Founder, Capacity Management Consulting Inc. specializing in Project Management, System Management ;and Technology Architecture;

Director, Product Development - Technetronic Inc, delivery of performance measurement and forecasting tools;

Senior Technical Advisor (CS4) - Canada Post Corporation; and

Chief, Technical Planning - Department of National Defense.

Enterprise Wide Technology Deployment, and

A Practical Approach to Delivering an Information Management Plan.

Strategic Planning

Project Management

Enterprise Architecture Planning

Activity Based Costing/Management

Performance Based Management

Facilitation and Training

Business Development

Product Development

System Integration

Service Management Delivery and Support

Business Continuity Planning

Product Marketing and Support

US Air Force Headquarters

Indian and Northern Affairs Canada

Department of National Defence HQ

Pharmacia and Upjohn Company

Micronutrient Initiative

Communication Security Establishment

Human Resource Development Canada

Canada Post Corporation

Foreign Affairs and Immigration Canada

US Department of Energy

Maritime Command, DND

202 Workshop Depot, DND

Videre Development Corporation

National Grocers

DMR

Justice Canada

Dyncorp

Sentel Corporation

Executive Profile (C V_JMRobinson_Profile.pdf) 12kb

Strategic Planning Experience ( C V_JMRobinson_EAP.pdf) 33kb

Service Management Experience (  C V_JMRobinson_ITSMF.pdf) 47kb

Facilitating groups and conducting workshops

Developing and delivering just-in-time training

Managing expectations

Communicating with senior management

Keeping teams motivated and productive

Maintaining team dynamics

Working to a budget and timeline

Enterprise Architecture Planning methodology  training and coaching for the development of the architectures: Business Model, Data Architecture, Application Architecture and Technology Architecture.

Establishing decision and prioritization criteria for the formulation of the plans: Transition plan, Business Process Improvement plan, Project Implementation plan and Technology Deployment plan. 

Sizing projects and preparing budgets.

The IT Service Management Framework (itSMF) Ottawa Branch

The ITIL Fundamentals Certification

Facilitation and Training

Enterprise Architecture Planning

Business Value-Stream Analysis

Project Oversight and Management

Alignment of Plans to Business Strategies Product Development and Delivery

Information Resource Catalogs

Business Process Improvements

Strategic Planning

Information Architecture Plans

Technology Architecture

Technology Deployment Plans

Consulting Services Business Development

EAP Knowledge Base Tools

Speaker at DCI/Enterprise Architecture Conferences

Technology Forecast Seminar – PriceWaterhouseCoopers

Enterprise Architecture Conference – Speaker 1997,98,99

Enterprise Architecture Planning - DCI

Equipment Planning and Configuration Design –ISE

Computer Measurement Group Conferences – CMG

Project Management - DND

Communications System Architecture – IBM

Enterprise Architecture Planning for the formulation and approval of the Information Architecture Plan.

Provided EAP methodology training, facilitated workshops and workgroups for the definition of the architectures and plans. The core team had representation from all business units.

Incorporated business process modeling techniques to identify, categorize, and prioritize the core business value-streams. This stream-lined the process for the development and communication of the business model and the architectures.

Expanded the methodology to incorporate a Business Process Improvement Plan, and related activities as part of the Project Implementation Plan. 

Developed survey questionnaires targeting: the business community, Application, Technology and Operation groups.

Produced the Infrastructure Deployment Plan in cooperation with the HQ IT Service Provider. The plan reflected estimated hardware and software requirements to support the projects, related installation and configuration efforts, and on-going operational costs including training for each of the required technology services. The result was one agreed plan.

Developed Project implementation cost estimates in conjunction with the core team. The costs factored in business process improvements and Build / Buy comparisons.

Enhanced and expanded the EAP toolset knowledge base. 

 Project management and Implementation of the infrastructure and core business applications.

On behalf of the executive management team, conducted a technical review and audit of the existing and proposed architectures and deployment plans.

Consolidated the services and reduced the level of complexity delivering a more robust and cost effective solution.

Put in place agreements and service support procedures with internal and external service providers.

Facilitated business process workshops with subject matter experts for the definition of the core business activities: “Managing Programs”.

Established a Business Continuity Plan through workshops with the Executive Management Team.

Continues to provide on-going project oversight and technical authority for the specification, deployment and support of a fault tolerant 24x7 global operation for the Micronutrient Initiative’s core business systems including the service desk functions and technical support utilizing an ASP model; 

 Development of the HQ AF CIO Business Plan and Practices including on-going support of the Strategic Plan and Project Oversight for the execution of the plan. 

Participated in management review meetings for the development of the HQ AF CIO business plan.

Developed the management processes for the maintenance and amendment of the strategic plan in conjunction with the Operational plan. This was accomplished through a series of workshops.

Provided project oversight on behalf of the HQ AF CIO throughout the definition, and execution of the Project Implementation Plan.

Maintained and linked the HQ AF Strategic Information Plan with the Headquarters Business Re-engineering projects, the global AF CIO technology architecture plan, the AF Business Plans, and Operational Plans.

 Facilitation and coaching for the formulation of the delivery of the following architectures: Business Model, Data Architecture, Application Architecture, Migration Plan Prioritization Criteria; and Communication Plan.

Facilitated, coached and conducted various workshops with all levels of the Enterprise Architecture Plan Project Team. The structure of the Project team was as follows:

Core team consisting of 20 business people with 5 IT specialists.

Reference Group consisting of the senior departmental directors.

The Executive Team consisting of the President, and VPs. Developed and conducted workshops with the Reference Group for the identification and definition of the Migration Plan Prioritization criteria.

Conducted review meetings and workshops with the Executive team for the prioritization of the plan.

Coached and advised the Core Team for communicating the architectures to the Reference Group and the Executive Team.

 Facilitation and coaching for the formulation of the Technology Architecture and development of the plans: Transition Plan, Technology Deployment Plan, and IT Operational Plan.

As member of the EAP project team, provided training and facilitated the definition of the Technology Architecture, the development of the Technology Deployment Plan and IT Operational Plan.

Developed a business driven methodology including training for the formulation of the Technology Deployment Plan in support of the Strategic Information Plan. Coached and interacted with the business subject matter experts for the definition of the business workload projection metrics as the basis for estimating resources and sizing infrastructure requirements.

Generated various workload planning models and scenarios using the Ashton Architect^TM Modeling tool.

As part of the Transition Plan, identified the pre-requite Infrastructure projects and developed the budgets and project timeline for their implementation. 

Developed the Operational Plan for IT related activities.  The plan: activities, budgets, timelines, person-effort and constraints, was developed through a series of meetings with staff and tabled to senior management for review and approval. 

Consensus and approval of a single plan was obtained.

 Business Process Re-engineering of the IT service delivery and support functions for the US Air Force, Headquarters.

Member of the IT Process Development team for the optimization and consolidation of the IT service delivery and support functions: Help Desk, Problem Management, Operations, and Service Level Management.

Identified performance based metrics for help desk services and technical support roles.

Developed customer surveys to measure the baseline metrics.

Advisory role for the formulation and definition of Service Level Agreements.

Developed a “Buy/Sell” framework for the US IT Operation.  The framework dealt with: packaging services, costing and pricing services, and managing customer expectations. 

 Provided technical advice and established Equipment Plans including budget preparation and implementation of the upgrades: request for proposals, bid reviews, and project management.

Establishing a performance management framework for measuring and tracking costs, and quality. 

Managing the bottom line by understanding the underlying costs (Total Cost of Ownership) that are required to support individual customers bases (Customer View), individual products and services (Product View) and individual business activities (Process view).

Improving quality to a level that meets or exceeds customer expectations.

Minimizing service disruptions to the business.

Service Level Agreements

Cost Identification and Recovery

Product and Service Definition

Performance Level Indicators

Capacity Planning

Equipment Planning

Project Management

Performance Measurement and Tracking

Business Workload Characterization

Configuration Management

Problem and Change Management

Enterprise Architecture Planning

Technology Architecture

Product Development and Delivery

Business Continuity Planning

System Engineering

 The IT Service Management Framework (itSMF) Ottawa Branch

The ITIL Fundamentals Certification

itSMF Canada Conference  - 2002

IT Service Management Framework Essentials (ITIL®) –  Stay Technologies

HP Openview – Network Node Manager – HP\

Capacity Management and Software Physics –ISE

Computer Measurement Group 1984, 89, 90, 91, 92, 93

Computer Capacity Management Conferences 82/83/84 - ISE

IMS System Management – ISE

Capacity Management Forum - IIM

Problem Management Workshop –IBM

Service Level Management – IBM

Computer Performance User Group 79/80 - NBS

MVS Measurement and Tuning - IBM

MVS Structure and Design – IBM

Multics Concepts and Utilization - Honeywell

BEST/1 Modeling - BGS

Service Level Management

Financial Management

Service Continuity Planning

Availability Management

Operations Management

Service Desk

Problem & Chance Management

Configuration Management

Capacity Management

For the CIO - DND, as member of the System Management Task Force, developed the Service Level Management framework and Chargeback for the implementation of Service Level Agreements, budgeting, and billing for  national level systems.

For the CIO - US Air Force HQ, advised and contributed to the definition and formulation of the service portfolio and service levels.  

For Client Services – DND, reviewed the Service Level Management process and recommended changes to the process and the agreement. Deliverables included the formulation of the Service Level Agreement for the departmental financial system.

For the US IT Service Provider - Pharmacia and Upjohn, participated in the formulation and packaging of the IT Services and Product Catalog. Deliverables included: IT Service and Product Catalog with pricing strategy; a process framework describing the major activities pertaining to defining the products and services and establishing service levels. 

For the Micronutrient Initiative, as System Integrator, developed the IT Service Continuity Plan through facilitated workshops with the management team for the definition of services, business impact, risks assessment, and restoration priorities. Deliverables included: disaster recovery procedures, the plan, the process, the team, recovery site, and escalation process.

For the Finance Computer System Project - DND, determined the required level of automation to address the survivability requirements of the central computing facility. Deliverables included: application restorations requirements, an assessment of current backup and procedures, and a backup and recovery strategy.

For the CIO - DND, as member of the disaster recovery task force, reviewed the national level systems and established restoration criteria and survivability requirements.

For the US IT Operation - Pharmacia and Upjohn, reviewed existing cost accounting and cost recovery practices associated with the US IT Operation. Activities included establishing a blueprint for doing global product pricing. Deliverables included:  a “Buy/Sell” Process framework describing the major activities pertaining to: costing products and services, and pricing products and services.

For the Montreal Regional Computer Centre - HRDC, reviewed the activities of centre, identified service offerings, and determined their costs. Activity based costing (ABC) techniques were applied to allocate the budget to specific services.  Deliverables included: identification and definition of the services provided by the centre; volumetric, and unit costs for each of the services.

For Corporate Services – CPC, conducted an audit of the Corporate Chargeback system in order to isolate the data discrepancies between the various data sources.  Deliverables included: implementation of system exits for timeshared applications and the formulation of reports to properly track storage (DASD) usage by plant, organization and application.

For the Service Level Manager - DND, conducted a functional review of the Cost Allocation and Rate Setting processes of their corporate computing facilities.  Deliverables included:  recommendations to facilitate these processes in a timely and accurate way; and a comparative analysis of their rates to other government and private sector service providers.

For the IT Resource Manager – CPC, conducted a functional review of the existing cost centers and recommended a billing account code structure to capture usage by organization and application.  Deliverables included the design and implementation of the computer based chargeback account code derivation exits (MICS).

Cost Allocation and Rate Determination System, designed and developed a cost allocation and rate setting system. Delivered features: ability to define service groups, expense groups, and allocate costs (i.e. personnel, capital, operation and maintenance) to the various service offerings and calculate the unit cost per service. Software: Visual Basic and MS Access.

For CPC and DND,  Performance Data Base and Chargeback – MICS, as Team Leader, managed, developed, and implemented various MICS Performance and Chargeback systems (i.e. DND, CSE, CPC) for shared networks, assets, computing services including the integration of professional services, and pre and post services.  Deliverables included: identification of information sources, utilization measurement metrics and algorithms, standards for application and organization accountability, and writing required user exits. Software: SAS. 

For the Life Cycle Maintenance and Engineering Manager - DND, developed a standard approach for sizing and costing EDP projects using dedicated facilities versus shared facilities.  Deliverables included: proof of concept by pricing two large IT projects.

For the Client Services - DND, defined the performance measurement metrics and exception thresholds for pro-active monitoring and reporting of system availability and denial of service due to performance degradation. Deliverables included: Functional Requirements and Technical Specifications for the acquisition of real-time monitors and tools.

For the Data Centre Consolidation Project - DND, as Project Manager, was responsible for the implementation of real-time monitoring for the National Level Computing facilities. Deliverables included:  market product analysis, request for information, Request For Proposal, Bid Review, Project Implementation and Oversight.

For Operations – DND, conducted a functional review of the controlled production environment in support of the automation and integration of the data centres.  Detailed evaluation criteria were provided for the selection of a Scheduling package.

 For DND, as Project Manager, managed the creation and publication of English and French Data Processing manuals such as User Guides, System Management Guides and Operation Guides. In addition, was responsible for the technical accuracy of both English and French text.

 For Operations – CSE, as Senior Advisor-Capacity Planning, developed standards for the specification of datasets, account codes and job names for the MVS computer facility in order to facilitate the tracking of resources by organization and application. Deliverables included the definition of Application System identifiers for all systems.

For the Life-Cycle Engineering and Maintenance Manager - DND, conducted a feasibility study to assess costs and benefits of using DASD versus automated tape libraries for backups and long-term storage.

For the CIO – DND, initiated and coordinated the migration of computer applications between the data centres in the Department. This resulted in standardized backup and restoration procedures for both data centers.

For the CIO - US Air Force Headquarters, as member of the IT Service Management Process Design Team, identified the “Best Practice” key performance indicators associated to the overall management of IT services with an emphasis on the Service Help Desk, Technical Support and Operations Support. Deliverables included: definition of the “As-Is” baseline, an assessment and comparison to “Best Practices”, the definition of the “To-Be” process with set performance improvement goals.

For the VP - Micronutrient Initiative, as System Integrator, established a virtual Help Desk and Technical Support function by implementing business-to-business relationships with ASP providers and IT Service Providers.

For Operations – CSE, defined a framework for the implementation of a centralized User Help Desk in support of the Information Technology services. Deliverables included: establishing standards; tailoring, definition and implementation of Trouble Ticket/6000; populating the configuration database with hardware configuration items by extracting data from Netview and the Asset Management System.

For Client Services - DND, reviewed the Change Management and Problem Management processes and recommended changes to both the process and system for stream-lining the capture of changes, problems, and overall tracking.

For the Operations Manager – CSE, defined Change Management procedures for the central computing facility. The study involved the participation of the following organizations: system software, application development, security, and operations. 

For the CIO - DND, as member of the System Management Task Force, participated in the definition of the Problem and Change management procedures, the specification of the business rules, and terms-of-reference (organizational responsibility matrix).

For the Configuration Manager - DND, developed a Configuration Management information bulletin: “Guide to Effecting Changes to the National Level Technology Framework” for the local ITI managers.  The objective was to ensure performance, security, and operational requirements were reviewed and addressed prior to implementing the changes.

For the Configuration Manager – DND, conducted a system review of CM practices for the capture and generation of engineering drawings. Local Configuration Managers across Canada were solicited for input through surveys and telephone interviews. Deliverables included: practices at each of the bases, guidelines and procedures for the on-going life cycle management activities with respect to Configuration Management across the department.  

 For the Chief, Life Cycle Engineering and Maintenance – DND, conducted an organizational study of the Computer System Engineering groups responsible for life cycle management and technical planning. Deliverables included: a revised organization chart, resource levels, responsibilities, and detailed personnel profiles for each position.

For the Configuration Manager – DND, reviewed existing practices with respect to the up-keep of the CMDB involving the remote supports groups for each the functional managers and the corporate manager. Recommendations were put forward and adopted for a common database and decentralized responsibility for the up-keep of the CMDB.

Capacity Planning Database System, as author, designed, developed, and implemented a Capacity Planning Database Systems complete with data dictionary, archiving, automated reports and graphs.  Data is maintained at a number of summarization levels including detail, days, months, and quarters.  Data collection and extraction interfaces were developed for a) BULL MULTICS computer installations, b) DEC VMS clusters, and c) PR/SM MVS/ESA installations. Software: SAS V6, Merrills MXG.

Information Resource Catalog & Workload Characterization - Ashton Architect^TM,  , as  Co-author designed and implemented a computer based tool specifically designed to address and solve planning and engineering issues commonly encountered with the distribution of databases. Algorithms were developed to evaluate the impact on the technology infrastructure (i.e. servers and network) and propose an optimum Data Placement Distribution Strategy.   Delivered capability included an IRC for capturing: the business model, the organization model, subject (information) areas, locations, application portfolios, current system deployment, the technology infrastructure and associated relationships. Software: Visual Basic, SQL, MS Access.  

For Enterprise Services - INAC, as Senior Advisor - Technical Planning, established and maintained the Technology Planning Framework for measuring the existing baseline and assessing the impact of proposed application/projects using Ashton Architect^TM  and HP Openview. Deliverables included: installation and configuration of HP OV Network Node Manager; establishing baseline diagrams of the INAC Network Topology and Servers; integration and sharing of various infrastructure configuration documentation items; and ongoing sizing of application projects/systems.

For the Network Services - DFAIT, quantified the SIGNET network bandwidth requirements to support offices across the world.  The study included developing the business framework and technology framework and evaluating the impact of the major applications.  Ashton Architect^TM was used to assess the workload impact.

For the Capacity Manager - DND, developed a Capacity Planning methodology for Unix based systems.  The study defined the processes involved for establishing both the business framework and technology framework.

For the Military Recruitment Project - DND, evaluated the impact of data placement strategies and quantified workload requirements for the deployment of the application across Canada.  Similar activities were conducted for the Reserve Integrated Information System.  Tool used: Ashton Architect^TM.  

For the Data Centre Consolidation Project - DND, conducted an EDP Workload Characterization study for the National Level Systems.  The study included soliciting information from the business user communities, and formulating both the business plan and the computer workload five year plan.

For the Corporate Manager Operations – CPC, managed the upgrade of the central computing facilities including the preparation of technical specifications, evaluation and selection of bids, contract negotiations, and scheduling and coordination of implementation activities.

For Maritime Command - DND, conducted a capacity impact study for the Department's Honeywell Multics Computer Centre in Halifax.  The study included an assessment of their present and future workload demands. Deliverables included: a Workload Utilization Forecast, Equipment Upgrade Plan, and replacement strategy for the Multics systems. 

For Engineering and Drafting - CPC, conducted a study to determine the CADD workload for the purposes of sizing computer hardware and data communications requirements for databases resident on multiple hardware/software platforms (INTERGRAPH and MVS).

For the Montreal 202 Workshop Depot - DND, reviewed the existing system at 202 Workshop Depot in Montreal, and prepared technical specifications for the replacement of the DASD and Tape subsystems.  Deliverables; RFP, Bid evaluation and acceptance on behalf of the Project Authority.

 For the Data Centre Project Manager – DND, conducted a technical evaluation and prepared an evaluation report of bids in response to a large mainframe Request for Proposal.

 For the Corporate Manager Operations – CPC, prepared short and long range workload projections and upgrade costs for all Corporate computing facilities based on the Corporate Business Plan.