Consultant, Sr. Program Manager / Digital Transformation Advisor
Toronto Transit Commission (TTC), Wheel-Trans ITS 10 Years Transformation Program
Total des années d'expérience :22 years, 2 Mois
• Manage and oversee the end-to-end process of Wheel-Trans transformation program phases 5-8, which includes four projects. (1) Enhance Schedule and Dispatch software (HoD), (2) Replace Mobile Data Terminal/Automatic Vehicle Location (MDT/AVL), (3) Replace and Modernize the Interactive Voice Recognition (IVR) system, and (4) Upgrade SAP Release 3.
• Oversee the Wheel-Trans program strategies and direction, determine what changes can be made to better serve the program, and conduct executive analysis in partnership with the internal and external consultants to provide options and recommendations to the executive sponsors, including the TTC Board, Chiefs, and CEO.
Achievements - Budget $17M(CDN)
o Program Management and Delivery: HoD Single Source Procurement (Development and Vendor Onboarding), Third Party Consultant SoW (Contract Negotiation and Onboarding), IVR and MDT/AVL Specification and Requirements (Development), IVR and MDT/AVL Competitive Procurement RFI and RFP (Development, Posting, Evaluation, and Vendor Selection), SAP R3 Specification and Requirements (Development).
o Wheel-Trans Operations Business Improvement: WT Delivery Strategy (Development), WT 2023 KPIs (Review, Evaluation, and Alignment), WT Business Improvement Plan 2023-2026 (Assessment, Development, Alignment, and Execution). Business Process Re-Engineering (Review, Assess, Update and Implement 262 Processes).
o Wheel-Trans Operations Projects: Bus Fleet Replacement (254 Hybrid Buses), Integrated Accessible Transit Hubs (Civil and IT Work), Facilities Improvements and Modernization (Lakeshore Division), Taxi (in vehicle) Mobile Terminal Device Refresh, Open Payment (PRESTO contactless) Taxi Rollout, and Taxi Contractors Negotiation and onboarding.
• Led and managed the end-to-end process of PRESTO contactless Open Payment Program that includes two major projects. (1) UP Express (Toronto-Pearson Airport Line) and (2) GO Transit, which allows customers to use credit cards and debit cards as a method of payment to travel on GO Transit network with all policies/rules/controls that include: Co-fare, fare by distance, loyalty, inspection, transfer, tap on/off, capping, service guarantee, and default trips.
• Identify current and future program risks, pain points, gaps, and problems to define and execute mitigation plans by evaluating and adopting new technologies and assess their ability to improve process efficiency, enhance the customer experience and improve the sustainability of future service.
Achievements - Budget 10M(CDN)
o Program Management and Delivery: Phase 2 Open Payment UP Express Debit Card Public Launch, Open Payment GO Transit Credit/Debit Public Launch, New Marketing Payment Channel By-Law Changes and Board Approval. Ministry of Transport (MTO) Minister’s Office Public Announcement and Go to Market Strategy.
o GO Inspection Model and Pricing: Inspection Model Strategy (Development), Lean Analysis and Implementation, Transit Safety Communication and Training Rollout.
o Highlights: GO Transit is North America’s first public transit agency to allow customers to use bank debit/credit cards to travel on provincial and local public transit. Over 60% of customers switched to Open Payment over regular paper tickets, and PRESTO Cards, resulting in a 2% decrease in operating costs.
• Led and managed the Wheel-Trans ITS Transformation Program which includes five projects. (1) Hastus on Demand scheduling and dispatch solution, (2) CRM 365 online application and application evaluation (CRM 365 case management system), (3) power business intelligence reporting & CEO’s dashboard, (4) INIT AVL (GIS Integration) as well as (5) The end-to-end specialized third-party solution assessment and recommendation (RFI and RFP).
• Managed, controlled, and developed an integrated and comprehensive program and project plans in compliance with TTC PMO methodology, and worked closely with the TTC stakeholders and external vendors/consultants to define project scope, specification, requirements, deliverables, budgets, schedules, timelines, resources, and post-project audit/evaluation.
Achievements - Total Budget $17M(CDN)
o Project/Program Management and Delivery: WT Schedule and Dispatch Solution Phase 3 Go Live, CRM 365 Case Management System Phase 2 and 3 Go Live, Business Intelligence Reporting Phases 2, 3 and 4 Go Live, WTITS Solution Assessment Phases 1-4 and Recommendation for Phases 5-7, Microsoft Online Chat Tool, Enghouse IVR Solution Review and Assessment, INIT AVL Solution Update and Online SMS Solution.
o ITS PMO Process Improvement and Transformation: ITS Procurement Process (Review and Update), PMO Reporting Process (Re-Design the Project Health Definition and Dashboard), Project Change Process (Review and Re-Design), and ITS Hybrid Methodology (Pilot and Assessment).
o Highlights: Automate and Transform most of the manual processes in the reservation, scheduling, and dispatch system, had a positive impact on the customers’ experience and decreased the operating cost by 10-12%, shortened the booking time from 15 to 2.4 minutes and moved more customers more reliably.
• Initiated and setup the Flexible Registration ERP Project and lead the business continuity plan (plan outlines) for the current FlexReg student life cycle solution for Humber Non Post-Secondary (NPS) courses that represent about 1/5 of the collage revenue, which will be out of support by the end of year
• Initiated and setup the project management process and implement project governance as well as create and design the project SharePoint team site, the project documents structure, the project management templates such as RACI, RAID log, Charter, Project Budget (forecast/estimates), Meeting Minutes, Project Org Chart, Communication Matrix, Integrated Project Plan, Project Schedule, WBS, Status Report/Dashboard, Stakeholder List and Executive Summaries
Achievement - Project Setup - Total Budget $6M(CDN)
Flexible Registration Project/Program Initiation and Setup, Business Continuity Plan High-level Outline, Vendor SOW Award.
• Led and managed all aspects of the I&IT projects in accordance with Metrolinx I&IT PMO Delivery Methodology and in collaboration with business and vendors to deliver the required products/services/artifacts for each project phase.
• Managed, developed, and created strategic and tactical project artifacts including business case, business requirement documents, project charters, project plans, schedules, WBS, SOW, RAID logs, KPIs and business realization documents, and program and project integrated dashboards and status reports.
Achievements - Total Budget $22M(CDN)
o Project Management and Delivery: Risk Management System Deployment, CRM 2015 Claim Management System Deployment, CRM 365 ERP System Upgrade and Rollout (HR, Finance, Legal, Marketing Customer Service, Corporate Communication and the CEO Office), Telecom Expense Management System (SaaS) Deployment, Automated Civil Litigation (ACL3) Legal Rollout, Workspace Optimization Contract Negotiation and Deployment, Transit Safety D3 Incident Management System Deployment, Enterprise Fleet Management System (GPS/GIS/GSM) Implementation, Bus Fleet Management System Improvement (GIS/CAD AVL Enhancement), Oracle ERP Capital Projects Division Rollout, SAP R2 ERP Deployment (HR and Finance) and Transit Safety Process Improvement and in Vehicle System Refurbishment.
o Process Improvement and Transformation: Led the I&IT PMO Transformation (Vendor Selection, Review, Assessment, Training, and Implementation), PMO Change Management and Delivery Controls (Strategy and Implementation), Delivery Methodology (Pilot, Assessment, Updates, Training, and Implementation), and Lesson Learned (Re-Design and Implementation).
• Led initiatives throughout the project management lifecycle in accordance with Teachers’ practices and methodologies and in collaboration with business and IT to deliver the required products/services for each project phase
• Managed and controlled the end to end process of developing key project artifacts, including evaluations, business cases, project charters, baseline plans, change requests, status reports, milestones, achievements, benefits and resources. Private and public capital market industry analyses, regulations and standards
• Liaised with the stakeholders/vendors to facilitate project governance effectiveness, status reporting, provided and updated key portfolio/project data, meeting materials, followed-up on action items, as well as facilitated the system deployment, package release and continuous improvement
Achievement - Project Managed and Delivered Successfully. Total Program Budget $55 M(CDN)
Risk management System Replacement Program, (SunGard / FIS). Phase One, Risk Model Validation and Transition to Operation.
• Managed and delivered all project phases including the development of eHealth Ontario systems and mechanisms for integration with the internal Line of Business systems (LOBs) and the external Point of Service systems (POS)
• Developed and maintained project charters, project plans and other project artifacts as required. Managed budget, scope and risk throughout the project life cycle and create strategies for risk response/mitigation
Achievement - Projects Managed and Delivered Successfully. Total Budget $15M(CDN)
Integration Facility (IBM eHealth Network Hub), HIAL Integration, Drug Information System (DIS), Diagnostic Imaging Integration, Ontario Public Labs Integration, Electronic Health Record Management (EMR) Governance and Rollout out, Provincial Integration Systems Migration, Enterprise DB Consolidation and Refresh SQL Project, Prod and Non-Prod Environments Datacenter Migration.
• Led and coordinated the implementation and development of the enterprise resource planning (ERP) system and facilitated/monitored the information flow between business functions and operations within the department
• Managed and coordinated the implementation of technology projects, including feasibility studies, scope of work, and request for proposal, vendors’ prequalification, technical evaluation, commissioning and closing
• Implemented IT best practices following ITIL framework standards, project management PMI standards and six sigma strategies to reduce cost, time and increase customer satisfaction while improving quality and maintaining OLAs
IT Management, Deployment Support and Managed Services for
1. Dolphin Energy Limited
2. Transco
3. ADWA
4. Abu Dhabi Executive Office
Information Technology System Support Engineer
Bleacher of Since in Information Technology Management and Business Administration.