` Profile of Len Hendershott
 

Profile

Position Index

Independent ConsultantITIL Process Engineer

Business Solutions ConsultantInformation Technology Division
Integrated Justice
Broader Public Sector Coordinator Purchasing Service Branch
Management Board Secretariat
Business Process ReengineerMinistry Reengineering Team,
Ministry of Education and Training
Senior Policy AdvisorUniversity Grants Administration,
Ministry of Education and Training
Treasurer and ComptrollerFinance and Administration,
Ontario Heritage Foundation
Manager, Finance, Grants and PolicyHeritage Branch,
Ministry of Culture and Communications
Manager, Financial AnalysisStrategic Planning Branch,
Ministry of Agriculture and Food
Acting Mgr, Program Planning UnitProgram Operations and Research Branch
Ministry of Revenue
Policy Research AnalystCommunications Division,
Ministry of Transportation and Communications

Education & TrainingDegrees & Certificates,
Readings in IT Service Management
 



 President - Hendershott Consulting Inc. ITIL Process Engineering
168 Bellefair Ave, Toronto, Ontario, M4L 3T9
Service Coordinator
Toronto Transit Commission
  From: Oct. 2010 To: Dec. 2012
  Back-fill for Service Coordinator who was seconded to Transit Expansion Project. Contract ended when Transit Expansion was transferred to provincial MetroLinx Agency.

Contract Deliverables

  • developed Service Catalogue framework using CA Unicentre Service Catalogue (version 12.7),
  • participated in CMDB development project using CA Unicentre,
  • described AS-IS Service Request process,
  • described TO-BE Service Catalogue request process,
  • developed static Service Catalogue web portal using CobIT as descriptive framework,
  • developed IT customer survey using Survey Monkey and analyzed responses,
  • wrote Windows 7 / Office 2010 Deployment Communications and Training Plans,
  • converted and supported Client Services and Service Coordinator Sharepoint web sites,
  • participated in TTC-ITS CAB review and developed TTC Change communiques.
Process Assessment Analyst
Toronto Police Service
  From: Nov, 2009 To: Dec. 2009
  Assessed Change Management practices using Gap Analysis and produced report with recommendations based upon ITIL Version 3 best practices

Contract Deliverables

  • Assessment Report,
  • Powerpoint presentation.
Application Release Manager
Ministry of Governmenet Services, Ontario
  From: May, 2006 To: Sept, 2008
 
Release Manager for Workforce Safety Information Management Systems (WSIMS); a Ontario Government-wide WSIB claims management system.

Contract Deliverables

  • developed requirements definitions, supervised development and posting of RFP, developed evaluation criteria, led evaluation effort, monitored selected vendor implementation and data migration (from legacy systems) efforts; developed and maintained Release Plan, SLA, Support matrix,
  • coordinated product and user acceptance testing,
  • developed project and Release Plans, wrote Request for Change (RFC) and represented application before Corporate Change Advisory Board,
  • developed application support model including process description modeled in Visio and embedded in Word process descriptions,
  • developed SLA framework and wrote and negotiated Service and Operational Level Agreements.
Deployment Analyst
Ministry of Government Services, Ontario
  From: Mar, 2006 To: Apr, 2006
  Contract Deliverables
  • developed initial Desktop Deployment Service description,
  • developed project plan for consolidation of desktop services,
  • developed service description for desktop deployment services.

Process Engineer
Major Power Corporation
  From: Sep, 2005 To: Nov, 2005
  Contract Deliverables
  • developed Intake process for large infusion of new employees,
  • developed Service Level Agreement governing Intake process.

ITIL Implementation Consultant
Toronto Police Service
  From: Jan, 2005 To: April, 2005
  Contract Deliverables
  • reviewed service management functions and conducted discovery sessions
  • produced Assessment of organizations capabilities with respect to Incident, Change, Release, Problem and Service Level Management best practice areas,
  • developed initial draft of recommendations for specific ITIL practices for the organization to introduce,
  • delivered day long presentation on ITIL/CobIT/CMM and how to implement ITIL.
Manager, Process Management
Canadian Imperial Bank of Commerce, High Availability Services
22 Front St., Toronto, Ontario
  From: Sept, 2004 To: January, 2005
  Contract Deliverables
  • developed High level process description for High Availability services,
  • developed Integrated Change, Configuration and Release Management process,
  • participated as reviewer of Disaster Recovery Plan,
  • provided ITIL best practices advice.
SLA Consultant
Workforce Safety Insurance Board
200 Front Street West Toronto, Ontario M5V 3J1
  From: Mar, 2004 To: June, 2004
  Contract Deliverables
  • develop SLA and SLA structure for Case Management System.
ITIL Process Engineer
Hartford Insurance Group
Farmington Ave, Hartford, CT, 06105
  From: Sept, 2003 To: March, 2004
  Contract Deliverables
  • developed process descriptions of TO BE Process descriptions based on ITIL best practices for:
    • Incident Management
    • Service Desk
    • Change Management
    • Configuration Management
    • Problem Management
    • Release Management
    • Availability Management
    • Capacity Management
    • Service Level Management
    • Financial Management
    • Service Continuity
    • Process Management (how to manage processes,)
  • provided advice on ITIL best practices,
  • develop and deliver presentations to senior management on ITIL, CMM and COBIT principles,
  • developed MS Project plan to deliver ITIL services based on interdependencies of areas and need for key enablers,
  • produced MS Powerpoint presentation on MS Service Management which introduces ITIL, CMM, COBIT, BPM,
  • developed comprehensive assessment questions for each ITIL area based on ITIL key activities in relation to maturity model with emphasis upon which process activities are endemic to which organizational maturity level.
ITIL Process Engineer
Economic and Business Cluster
250 Yonge St, 30th Floor, Toronto
   From: Aug, 2002 To: Nov, 2005
  Contract Deliverables
  • ITIL based process descriptions for Cluster Incident, Problem and Change Management processes
  • developed proto-type Service Catalogue based upon CobIT framework,
  • posted material on ITSM web portal - including policies, high severity incidents and their restoration, ITIL-based reference material
.
Integrated Justice Project
Integrated Justice Ministries
2nd, Floor, 55 York St
   From: June 2001 To: Dec. 2001
  Contract Deliverables
Service Coordination and Project Lead for implementation of Integrated Justice applications including Offender Tracking Information System.

  • provide primary liaison between system support and user community,
  • conduct regular Incident Review meetings with Database Administrators, technical architecture representatives and vendor support to review high severity incidents occurring and develop work-arounds for service restoration,
  • conduct regular root cause analysis to implement changes designed to rectify problems from re-ocurring,
  • implement application monitoring to implement measures designed to prevent problems from occuring,
  • coordinate application changes through local and ministerial change control bodies,
  • maintain MS Project plans for all changes and subsequent release plans.

 



 Business Solutions Consultant. Information Technology Division
Integrated Justice Ministries
17th Floor, 18 King St East
 Position Classification: ASY21 From: July 1998 To: June 2001
  Major Responsibilities
Detailed Job Description

Completed assignment to Y2K as Project Manager of Clean Management on February 29, 2000. Responsible for ensuring over the Y2K readiness of over 15,000 desktops and servers throughout the Justice ministries. I accomplish this by supervising eight consultants involved in remediation of machines which are deemed to be non-Y2K ready by virtue of their reported status using System Management Server (SMS) weekly reports and by testing applications for Y2K readiness.

Prior to the assignment, I managed the relationship between assigned Business Unit(s) and Information Technology Division of the Justice Enterprise. Clients included the Ontario Provincial Police, Policing Services Division, Corporate Services Division (now part of MBS - Shared Services Bureau and the Assessment Review Board). Relationship management involves both recognizing the Business Unit(s) potential interest in emerging technology and making the Business Unit aware of emerging technologies with potential application to it.

Participated in Justice Change Advisory Board (CAB) with responsibility for coordination of communications on IT changes to user community of 22,000.

Obtained Practitioner's Certification in Service Level Management.

Examples of Communications...

Negotiated service model for participation of municipal police forces into the Justice domain. Delivered major presentation on offer to meeting of Chiefs of Police under auspices of OMMPAC/OPTIC

Coordinating Business Unit requirements and managing expectation for roll-out of Office 97 and Exchange server within business units. Two years later later the same function was performed with for Windows 2000/Office 2000 upgrades.

Remaining aware of emerging technologies and government approaches including recent Justice initiatives:

  • ITIL (Information Technology Infrastructure Library)
  • Service Delivery Framework - Incident & Problem Management, Configuration and Change Management Processes
  • TCO - (Total Cost of Ownership)
  • Microsoft Solutions Framework
  • Business Intelligence
  • Exchange Server - Public Folders

Detailed Job Description

 




 Broader Public Sector Coordinator. Trade & Business Development,
Purchasing Services Branch,
Management Board Secretariat,
6th Floor, Ferguson Block,
77 Wellesley St West
 Position Classification: APS20 From: Nov. 1995 To: June 1998
 Major Responsibilities
  • Promote the use of Ontario Government standing agreements and corporate contracts to the BPS and co-ordinate procurement policies and practices between the OPS and BPS
  • Explain electronic tendering obligations of Ontario's trade agreements throughout Ontario Public Sector and Broader Public sector in Ontario.
  • Coordinate development of PSB Online, the web site of the Purchasing Services Branch. Make decisions on the content distributed on the web site within MBS guidelines.
  • Provide technology advice to management.
  • Develop briefing and issue notes on procurement related items.


Major Accomplishments
  • Delivered multimedia presentations on electronic commerce in series of six presentations throughout province as part of overall presentation on the Opening of Public Procurement between Quebec and Ontario. Presentations were extremely well received.
  • Have delivered over 20 computerized slide presentations demonstrating benefits of Standing Agreements to BPS organizations contributing to an increase in BPS use of Standing Agreements
  • Implemented Purchasing Services Branch Web site - PSB Online . Implemented security strategy for OPS and BPS access. Developed online database of BPS organizations for vendor reference and BPS registration to use SA's.
  • Defined Ontario positions for the writing of a new RFP for electronic tendering services.
  • Defined BPS coverage for Ontario's Standing Agreements.
  • Supported inter-governmental working group to develop RFP for electronic tendering provider(s). Provided technical advice for implementation of MERX electronic tendering service.
[To top of Profile]
 




 Business Process Reengineer. Temporary assignment Business Process Reengineering Team,
Ministry of Education & Training,
Mowat Block, Room 2149,
21st Floor, 900 Bay St,
Toronto, ON, CA, M7A 1L2
 Position Classification: AM19 From: Feb. 1995 To: Nov. 1995
  Major Responsibilities
    Project Lead
  • provide consulting and project management advice and assistance in developing a Technology Architecture for the Ontario Ministry of Education & Training (copy available)
  • monitor project status and report to ministry senior management group
  • advise Assistant Deputy Minister (Executive Sponsor for project) on project

    Assist in Defining & Managing Reengineering Initiative

  • provide advice and critical review of seven reengineering projects with focus on the use of technology as a change enabler
  • assist in developing slide shows
  • provide advice on trends in technology
  • recommend and secure technology tools for reengineering team
  • participate in staff and senior management presentations

Major Accomplishments

  • undertook significant instruction in business process reengineering and technology enablers:
    • courses in client-server, data communications and networks, reengineering, data warehousing, outsourcing,
    • self-study including the reading of approximately 15 titles on reengineering, change management, benchmarking, outsourcing, self-directed teams
  • developed project outline for a ministry technology architecture
  • supervised procurement and installation of personal computers for team
  • supervised installation of Novell Suite on computers
  • established group work procedures
 




 Senior Policy Analyst. Capital and Operating Grants Administration,
Ministry of Education & Training,
Mowat Block, Room 2149,
21st Floor, 900 Bay St,
Toronto, ON, CA, M7A 1L2
 Position Classification: AM19 From: June, 1994 To: Feb. 1995
 Major Responsibilities
  • research and development of policy options relating to the systems administration of transfer payments to post-secondary institutions
  • educational data collection and dissemination
  • leadership to support staff who maintain the post secondary information system


Major Accomplishments
  • prepared a report outlining a planned approach to technology acquisition for the branch (copy available)
  • provided technical documentation of USIS/UAR (university enrollment) information system (copy available)
 




 Manager, Finance & Systems,
Chief Financial Officer 		Ontario Heritage Foundation,
10 Adelaide St East,
Toronto,
ON, CA, M5C 1J3
 Position Classification: AM20 From: Sept. 1991 To: June 1994
  Major Responsibilities

    Senior Management - participate in setting Foundation policy and directions
  • member of senior management committee which reviewed policy and directions, established administrative and staff agendas and internal policies and represented the Board at various forums and events
  • provided Board support to from 21 to 33 Board of Directors, an Executive Committee of 6 to 8 members and periodic attendance to other Committees on ad hoc basis
  • member of management steering committee which oversaw strategic planning process for agency including visioning, establishing strategic priorities, assigning corporate values

    Comptrollership - responsible for the integrity of finances between $5 and $10 million

  • supervised investment decisions including long-term investment of endowments totally $1.5 Million
  • provided secretariat for Finance Committee composed of approximately five Board of Directors
  • managed annual budget process
  • monitored staff and cash position of Foundation
  • ensured adequate financial controls
  • key financial liaison with Cultural Industries Branch of Ministry of Culture and Tourism

    Information Technology - responsible for technology support to approximately 45 staff

  • recommended and secured key technologies and products
  • provided network services
  • provided training and trouble-shooting services

    Supervision - directed two supervisors and five indirect positions

  • information and overall direction
  • setting training requirements
  • performance reviews
  • dispute resolution


Major Accomplishments
    Improved financial controls
  • improved financial controls in order to remove adverse commentary of Provincial Auditor from audit reports ( which occurred prior to my assuming the position). Received commendation from Chair of Board of Directors upon his retirement. No subsequent adverse comments occurred during my tenure
  • implemented monthly Cash Position reports which provided staff, management and Board with timely information on spending patterns. Supplemented this with 6, 9 and 12 month detailed variance reports which improved accountability for spending and improved estimation of subsequent year budgets through better estimates of unspent, year-end cash.
  • improved forecasting and investment of idle cash which increased the interest generated
  • modified Zero Base Budgeting process to accommodate fund accounting requirements thereby improving the Foundation's operational planning capabilities
  • developed annual budget submissions to reporting ministry, including slide show to Deputy Minister, which assisted in reducing the ministry's cut to the Foundation's annual operating grants (relative to cuts applied to other ministry agencies)
  • reduced complexity of fund accounting system leading to better accountability, understanding and budgeting

    Provided financial advice

  • provided financial advice to the Executive Director of the Foundation during the agency's administrative separation from the Ministry of Culture and Communications resulting in the preservation of $200,000 in the annual grants of $2.5 Million
  • supervised the transfer of the Foundation's Architectural Granting Program to the ministry which preserved additional money for the agency and retained level of customer service
  • represented the Foundation on the Ontario Government's Financial Officers Council and in inter-agency financial forums ensuring high quality information exchange

    Established financial and administrative policies

  • implemented Delegation of Authority, Purchasing and Investment policies in the Foundation
  • wrote and presented major policy initiative on Revenue Generation possibilities for the Foundation (report available)
  • assisted in the establishment of agency strategic plan

    Information technology

  • upgraded local area network from IBM Netbios to Novell Netware resulting in lower 'down-time', improved maintenance, higher productivity and overall cost savings
  • implemented MS-Windows user interface, Windows-based products and E-Mail services throughout Foundation increasing productivity and user satisfaction
  • introduced help desk and in-house training services increasing user skill levels and raising productivity
 




 Manager, Finance and Policy Development. Ministry of Culture and Communications,
Heritage Branch,
2nd Floor, 77 Boor St West,
Toronto,
 Position Classification: AM20 From: Jan. 1988 To: Sept. 1991
 Major Responsibilities
    Policy development - responsible for policy development activity on heritage matters
  • produced and presented issue and briefing material to branch and ministry management
  • coordinated branch strategic priorities
  • in cooperation with ministry staff responsible for the preparation of B/TB-20's for Management Board consideration
  • participated as member of Steering Team for the Ontario Heritage Policy Review task force

    Financial management - financial management of Heritage Branch with annual budget of approximately $15 Million (I'D Estimates)

  • developed annual Heritage Branch and Ontario Heritage Foundation budget submissions using Zero Base Budgeting
  • provided financial assistance to branch management and staff
  • financial liaison with ministry Finance and Cultural Industries Branches
  • Treasurer of the Ontario Heritage Foundation responsible for annual budgets of approximately $10 Million

    Information technology - responsible for use of technology in branch and for the Foundation

  • monitored consultants involved in evaluating Foundation data needs
  • provided technology advice to Board of Directors of Ontario Heritage Foundation

    Grants processing - supervised Grants processing unit dispensing over $10 million annually in heritage grants

    Senior branch management - member of branch senior management

  • attended weekly branch meetings
  • participated in setting branch policy and directions
  • acted on behalf of branch Director as required

    Supervision - responsible for 4 supervisor and fourteen indirect staff

  • developed work plans
  • conducted performance appraisals on supervisors and reviewed appraisals of indirect staff
  • arbitrated conflicts
  • coached supervisors and ensured their support needs were considered

    Branch-agency finances

  • managed finances and system for both Heritage Branch and the Foundation even though a report of an independent consulting firm recommended two distinct positions
  • implemented a Zero Base budgeting approach for both the branch and the Foundation improving a complicated budgeting process (note: staff of the heritage Branch provided portions of their time to the Foundation making exact differentiation of costs between the two units problematic - the Foundation was administratively separated from the ministry in 1991)
  • negotiated with the Finance Branch of the ministry during year-end closing for the transfer of funds between the ministry and the Foundation resulting in significant cost savings to the Foundation (which, unlike the branch, could carry funds forward between fiscal years)

    Branch-Agency technology

  • changed branch and Foundation technology platform from VAX mini computer to PC-based local area network in 1989. In so doing I replaced 12 workstations located in two work areas to a work environment with networked PC's located on 100 individual workstations. This resulted in vast improvements to staff skill levels (who preferred PC software tools), productivity and, with the introduction of email, internal communications.
  • halted internal systems development on the VAX using POWERHOUSE and secured off-the-shelf, PC- based software (accounting, wordprocessing, spreadsheet, grants tracking, etc). I did this at least two years before the ministry made a similar decision to abandon development of a centralized data system using the same software and Vax platform. In doing so, I set the branch and Foundation in the forefront of ministry systems' developments and saved significant time, money and effort.
  • arranged training schedules in PC software for over 100 individuals, monitored skill levels, secured equipment and hired systems support staff
 




 Manager, Financial Information. Strategic Planning Branch,
Ministry of Agriculture and Food,
101 Bay St,
Toronto,
 Position Classification: PM-20 From: Sept. 1983 To: Jan. 1988
 Major Responsibilities Len in 1982
    Strategic management
  • assisted in coordination of strategic planning process for ministry
  • coordination of strategic priorities

    Financial management - produced annual budget and control reports on ministry's allocation of $559 Million (87-88 estimates)

      coordinated annual budgeting process using Zero Base Budgeting. This included:
    • advice on process to senior management and financial staff throughout the ministry
    • collection and supervision of budget submissions
    • quality control of submissions including conformance to strategic priorities
    • summarization and presentation to senior management to facilitate decision-making amongst budget submissions
    • producing annual branch and unit allocations
    • assistance in preparation of Estimates, MB-20's and MBR extracts

      reported on financial, human and results measures. This included:

    • preparing and reviewing cash flow forecasts for Treasury Board and internal management
    • monitoring human resource usage through acquisition of central agency personnel tapes
    • collection of branch performance indicators
    • producing quarterly consolidated performance reports
    • administration and maintenance of databases

    Project management - implemented consolidated resource information base throughout the ministry to compliment and support budgeting and resource control. This included:

    • project management of database development
    • retaining and monitoring external consultants for the development of a slide show to introduce system and new planning methodology throughout ministry
    • arranging training for financial staff located throughout ministry in use of system and methodology
    • hands-on programming in database software (system 1022) and in programming language (Fortran)
    • supervision of production of user manual (copy available)

    supervised of two staff included undertaking performance appraisals



Major Accomplishments
  • originated, developed and implemented Integrated Planning and Control System (IPACS) , a Decision Support System comprising a series of information bases covering planning, forecasting and control across financial and human resources and performance measurement (a 3 x 3 grid). The system involved the downloading of financial and human resource information from central government databases (COBIS, IPPEBS) to facilitate monthly variance reporting of actuals against forecasts created from budgeted allocations. This system provided the ministry with unparalleled financial and human resource reporting capabilities. Most unique was the ability to easily compare performance against these allocations illustrating a value-for-money methodology uncharacteristic in government at that time.
  • retained consulting assistance to develop a slide show to familiarize and train senior management and financial staff in use of system and methodology thereby facilitating the systems introduction and widespread use
  • co-chaired (providing technical advice) an inter-ministry task force exploring the wider use of personnel databases by ministries (up to eight at one time). The online entry of this information remains a government preoccupation which could have been solved through success of this venture. The initiative was halted due to the impending development of the CHRIS personnel system
  • standardized budget reporting and financial decision methodologies
  • used computerized routines to produce initial cash flow breakdowns (based upon known pay-date schedules and previous year spending patterns) thereby greatly reducing the amount of time and effort required to produce these forecasts.
 




 Manager, Program Planning Unit Ministry of Revenue,
Revenue & Operations Branch,
77 Bloor West,
Toronto
 Position Classification: AM21(acting) From: May 1979To: Sep. 1983
 Major Responsibilities

    Senior management support
  • (while Strategic Planning Branch) - coordinated strategic planning process for Tax Revenue Program including the establishment of priorities in accordance with the Tax Revenue Model (a model of the functioning of the tax revenue system)
  • participated as the main financial advisor to Tax Revenue Program senior management (ADM, Executive Directors and Directors). Provided secretariat for senior management meetings, recorded, distributed and maintained minutes and decisions. Ensured follow-up to decisions.
  • participated as financial advisor to ADM of Tax Revenue Program in one-on-one sessions with branch Directors on their submission rankings (note: their prioritization of budget submissions was an explicit and important element in the ADM's review of their performance)

    Financial management - responsible for annual budget process for Tax Revenue Program of ministry with over $500 million in annual appropriations

    • conducted annual budget exercise using Zero Base Budgeting
    • monitored Program spending against budget plan and produced monthly variance reports for senior management
    • supervised compilation of MBR data

    Information systems maintenance - responsible for maintaining service contract with time-sharing provider (approximately $200,000 per year)

  • ensure integrity of databases
  • coordinated training in decentralized computer access to over ten branches in Tax Revenue Program

    Supervision - of five staff in Unit



Major Accomplishments
  • managed three Zero base budgeting exercises for allocations over $500 million, producing over 500 pages of budget material and ranking over 200 separate submissions
  • provided financial assistance to senior management on a timely basis; received commendation of ADM, Tax Revenue Program
  • revised Tax Model as a basis of budget planning by tax activity
  • developed decentralized computer system throughout Tax Revenue Program branches which permitted direct input of budget submissions and the direct reporting of variance reports thereby reducing duplication in effort and resulting in standardized data and reporting formats

 




 Senior Communications Officer Communications Division,
Ministry of Transportation & Communications,
1201 Wilson Avenue,
Downsview
 Position Classification: Engineer 4 (Atypical) From: Aug. 1974 To: May, 1979
 Major Responsibilities
    Strategic Planning
  • participated in a strategic planning process for the Division including the assignment of strategic goals, SWOT analysis, environmental scan and scenario analysis

    Policy Analyst - develop and defend communications policies

  • undertake complex research studies
  • coordinate public opinion survey usage from Gallup Institute and developed reports on polls
  • develop issue and briefing notes and write initial drafts of minister & deputy minister speeches
  • acted as advisor to Minister & Deputy Minister on cable TV and broadcasting issues

    Intergovernmental negotiations - develop positions and participate in federal-provincial and inter-provincial negotiations for jurisdiction over communications areas

    Secure and enhance research capabilities

  • oversaw development of information system for use in policy research and development


Major Accomplishments
    Policy analysis
  • developed information base of minister's speeches which greatly increased the Division's ability to prepare new material quickly with high degree of conformance with previous statements
  • completed major research study of level of television and broadcast service in Ontario which involved innovative linking of broadcast reception contours and Cable TV franchise boundaries to census data
  • coordinated ministerial briefing material for series of Cabinet meetings though Ontario, attended minister's briefings and meetings
  • proposed and coordinated use of Gallup Poll Ontario Omnibus Service for over three years and six surveys to assess public opinion on communications issues - analyzed and presented results to senior management and minister

    Intergovernmental negotiations

  • analyses position of federal government and other provinces as major input to Ontario's position and tactics in negotiating jurisdiction of communications' areas
  • developed major position paper - "Intergovernmental Mechanisms in the Field of Communications" outlining options for permanent Federal-Provincial consultation forum

    Secure Information to enhance research capabilities

  • concept originator and project leader in development of OCIS (Ontario Communications Information System) at cost of over $750,000.
  • secured membership in AC Nielson and Bureau of Broadcast Measurement (BBM) for Division which permitted improved evaluation of viewing and listening habits of provincial residents and provided important network for dialogue with industry leaders
  • negotiated with Federal Department of Communications to receive annual financial statements of all broadcast and cable tv operations in Ontario which provided the Communications Division with information to undertake complex data modelling of communications industry in Ontario
  • negotiated with Statistics Canada for Ontario census data by enumeration area which permitted identification of unserved areas in the Province as a major input to Ontario policy on service levels
  • recorded all decisions of the Canadian Radio-Television and Telecommunications Commission in central database thereby facilitating decision retrieval and vastly increasing the Province's ability for timely and accurate representation at commission hearings
 




 Education & Training PhD (incomplete), York University
MA, University of Windsor
BA, McMaster University
  Formal Education
  • BA in Political Science from McMaster University
  • MA in Political Science from Windsor University with major in Quantitative Techniques
  • Teaching Assistant in Statistics and Research Design
  • completed course work towards PhD in Political Science from York University with major in Empirical Research and Methodology
  • Teaching Assistant in Canadian Foreign Policy and Defence


Other Courses
    Service Management
  • Obtaining Customer Feedback (2 days, Feb. 1998)
  • Service Management (2 days, Oct. 1996)
  • Outsourcing (2 days, Oct. 1995)
  • Applied Benchmarking
  • IT Benchmarking (measuring IT performance - Oct 95)

    Technologies

  • Client-Server Computing - Learning Tree (4 days, June 1995)
  • Introduction to Data Communications and Networks - Learning Tree (4 days, August 1995)
  • Data Warehousing (5 days - course & seminars - Sept. 1995)
  • Comparative Data Base Systems (5 days George Washington University, 1976)

    Management

  • Managing Diversity
  • Human Rights Code & Its Implications
  • Program Evaluation
  • Decision Analysis
  • Thinking On Your Feet (McLuhan and Associates)
  • Strategic Management
  • Facilitation Skills (2 days, Nov 95), refreshed (2 days, June 1999)
  • Negotiations Skills (2 days, Mar 96)

Other Relevant Experience

  • represented Ontario Heritage Foundation on Government Financial Officers Council for three years


Readings
    IT Service Management
  • Bays, Michael E. Software Release Methodology, Prentice-Hall, 1999, ISBN 0-13-636564-7
  • Behr, Gene Kim, George Stafford The Visible OPS Handbook: Starting ITIL in 4 Practical Steps, Information Technology Process Institute, 2004, ISBN 0-9755686-0-4
  • Czegel, Barbara Running and Effective Help Desk, John Wiley & Sons, 1998, ISBN 0-471-24816-9
  • EQE International Inc, Root Cause Analysis Handbook - A Guide to Effective Incident Investigation, Government institutes, 1999, ISBN 0-86587-658-4
  • Help Desk Institute - Implementing Service and Support Management Processes: A Practical Guide, Van Haren Publishing, 2005, ISBN: 90-77212-43-4
  • Jonassen Hass, Anne Mette Configuration Management Principles and Practices, The Agile Software Development Series, 2003, ISBN 0-321-11766-2
  • Lee, John J. and Ron Ben-Natan, Integrating Service Level Agreements, Wiley Publishing Ince, 2002, ISBN 0-471-21012-9
  • Lewis, Lundy Service Level Management for Enterprise Networks, Artech House 1999, ISBN 1-58053-016-8
  • Lyke, Howie L. with Debra Cottone, IT Automation - The Quest for Lights Out, Enterprise Computing Institute, Solutions for IT Professionals, Prentice-Hall, 2000, ISBN 0-13-019195-7
  • Lutchen, Mark D, managing IT as a business, John Wiley & Sons, 2004, ISBN 0-471-47104-6
  • Marcus,Evan and Hal Stern, Blueprints for High Availability, Wiley Publishing Inc, 2003, ISBN 0-471-43206-9
  • Piedad, Floyd and Machael Hawkins, High Availability, Design Techniques and Processes, Enterprise Computing Institute, Solutions for IT Professionals, Prentice-Hall, 2001, ISBN 0-13-096288-0
  • Schiesser, Rich IT Systems Management, Enterprise Computing Institute, Solutions for IT Professionals, Prentice-Hall, 2002, ISBN 0-13-087678-X
  • Shay, Reid Impacting Business - A Simple Model of IT Management, managebright, 2003, ISBN 0-9729831-6-3
  • Smith, Cooper Technology Strategies, Enterprise Computing Institute, Solutions for IT Professionals, Prentice-Hall, 2001, ISBN 0-13-027957-9
  • Sturm, Morris, Jander, Foundations of Service Level Management, SAMS, 2000, ISBN 0672317435
  • Tardugno, DiPasquale, Matthews, IT Services, Costs, Metrics, Benchmarking & Marketing, Enterprise Computing Institute, Solutions for IT Professionals, Prentice-Hall, 2000, ISBN 0-13-013786-3
  • Walker, Gary IT Problem Management, Enterprise Computing Institute, Solutions for IT Professionals, Prentice-Hall, 2001, ISBN 0-13-030770-X
  • Weill, Peter & Jeanne W Ross, IT Governance, Harvard Business School Press, 2004, ISBN 1-591139-253-5
  • Young, Ralph R. Effective Requirements Practices, Addison-Wesley, 2001, ISBN 0-20170912-0
  • Yu-Lee, Reginald Tomas Essentials of Capacity Management, John Wiley and Sons, 2002, ISBN 0-471-20746-2

    Service Management Theoretical

  • Cianfrani, Tsiakals & West, ISO 9001:2000 Explained, 2nd edition, ASQ, 2001, ISBN 0-87389-508-8
  • Crawford, J Kent, Project Management Maturity Model, Marcel Dekker/Center for Business Practices, 2002, ISBN 0-8247-0754-0
  • Chrisis, Konrad, Shrum, CMMI, Guidelines for Process Improvement, SEI Series in Software Engineering, Addision-Wesley, 2003, ISBN: 0-321-15496-7
  • Curtis, Hefley, Miller, People Capability Maturity Model, Carnegie-Melon, 2001, ISBN 0-8247-0754-0
  • IT Governance Institute, COBIT Management Guidelines, IT Governance Institute
    Business Processing - Reengineering
  • Chrissis, Konrad, Shrum, CMMI, Guidelines for Process Integration and Product Improvement, Carnegie-Melon Software Engineering Institute, Addison-Wesley, 2002, ISBN 0-321-15496-7
  • Howard Smith and Peter Fingar, Business process management - the Third Wave, Meghan-Kiffer Press, 2003, ISBN 0-020652-33-9
  • Davenport & Prusak, Working Knowledge
  • Osborne & Gaebler, Reinventing Government
  • Hammer & Champy, Reengineering the Corporation
  • Champy, Reengineering Management
  • Carr, Johanson, B est Practices in Reengineering
  • Currid & Co., Computing Strategies for Reengineering Your Organization

    Technology Directions

  • Bechtell, Untangling Organizational Gridlock
  • Boar, The Art of Strategic Planning for Information Technology
  • Davenport, Process Innovation
  • Dewire, Client Server Computing
  • Fried, Managing Information Technology in Turbulent Times
  • Lutchen, Managing IT as a Business
  • Keyes, technology TRENDLINES
  • Koelsch, Infomedia Revolution
  • Marshall, Transforming the Way we Work
  • Morton, The Corporation of the 1990's
  • Osborne ed., LAN Times - A Guide to Interoperability
  • Pinchot, The End of Bureaucracy and the Rise of the intelligent Organization
  • Spurr, Software Assistance for BPR
  • Tapscott, Blueprint for the Digital Economy
  • Tapscott & Caston, Paradigm Shift - The New Promise of Information Technology
  • Tapscott, Digital Economy


Specialized Skills and Characteristics
  • am adept in the application of technology to meet business needs,
  • can dismantle and assemble personal computers and am familiar with specifications - have supported and diagnosed personal computers for over ten years
  • am familiar with a wide variety of Windows-based software
  • am highly proficient in presentation software including multimedia offerings such as video capture, sound editing and animation
  • am trained in methodology, am personally detached and objective in most things I approach and am committed to value-for-money analysis