1.        

Business Transformation Specialist

Department of Justice

Dec/2003 – present

Used Business Transformation Enablement Program (BTEP) and Government Service Reference Model (GSRM) methods (PSAM, SIAM and Semantic Model) as part of this GoL initiative to identify opportunities for collaboration across the legislative and regulatory management domain within the government of Canada.

Liaised with multiple stakeholders and business experts across multiple departments and used workshops and interviews to collect, and develop presentations of results

2.        

Business Transformation Specialist

Library and Archives Canada

July/2003 – Sept/2003

Used BTEP and GSRM methods (SIAM and Work Flow) to identify transformation requirements of key operational processes within Reference Services that where integration candidates as part of the union of the National Library of Canada and the National Archives.

Liaised with multiple stakeholders and business experts across the organization and used workshops and interviews to collect, and develop presentations of results

3.        

Project Manager

Director Quality Management, CIDA

 Apr/2003 – June/2003

Identified the governance and service requirements of projects and executives to be provided by a Program Management Office. Based on these service requirements an implementation strategy was proposed.

4.        

Business Transformation Specialist

Transportation Safety Board of Canada

 May/2003 – June/2003

Assisted and provided coaching to the project lead in the application of the Government Service Reference Model (GSRM) as set out in the Business Transformation Enablement Program (BTEP) (Semantic Model) in support of a project to integrate and modernize the Boards technological infrastructure.

5.        

Knowledge Management

eBusiness Project, Natural Science and Engineering Council

 Apr/2003 – May/2003

Developed a framework governance and high level strategy for the implementation of a business driven knowledge management capability for eBusiness services within and by the Council. This strategy paid particular attention to the strategic issues and governance issues related to KM implementation.

6.        

Project Manager

Director IM/IT Planning and Resourcing, Agriculture and Agri Foods Canada

 Mar/2003 – May/2003

Identified the governance and service requirements of projects and executives to be provided by a Program Management Office. Based on these service requirements an implementation strategy and high level plan was proposed.

7.        

Business Transformation Architect

Department of Justice

Feb/2003-Apr/2003

Used GSRM and BTEP (SIAM, Semantic Model) to evaluate the alignment to the business of existing portfolio of Law Practice/ Law Management applications for alignment to the departmental service requirements in this area.

8.        

Team Member

CIDA

Feb/2003 – Jun/2003

Evaluated the Applications and Technology Architecture of the current capabilities and requirements for corporate reporting within the Agency. This project was aimed at establishing the governance, process and technological issues related to information management.

9.        

Business Transformation Architect

eBusiness Project, Natural Science and Engineering Council

Feb/2003 – Mar/2003

Used ITIL and other industry standards to provide recommendations on an integrated help desk for the Council’s external community in support of the council’s eBusiness (Electronic Service Delivery) initiative

Developed reports and briefing and present to senior management.

10.    

Business Transformation Architect

Operations Management Directorate, PWGSC

Dec/2002 – Mar/2003

Conducted an assessment of the Automated Buyer’s Environment (ABE) and associated systems to determine the alignment of these systems to the business, their long term viability, and options for the future.

11.    

Business Transformation Architect

Office of the Registrar, Supreme Court of Canada

Aug/2002 – Dec/2002

Developed the policy and governance framework for the implementation of an information management capability within the Supreme Court.

Liaised with multiple stakeholders and business experts across the organization.

Provided recommendations and guidance on the associated change management processes required to implement this capability. Developed reports and presentations to senior management and executive

12.    

Business Analyst/Project Manager

Department of Indian Affairs and Northern Development

May/2002 – Dec/2002

Developed the business and information models, including the software architecture, for a proposed grants and contributions system using UML, extended to incorporate the principles of the Zachman Framework and GSRM components in support of an Electronic Service Delivery initiative. As business analyst, developed the logical data model and work flow that were documented user requirements and functional specification. Determined business intelligence and operational reporting requirements as a key feature of this specification

Developed, planned, obtained approval for, and managed the project, against the Project Charter (project governance, scope and commitments) and other project management and software engineering artefacts (Use Case, Semantic Model, Work Flow) using the Rational Unified Process. Regularly evaluated business and software engineering processes and plans to identify weaknesses, recommend necessary improvements and took corrective action to improve processes

Contributed to the development of the Software Architecture for a multi tier software (network centric) architecture and design using Windows based services. Develop reports and briefings and presented project status and other project deliverables to senior management

13.    

Contributor

Communications Security Establishment

 Aug/2002 – Sep/2002

Drafted a contribution paper on IT security used as input to the White Paper on Modernized Government of Canada Information Protection.

14.    

Project Manager

Health Canada

Jan/2002 – Mar/2002

Lead a team and was a major contributor in the development of the business case, Project Charter (project governance, scope and commitments) and preliminary requirements analysis for an architected public health surveillance system based on the principles of the Zachman Framework and Inmon’s concepts of the information factory.

15.    

Business Transformation Architect 

CIDA

 Nov/2001 – Mar/2002

Developed the governance and process framework and practices for an integrated service response management service and defined the requirements for the strategic fit of a systems solution for this framework.

16.    

Project Manager

Health Canada

Jan/2001 – Mar/2002

Evaluated business and software engineering processes and plans to identify weaknesses and implement and recommend necessary improvements. Lead in the creation and implementation of process improvement objectives. Established a project framework and mentored management and project teams in their implementation and assisted in the recovery of troubled projects. Assisted in the development of the project governance processes.

Contributed to RFPs, assisted in the evaluation of proposals and drafted RFPs for software projects. Managed various aspects of procurement strategy and process. Lead the recovery of a troubled software project, including the carrying out of corrective action to improve project processes. Provided advice and couching on all aspects of several projects

Tools utilized include Information Technology Infrastructure Library, Software Capability Maturity Model, Enhanced Management Framework, IEEE Software Engineering Standards, Software Engineering Institute Product Line Standards, ISO 12207, Software Program Managers Network Templates and other relevant sources.

17.    

Project Manager

Cebra Inc (Merx)

Jun/2000 – Dec/2000

Managed all aspects of the planning, development, implementation and operational support of an On Line Tendering system using Windows based services being developed for the Philippine government.  This was a high visibility project for both Cebra and the client, with both a tight schedule and budget. Reported to the Vice Presidents of Operations and Marketing on a regular basis throughout the project

Acted as project manager for an effort to the transfer of the outsourced call centre services between two suppliers, including the co-ordination to training, installation of telephony services and the establishment of the IT security elements.  This latter work included the development of new Service Level Standards using ITIL principles.

Based on evaluates of business and software engineering processes and plans identified weaknesses and implemented and recommended necessary improvements included Project Management Planning (including definition of the governance process), Requirements Management, Configuration, Management, Risk Management, Communications Management, Project Planning and Project Tracking and Oversight, using the Rational Unified Process.

18.    

Project Manager 

Parks Canada Agency

 Nov/1998 – Mar/2000

Delivered the Contingency and Risk Mitigation Plans for six Government Wide and all relevant Department Wide Mission Critical functions.

For the Revelstoke National Park, provided project oversight of the Windows based Avalanche Forecasting System. Within this project multiple contingency plans were developed with the National Control Centre, The Canadian Armed Forces and operational elements of the Parks Service.

With Canadian Heritage, designed and implemented a common Emergency Operations Centre based on an “all risk” management plan.

With the Parks Field Units revised and up dated all Public Safety Plans using the principles of Continuous Risk Management.

All the above projects were delivered using a Project Management Plan, including governance processes, and risk management assessments developed in close co-operations with applicable management. Presentations and other reports developed and made to management in Canadian Heritage, Parks Canada, TBS and National Contingency Planning group

19.    

Project Manager

Government Telecommunications and Informatics Services, Public Works

Oct/1996 – Oct/1998

Developed an Enterprise Plan in support of the Strategic Information Technology Plan. Included in this work were the definition, strategy and requirements for a system and supporting business processes for the maintenance and distribution of key reference data. Used Erwin and PB-Win to document the logical data mode and work flow captured as a result of JAD/RAD activity and for inclusion of the user requirements in the functional specification. Developed and carried out briefings of senior management on progress and results.

Worked as a senior project manager for Application Development Environment Services to develop the 97/98 workplan, budget and supporting business justifications.  Included were the policies, procedures and practices related to the implementation of the SW-CMM (project Process Improvement), the development of a metrics program and the architectural work required to implement the Treasury Board "Blueprint".

Had prime responsibility for the organization, development and operations of the Project Control Office to manage and prepare the reporting to senior management of all project within a multidisciplinary program. Including contributed to RFPs, evaluated proposals and drafting SOWs. Managed various aspects of procurement strategy and process.

Developed and documented the use of project scheduling tools for integrating multiple project plans, critical path identification, and developing templates and macros for scheduling, financial, and earned-value reporting, with supporting templates.

Techniques employed included Project Management Planning (including definition of the governance process), Risk Management, Communications Management, Project Planning and Project Tracking and Oversight.

Participated in the evaluation of business and software engineering processes and plans to identify weaknesses and implement and recommend necessary improvements

20.    

Portfolio Manager

IT Directorate,

Department of Justice

Oct/1995 – Aug/1996

Responsible for the delivery of a portfolio of twelve administrative systems for DoJ, including PeopleSoft, FINCON Replacement, financial reporting systems, a Ministerial briefing system, DoJ Internet Infrastructure, and  the Recorded Information Management System for several Legal Service Units.

Major contributor to the specification and design of a Project Control Office, including the adoption use, and templates required to support the use of project scheduling tools for integrating multiple project plans, critical path identification, and developing templates and macros for scheduling, financial, and earned-value reporting

Contributed to RFPs, evaluated proposals and drafted SOWs. Managed various aspects of procurement strategy and process.

Conducted the project initiation in preparation for the SAP project and implementing the Public Key Infrastructure for the Department.

Established service level agreements and contributed to the definition of the change and problem management processes.

Techniques employed included Project Management Planning (including definition of the governance process), Communications Management, Project Planning and Project Tracking and Oversight. Used Evolutionary, Prototyping, Waterfall and Iterative Life Cycles.

Reported to senior management on the status and progress of all projects.

Developed the Business Case for the implementation of PKI and presented to Executive Committee

21.    

Project Manager

Simcoe Learning Centre

Sep/1995 – Sep/1996

Developed the specification of user requirements, software and information architectures and carried out all project management and training tasks for a network based system to be used by the Simcoe County Adult Learning Network (Barrie, Ont.) to track the completion of training objectives by students on Smart Cards.  Used JAD RAD methods to collect user requirements and Erwin and BPWin to document information and process models.

Project won both industry and national awards for excellence.

22.    

Chief Warehouse Architect

Environment Canada  

Jan/1995 – Jun/1995

Within a multiphase effort lead the analysis of the HRMIS and FINCON systems to identify the existing database design and to develop the specification of the Operational Data Store and the Data Warehouse.  Used JAD and RAD methods to identify and document user (business) requirements in the areas of business intelligence and operational reporting, and to develop the logical and physical data model  to support these requirements

Provided input to policy, architecture and standards for data analysis, warehouse design and development, end user computing and related subjects.

Liaised with multiple stakeholders and business experts across the organization

23.    

Technical Architect

Alegro Productions

Sep/1994 – Sep/1996

Developed and assisted in the implementation strategy for the modernization and renewal of the technical architecture for the financial and administrative systems.

24.    

Project Manager

Corporate Project Management Office

Canada Post Corporation

Aug/1994 – Dec/1994

Implemented the tools, methods, processes and governance structures to support a Project Information Management System aimed at tracking and reporting on resource consumption across multiple projects.

This included using project scheduling tools for integrating multiple project plans, critical path identification, and developing templates and macros for scheduling, financial, and earned-value reporting.

25.    

Project Manager

Canada Post Corporation

Mar/1994 – Aug/1994

Developed a proposed standard for the extended postal code.

26.    

Project Manager/ Business Analyst

Stentor Resource Centre Inc.

Sep/1993-Mar/1994

Delivered a client server based system to support a critical marketing initiative.  Performed a variety of tasks including project tracking and oversight, and client management functions as well as design and programming, performing quality assurance, managing delivery and implementation of software components and resolving outstanding business and technical issues. Developed briefing and presented to Senior Management every six weeks.

As the business analyst used JAD and RAD methods to document user requirements into the Logical Data Model

Techniques employed included Project Management Planning, Communications Management, Project Planning and Project Tracking and Oversight.

27.    

Information Architect

National Library of Canada

May/1993-Aug/1993

Responsible for the development of the application architecture of the proposed system, commented on and provided recommendations on alternatives and approaches to specifying and implementing the proposed application architecture with particular emphasis on database design for performance and compliance to requirements

Acted as a key member of the Business Analysis QA team to confirm user requirements and to evaluate, refine and publish the user requirements specification in the area of the logical data model.

28.    

Project Manager and Senior Technology Architect

National Archives Canada

Jan/1993 –May/1993

Developed a technology architecture, technology standards and tested design alternatives for National Archives.  Included in this work was a definition of the technology architecture characteristics required to support the implementation of an Ingres Windows 4GL based, client-server, and distributed database environment.

Converted the conceptual data model into a logical model.

29.    

Team Leader: Analysis

Secretary of State: Multiculturalism and Citizenship

May/1992-Jan/1993

As senior business analyst developed the formal user requirements and functional requirements statement and functional specification of a new client server system for the Canadian Citizenship Courts.

Trained the business analysis team in JAD/RAD techniques and used these methods throughout the project

Acted as the System Administrator for the UNIX based network

Guided and lead team and client staff in the collection, analysis and documentation of  information, requirements  and each of  Business (processes) Work (processes), Organization (roles & responsibilities) Policy (business rules)

30.    

Project Manager

Correctional Services of Canada

Feb/1991- May/1992

Carried out the design, development and coordinated the release of major enhancements of the Offender Management System.  The application was implemented as a decentralized (network based) database. 

Contributed to RFPs, evaluated proposals and drafted SOWs. Managed various aspects of procurement strategy and process

Implemented a Quality Assurance process that included the policies, practices and tools to support peer reviews, a quality plan and a Project Control Office. Used the information from this office to report to and brief senior management.

Acting directly as senior business analyst guided team and client staff in the collection, analysis and documentation of  information, application and each of  Business (processes) Work (processes), Organization (roles & responsibilities) Policy (business rules)using JAD/RAD processes to capture user requirements and produce the functional specification

31.    

Acting Director

Canada Post Corporation

Aug/1990 –Feb/1991

Managed the development and support of the Mail Network Systems, including the National Control Centre and Postal Code Management Systems.  This work required regular participation in the daily briefing and problem escalation processes to achieve the implementation and integration of these large systems

Developed the departmental annual budget and was involved in a divisional reorganization. Implemented formal earned value reporting and other metrics within the Directorate through the development of a Project Control Office.

Directed the development of processes, procedures and practices to standardize development methods within the directorate.

32.    

Program Manager

Canada Post Corporation

Feb/1989-Aug/1990

Managed all phases of the development and delivery of a series of systems.  These systems were developed in a variety of environments and utilized a combination of employees, consultants and fixed price contractors to achieve delivery. Iterative and evolutionary development life cycles were employed on these projects.

These projects (having a collective budget in excess of $30 million) required management all aspects of the system development lifecycle, including project planning and control (including developing RFP and Statements of Work) and managed resource utilization to ensure requirements were met and that all deliverables were of maximum quality upon implantation and integration. Management of these projects required weekly and monthly preparation and carrying out of briefing to various senior management and executive throughout the entire period of the projects.

For two projects (Flight Despatch Billing and Air Routing and Control Systems) acted as, and trained staff in JAD /RAD methods of business analysis to capture user requirements as work flow, and information models the Functional Specification.

Implemented a rigorous quality assurance process based on a process and measurement approach and a Project Management Office to facilitate and improve project management and reporting.  Two delivered systems won awards for excellence.

Techniques employed included Project Management Planning, Project Planning and Project Tracking and Oversight.

Adopted, developed and implemented project scheduling tools for integrating multiple project plans, critical path identification, and developing templates and macros for scheduling, financial, and earned-value reporting

33.    

Project Manager

Digital Equipment Corp

Apr/1988-Feb/1989

Tested, documented, trained users, and implemented, the revenue sub system of the Field Service call handling application.

Provided project planning and status reporting.

34.    

Senior Analyst

Digital Equipment Corp

Jun/1986-Apr/1988

Evaluated CASE Tools and methods to be used as standards for system development.  Worked with both external vendors and internal organizations, to identify product development opportunities using standard product life cycle techniques.  Addressed a full range of issues with respect to UpperCASE tools, automated testing, configuration management and performance measuring software.

Provided end user training, documentation, change management, day-to-day support and problem tracking, and was also responsible for identification and implementation of enhancements to existing systems.

Provided ongoing coaching to corporate project teams on technology architecture issues and design strategies

35.    

Architect

Digital Equipment Corp

Jul/1985-Jun/1986

Participated in and contributed to the methods standards, tools and requirements of the DSTAR (Digital Strategy and Technology Architecture) program

Provided ongoing coaching to corporate project teams on technology architecture issues and design strategies

Provided business knowledge, directed requirement discovery sessions and provided consultative support and direction to many teams in the areas of data and process modeling to aide in projects improving the integration and constancy of the worldwide systems.

Made multiple presentations and briefing to senior management and corporate executives on strategies, methods, status and issues of a range on internal projects, many of which were strategic in nature

36.    

Product Champion/ Business Transformation Architect

Digital Equipment Corp

Jul/1981-Jun/1985

As a business analyst identified business needs and business case and possible solutions in the area of order processing and fulfillment and developing supporting business plan.  Techniques utilized included requirements discovery (JAD/RAD) sessions, with extensive use of data and processing (both process and state transition) modeling.  Business re-engineering was applied as necessary to achieve an optimal trade off between policy and systems alternatives. For projects including FRI, Stride, Soar, Price Product, Fixed Assets and MASIS; developed the logical data model based on user requirements and prepared the required functional specifications. Each of these systems contained a significant investment in business intelligence and operational reporting capabilities, for which Mr. Kemp was the key analyst.

Presented project status and other pertinent project information to Senior Management on a regular basis

Provided business knowledge, directed requirement discovery sessions and provided consultative support and direction to many teams in the areas of data and process architecture and design and in the areas of business intelligence and operational reporting to aide in projects improving the integration and constancy of its worldwide systems. Workflow, information, state transition, process models and Logical Data Models for multiple projects for a large number of systems, including but not limited to Order Processing, Field Service Call Management, Discount Administration, Sales Register, Accounts Receivable, Cash Management, Deposit Management, Inventory Management, Customer Reference, Marketing Information, Fixed Assets and the Software Revenue Subsystem, to name but a few.

Developed an enterprise level metrics program covering all aspects of the organization’s operation through the order fulfillment chain.