions) and International ( i.e., US EFT) Reporting.

• Knowledge of experience of analyzing the privacy issues of client confidentiality. Assessed how would Certapay and BNS ensure the anonymity of clients

• Knowledge of Experience in brainstorming the cost of implementing a new technological infrastructure for Money Laundering of the Certapay’s application at BNS.

• Knowledge and Experience coordinating meeting arrangements between Scotia’s Money Laundering experts (security investigating officers, legal counsel and management) and Certapay





Experience --continues

• Knowledge and Experience Liaising with I.T. and User Acceptance testing Teams for conducting business cases, test scripts, and tracked change requests for the Eroute and CertaPay systems

• Planned and coordinated the implementation and enhancements of the eRoute system (Electronic Bill Presentment) including rollout schedules and resource management

• Knowledge and Experience Tracking and analyzing all CertaPay knowledge-based documents, including business requirements, implementation services agreement, functions and interface specifications, settlement and reconciliation, payment process, money laundering, payment system rules (rules and regulations), risk management, audit reports and assessments, online and offline processes, test cases and users strategies, change management, and security documents

• Knowledge and Experience Identifying and documented issues for managing encryption keys (i.e., PKI), firewall, and VPN security environment for both the Eroute and CertaPay projects

• Knowledge and experience in Scotiabank’s Money Laundering, Fraud, Encryption, Firewall, Implementation policies and procedures issues






• Liaison with Scotiabank’s legal counsel for feedback on CertaPay implementation agreement and Eroute Encryption agreement.

• Knowledge and Experience Developing the BCE Emergis’ Presentation for Transpoint Industrial schemas and assisted in the presentation to all the e-route banks, telco companies, utilities, etc.

• Knowledge and Experience Supporting all of BCE Emergis’ eRoute clients, Financial Institutions, (FIs) CIBC, Desjardins, National Bank, Royal Bank, Canada Trust, Canada Trust and TD for Electronics Bill Presentment customization /development and functional testing

• Knowledge and Experience co-ordinating of Branding development (customization of web sites) for CIBC and National Bank

• Knowledge and experience Assessing CIBC and National Bank (NB) customization (pricing) efforts; Developed CIBC and NB projection effort estimates documents for preparation for Pilot to GA Branding Migration; Developed CIBC and NB customization Plans for prepared for the Pilot to GA Branding schedules; reviewed pricing proposal with Sales and Core Development for CIBC and National Banks requirement specifications

• Knowledge and Experience Managing and coordinating the CIBC’s branding effort among 5 template developers; organized and facilitated review session with CIBC branded web sites (English & French).






• Knowledge and Experience Documenting the “CIBC Assessment Effort” as to why project was over budgeted

• Knowledge and Experience Liaising and meeting with Quality Assurance Team to ensure all defects for each branding cut were resolved for CIBC and National bank

• Knowledge and Experience Project Managing the Electronic Bill Presentment – Branding Migration from Pilot To General Availability (GA) and from GA to Post-GA release of the Central Facility (CF) system

• Knowledge and Experience assisting and liaising with Technical writers with the development of the Migration guides for GA and Post-GA

• Knowledge and Experience Scheduling weekly Status (Progress) meeting with Branding Team members

• Knowledge and experience Assessing Branding Environment for purchasing of equipment; documented Branding requirements; created Purchase Order for Branding equipment; facilitated with naming convention for the Financial Institutions (FIs) Domain Name Server URLs

• Knowledge and Experience Managing and coordinated effort with the Core Development and Operations teams to set up/configured the Branding environments; coordinated the effort with of the Branding team with the Core Development team for setting up the new constants in the Branding environments for the FIs; documented “Brandable Items” for Post GA Migration Brader Guide; documented FI’s access document (i.e. FTP, IP, userID and password accesses) for the Branding environments






• Knowledge and Experience Developing the Projection Effort Estimates for CIBC and National Bank for the brandable items in the Migration Guide; developed the two Project Effort estimates documents for new Change Requests for National Bank;

• Assisted in Conducting Brander's Web site test of Single Sign On and Direct/Dual sign on in Central Facility Branding environments; Documented environment setting and informed FIs of settings; Gathered, documented and distributed Brander's Preference checklist for all FIs to update their default URLs

• Managed/Coordinated the worked effort for all GA Brander builds; and reviewed Brander Build with Operations if build was going into production.

• Coordinating the branding environments work effort of on-going fixes with the Core Development Team.

• Suggested the idea for the Branding development team to upgrade the Demo -- English and French sites with Central Facility upgrade code; and coordinated the work effort for demo sites.

• Assisted in re-generation of blob encryption for a specific FI (TD, CIBC) to be used for testing web sites.

• Knowledge and Experience Coordinating and facilitating set-up for Bill registration via Biller Integration System (BIS) and Consumer site; Payment Integration via Biller Mapping on Brander Ops console and Consumer site; creation of new billers on Ops console; and tracked and engaged the de-registration /conversion and re-registration of FI’s consumers.

• Knowledge and Experience Coordinating Branding, QA and Core Development teams to initiate troubleshooting and re-configuration of BIS and Branding environments.

• Knowledge and Experience Developing the Ford Credit Canada Biller Electronic Bill Presentment with Auto Registration and Electronic Data Delivery (EDD) scheduled plan and Charter (Implementation Agreement Plan).





Education

• PMI PMP Certificate Designation June 8, 2006• Masters Certificate in Project Management June 10, 2006 York University, Schulich School of Business, Toronto• Project Management Certificate (Managing Projects in Organization) Sept. 2000 University of George Washington • Applications, Programming and Systems Analysis Certificate 1992-1993 York University, Toronto, Ontario• Special Courses that are included in this certification are Project Management, Oracle SQL and

Database Management• Bachelor of Science in Electronics Engineering Technology 1987 & 1998 DeVry Institute, Toronto and DeVry University, Chicago, Illinois Special Courses: Leadership & Motivation, Social Issues and Technology Psychology and Principles of Management, Technical Writing, and Documentation• Banyan Administrator Certificate

LAN Resource Group Ltd., Toronto, Ontario• Accounting Certificate -- 1981-1982

Granton Institute of Technology, Toronto, Ontario






ANSI/EIA STD-748 Compliances

Organizing Common WBS, WBS Dictionary, OBS, and RAMUtilize software tools (MS Project) to plan and capture all scope of workCreate a detailed Work Breakdown Structure into work elements, and then work packages into which responsibilities can be assigned to a person or organizationWork Authorization DocumentsControl Accounts and Organizational Charts

Planning, Scheduling, and Budgeting

Integrated cost/scheduling system –Prepare a schedule (time- phase) for the WBS elementsIntegrate resources, costs for each WBS elements, Integrated detailed/intermediate/master schedulesControl Account Plans, Time-phased Performance Measurement Baselines, Summary-level planning packagesProject control logs

Accounting Daily status report of activities/tasksReconciliation of actualsCost collection at control account level – integrate charge-code structure in the accounting system to collect cost for WBS element.

Analysis and Management Reporting

CPRs (Formats 1-5)VARs and Corrective Action PlansEACs and ETCsMeasure / Control accomplished work against the baseline of the WBS/ Charge-code to control changes to the baseline.Transfer budgeted amounts from baseline budget to accounting system for financial reportingTransfer actual costs from accounting system to EVM tool for index calculations

Revision and Data Maintenance

Program change documentsChange control logsChange management process

Utilize Earned Value Management System




Lesson LearnedCreate Value in Projects

• Develop a detailed implementation plan and schedule early in the process

– Understand the full scope and magnitude of effort required to implement an enterprise-wide Earned Value Management System (EVMS)

– Obtain resource commitments from executives to complete the implementation – Change management should be emphasized throughout the implementation

process– Communicate your plan and progress with Stakeholders early and often to

manage Stakeholder’s expectations• Take small steps first. The rest of the organization will catch up.

– No amount of resources and reengineering will speed up the process– Typically it takes 18-24 months to achieve full system certification– Use every opportunity to inform as many people within the organization as

possible about EVMS, the implementation, and its current and future impacts on every individual




Lesson Learned --continues

• Develop resources capable of implementing and maintaining the EVMS immediately

– Begin training early and often (scheduling, budgeting, reporting, etc.)– Training should take place at all levels of the organization structure– Identify and “pamper” champions within each Agency sub-

organization to help with the acceptance and utilization of the EVMS• Establish a PMO to implement the new system

– Sponsored by an executive with authority to make decisions– Staffed with project management personnel and or team

knowledgeable of PMI and finance– Augmented with Subject Matter Experts in design, implementation,

and maintenance of earned value management systems





Contact

Sonia Usih, PMP, MCPM, BSc. Eng.

[email protected]@pmitb-board.org



Sonia Usih Career Brand

Documents

Transcript of Sonia Usih Career Brand