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Date Created: 12/22/15
Ken Zatzman, BSc., MBA, PMP Senior Program & Project Manager/Systems Consultant ca.linkedin.com/in/kenzatzman LinkedIn: Tel: 416-567-0911 firstname.lastname@example.org Profile A highly accomplished Senior Systems Consultant and Program Manager, with extensive experience in project and program management, for initiatives with budgets up to $3 million. Holds a successful track record for delivering medium to large-scale systems solutions, project & program team leadership, process re-engineering, change management and strategic planning of IT and Business-related functions. Ken is a results-oriented professional, with progressive experience within numerous industry sectors, including financial services (i.e. web-based consumer services, insurance, wealth management, securities brokerage, and banking), software application development tools, retail marketing, web e-commerce, engineering, management consulting and healthcare accounting. Key Strengths Program & Project Management for Systems Development Team Management, Supervision, Mentoring & Coaching Corporate Budgeting & Financial Reporting, Tracking & Analysis Corporate Systems Training Procurement Negotiations and Bargaining Systems Development Methodology Consulting Professional Experience Metroland Media Group (MMG), Woodbridge, ON May 2011 - Present Senior Project Manager, Project Management Office Managing multiple small to medium-sized internal Metroland-wide project initiatives, with budgets in the range of $100,000-$500,000, with team sizes of 5-15 IT and Business personnel. Main activities to date have included: Accountable and responsible for the entire software development life cycle of assigned projects, from business requirements, through architectural design & analysis, development, system testing and release, in accordance with MMG’s Project Management methodology and IT Discipline teams’ delivery standards. Methodologies based upon RUP, Waterfall and Agile approaches. Working extensively with offshore development and quality assurance delivery teams, located in India, Russia and China, thereby covering a 18-24 hour delivery cycle; Reporting into and accountable to the Metroland Digital Steering Committee, which approves new projects, sets overall product and project strategy, as well as communicates prioritization of all approved initiatives; Project management and delivery of initiatives for both the Wheels.ca Used Cars and AutoCatch.com business-to- consumer websites. Key initiatives have included: Wheels Data Syndication and AutoCatch Rewrite & Consolidation; Project management and delivery of the mobile-enabled the Goldbook.ca application. This application was delivered on time and on budget, in a highly-disciplined and constrained 3-month timeframe; Coordination, delivery and/or research for internal upgrades of MMG Project Management Office Methodology for: Microsoft Project Server resource allocation tracking and management, Project Status reporting standard, Project Charter standard, Lessons Learned review and follow-up, Business Initiative Prioritization workflow, and IT Service Catalogue. Insurance Systems Inc. (ISI), Toronto, ON Oct. 2010 – Mar. 2011 Senior Project Manager Assigned to major enterprise-wide external client and internal projects, with budgets up to $500,000 and team sizes of 3- 12 IT and Business personnel, across ISI and Customer organizations. Responsible for project delivery of ISI’s flagship Web WriterEnterprise application suite (a property & casualty policy administration system), as customized for two large ISI clients. Specific responsibilities included: Project management for full project life cycle and coordination of ISI-based IT project teams, as well as Customer- based Business and IT teams. Travelled to customer locations in the U.S. & Western Canada. Coordination of the estimation, review and approval cycle for Client- and ISI-initiated Change Requests, for assigned projects. Sun Life Financial Inc., (SLF), Toronto, ON 2008 – 2010 Senior Project Manager, Enterprise Project Management Office Assigned to and led several simultaneous projects and programs with total budget range of $500K - $3 million total and team sizes of 4-20 IT and Business personnel, including the following: Built and managed joint IT and Business project teams, consisting of Business Analysts, Database Analysts, System Architects, Security Analysts and a Business Account Manager. Developed and maintained business relationships with key vendors including IBM, Business Objects/SAP, Bloomberg, Compuware, Microsoft and Princeton Financial. Coordinated troubleshooting and escalation, through SLF, of all critical project issues. Ken Zatzman Page 2 Successfully delivered three key technical components of the IBM Transition Program (i.e. Software & Hardware Asset Management, GSMRT Reporting and Disaster Recovery Metrics), with an overall budget of $1.5 million. Delivered on time and on budget, thereby successfully transitioning services from prior SLF management, to IBM management. Reported into and accountable to the Joint SLF-IBM Steering Committee. Estimated SLF savings, from delivery of these components, were $200,000 annually. Delivered the Securities Solutions project (to upgrade the Princeton PAM v.7 Securities Administration platform to v.XG8 & enhance SLF-customized G/L and Securities Pricing Reporting & U.S. & Canadian Securities Regulatory Compliance modules, including Sarbanes-Oxley), representing a budget of approximately $500,000, on time and 10% under budget. Upgrade to PAM v.7, resulted in a 20% improvement in system performance, over prior implemented version. Successfully delivered the BOXI Migration Program, which upgraded, enhanced and re-integrated into legacy data- warehouse-based applications, the enterprise-wide Crystal Reports 10 portfolio infrastructure, to Business Objects XI & WEBI self-serve reporting, across eight global business units, representing over 3,000 individual report modules. Overall budget: $3 million. Coordinated the delivery of 4 other project managers. Reported into and accountable to BOXI Migration Program Executive Steering Committee. Delivered the Program on time and 5% under budget. Awarded CEO’s Quarterly Achievement Award for this Program. Produced and delivered the required Program/Project Charters and Program/Project Plans, for all assigned engagements, through all drafting and all signoff phases. Developed and maintained the integrated program or project schedules, managed and delivered weekly status reports and bi-weekly and monthly budgetary updates. Coordinated and facilitated Requirements Scoping, as well as Training Sessions with multiple SLF Business and IT stakeholders, across the global enterprise, as well as with vendor stakeholders. Delivered and coordinated signoffs, for Change Requests impacting schedule, budget and scope, for all aspects of programs and projects, including vendor-related impacts. Managed and coordinated several production releases for multiple deliverables, outside regular business hours. NPL Technologies Inc. (Contract), Toronto, ON 2007 - 2008 Senior Program Manager Assigned to projects with a budget range of up to $2.5 million, undertaking 2-3 simultaneous engagements, each with team sizes of 8-12 IT personnel, including the following: Led two key CRM conversion and maintenance projects, using Siebel & Vantive technologies, delivered on time and on budget, which eliminated functional redundancy across three client business units, leading to annual savings of approximately $100,000. Successfully delivered projects for AML/ATF applications, including Control List Filtering, and Transaction Monitoring, ensuring ongoing compliance with Canadian OSFI and U.S. SEC regulatory requirements. Successfully delivered projects for FINTrac & FINCEN automated feed enhancements, and Credit Risk Scoring. Davis & Henderson LP, Toronto, ON 2005 - 2007 Senior Project Manager Assigned to projects with a budget range of up to $500,000 per project, each with a team size of 3-7 IT and Business personnel, including the following: Led several successful customized Cheque Merger/Conversion processing initiatives, for small banks or larger merging Credit Union clients (e.g. National Bank of Greece (Canada), First Calgary Savings, Meridian). These initiatives delivered an approximate 25% ongoing annual reduction in chequing account servicing costs, to each financial client. Technologies: PowerBuilder, ORACLE database, ETL and data warehouse toolsets. Methodologies: Waterfall, Agile for proofs-of-concept initiatives. Delivered strategic initiatives to improve the project delivery methodology for the organization (e.g. Risk Log Worksheet, Use Case template, and Project Gating framework, utilizing ITIL & COBIT standards). I.P. Devco Inc., Toronto, ON 2004-2005 Senior Project Manager Assigned to projects with a budget range of up to $250K per engagement, multiple simultaneous engagements, each with team sizes of 3-7 IT and business personnel, including business SMEs, developers, graphic web artists and business analysts. Successfully delivered a Flash-based web portal project, for Internet-based gaming and electronic cash management. System resulted in an 8% increase in company revenues, for the 2004 fiscal year. Project-managed a strategic data warehousing initiative, using data mining and OLAP functionality, under Oracle 10g using Oracle Warehouse Builder, Discoverer, and Enterprise Manager on AS/400 and Red Hat Linux platform. Ken Zatzman Page 3 SOLCORP (Insurance Software Solutions Inc.), Mississauga, ON 2001-2004 Senior Project Manager and Supervising Development Team Manager Supervised the PathFinder Development Team, consisting of 7 core personnel, and acted as Senior Project Manager for all team initiatives. Team annual budget was approximately: $900,000. Program-managed the end-to-end delivery of at least four successive releases TM the PathFinder application software (providing front-end web interface to SOLCORP’s flagship INGENIUM policy administration system). Successive releases delivered an approximate 10% performance improvement, per release. Collaborated with Product Management team in the development and publication of the Product Roadmap for Web Middleware Components. Successfully program-managed the inaugural, as well as two subsequent releases of the Enterprise Designer software. This application, which provided automated customized web-page menuing, and integrated directly to the INGENIUM TM application suite, provided a 15% cost reduction, as compared to prior manual approaches, in the development of customized business workflows, per SOLCORP client. Development methodologies used, included the Rational Unified Process (i.e. RUP), Extreme Programming (XP), as well as the EDS PM-Lite methodology (enhanced Waterfall approach). All projects reported into Corporate PMO. Acted as Mentor & training resource for SOLCORP Certified PM Training Program, as led by Corporate PMO. Coordinated and managed post-delivery product support for the PathFinder and Enterprise Designer products, with key support vendors, including Microsoft and IBM; scope included defect assessments, team estimate reviews, Service Level Agreement drafting and updates, and patch release processes. Rational Software Canada, Toronto, ON 2000-2001 Senior Technical Engagement Manager As a key member of the Financial Services Account Team, actively participated in the development of product sales strategy with the account team. Also trained client-students in Object-Oriented Design, Rational Rose and the Rational Unified Process (“RUP”). Independent Systems Consultant, Toronto, ON & U.S. Locations 1998-2000 Project Manager on a number of Year 2000 (i.e. “Y2K”) initiatives, including: A project to integrate two PowerBuilder-based Promotional Management systems for grocery retailing, for News America Marketing Inc. (based in Norwalk, CT, and New York, NY, 2000). Obtained TN-1 Visa for this role; A project to deliver enhancements to and call center-based troubleshooting services for Ingres-based engineering tracking applications at General Electric Aircraft in Lynn, MA (USA, 1999), and, A project to remediate of Credit Services and Interactive Voice Response (i.e. Chordiant, Genesys and Mosaix Dialer) applications at Canadian Tire Acceptance Limited (Welland, ON, 1998); Multiple projects to remediate ground- and satellite-based weather forecasting applications at Environment Canada (Toronto, ON, 1998). Bank of Nova Scotia and Scotia-McLeod Inc., Toronto, ON 1992-1998 Team Leader, Senior Programmer/Analyst and Technical Support Analyst Professional Development Project Management Professional (“PMP”, Project Management Institute, Newtown, PA, USA), 2003 Recertified in April 2010, December 2006 Post-MBA Certificate in Advanced Management (Schulich School of Business, York University, Toronto), 2000 MBA (Schulich School of Business, York University, Toronto), 1998 Management Courses: Dr. Gary “Buddy” Burge (Metroland, 2012); Dale Carnegie – Influencing (D&H, 2006) Community / Volunteer Work PMI Southern Ontario Chapter (including GTA IS Local Interest Group), Toronto 2001 - 2006 Member, and as a volunteer, participated in the following Chapter project initiatives: Mentee participant in the Situational Coaching Program, which provided a structured mentoring, Coaching & training experience, in collaboration with seasoned veteran project management practitioners: Author for PMP Review Course Update on Scope Management, for the PMBoK 3rd Edition, 2004-2005 Facilitator for PMP Review Course session on Time Management, 2004 Strategic Marketing Committee, co-authored report on improving data management practices within Chapter, 2003 Volunteer Mentor, MBA & EMBA Programs, Schulich School of Business, York University, 2003-2005
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