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JEAN-MARC ROBINSON
Ashton Informatics, Inc.
407 Laurier Avenue West, P.O. Box 56088,
Ottawa, Ontario K1R 7Z0
Tel: (613) 795-8266
Fax: (613) 258-1371
E-Mail:
jmr@ashtonarchitect.com
To view or print the resume:
Executive Profile:
C
V_JMRobinson_Profile.pdf - 1 Page
Strategic Planning & Project Management:
C V_JMRobinson_EAP.pdf
- 4 Pages
Service Management & Engineering:
C V_JMRobinson_ITSMF.pdf
- 7 Pages
Complete Resume:
C V_Jean-Marc Robinson.pdf
- 12 pages
EXECUTIVE PROFILE
Jean-Marc
Robinson is a Senior Partner with Ashton Informatics Inc. He has over 25 years
of experience providing project management,
architecture planning, service management delivery and support, and advisory
services to private and public sector
clients in both official
languages.
Jean-Marc is an accomplished
Business Enterprise Architect. He specializes in all aspects of planning at the
strategic, tactical and
project level and is practitioner of the EAP Planning methodology.
Prior to joining our team in 1990,
Jean-Marc had specialized in all aspects of IT Service Delivery and Support with
an extensive track
record in project management, product development, system engineering, cost
recovery, and service level management. Positions held:
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Founder, Capacity Management
Consulting Inc. specializing in Project Management, System Management ;and
Technology Architecture;
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Director, Product Development -
Technetronic Inc, delivery of performance measurement and forecasting tools;
|
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Senior Technical Advisor (CS4) -
Canada Post Corporation; and |
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Chief, Technical Planning -
Department of National Defense. |
As speaker at
various DCI / Enterprise Architecture Conferences, Jean-Marc has shared his
views on the following topics:
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Enterprise
Wide Technology Deployment, and |
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A Practical
Approach to Delivering an Information Management Plan.
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Jean-Marc is
member of a local service club and actively engaged in community projects and
charity activities.
AREAS OF SPECIALIZATION
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Strategic Planning |
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Project Management |
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Enterprise Architecture Planning
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Activity Based
Costing/Management |
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Performance Based Management
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Facilitation and Training
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Business Development |
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Product Development |
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System Integration |
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Service Management Delivery and
Support |
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Business Continuity Planning
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Product Marketing and Support
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CLIENTS
Jean-Marc is
an experienced IT Service Management Framework practitioner. He has extensive
experience in strategic
planning, project management, and
system engineering. His private and public sector clients include:
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US Air Force Headquarters
|
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Indian and Northern Affairs
Canada |
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Department of National Defence
HQ |
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Pharmacia and Upjohn Company
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Micronutrient Initiative
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Communication Security
Establishment |
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Human Resource Development
Canada |
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Canada Post Corporation
|
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Foreign Affairs and Immigration
Canada |
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US Department of Energy
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Maritime Command, DND
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202 Workshop Depot, DND
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Videre Development Corporation
|
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National Grocers |
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DMR |
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Justice Canada |
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Dyncorp |
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Sentel Corporation |
PDF Versions (Printable format)
PROFILE
- MANAGEMENT & PLANNING
Jean-Marc has an extensive track
record in the management of projects and delivery of products. His abilities to
communicate,
organize and motivate teams from
various backgrounds i.e. business experts; senior management; clerical and
technical; has
enabled him to keep project teams
focused and productive. Activities included:
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Facilitating groups and
conducting workshops |
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Developing and delivering
just-in-time training |
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Managing expectations
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Communicating with senior
management |
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Keeping teams motivated and
productive |
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Maintaining team dynamics
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Working to a budget and timeline
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More
recently, he has helped organizations develop their Strategic Information Plan.
Activities included:
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Enterprise Architecture Planning
methodology training and coaching for the development of the architectures:
Business Model,
Data Architecture, Application Architecture and Technology Architecture.
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Establishing decision and
prioritization criteria for the formulation of the plans: Transition plan,
Business Process
Improvement plan, Project
Implementation plan and Technology Deployment plan. |
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Sizing projects and preparing
budgets. |
The result of a three-year
research and development effort, Jean-Marc was directly involved in
conceptualizing, designing, marketing, and promoting Ashton Architect™
– an enterprise architecture and technology deployment planning tool.
Jean-Marc has over 15 years of
practical experience developing, operating and managing business interests both
as a senior founding
partner with Ashton Informatics Inc and founder of Capacity Management
Consulting.
MEMBERSHIP / CERTIFICATION:
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The IT
Service Management Framework (itSMF) Ottawa Branch |
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The ITIL Fundamentals
Certification |
AREAS OF SPECIALIZATION
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Facilitation and Training
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Enterprise Architecture Planning
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Business Value-Stream Analysis
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Project Oversight and Management
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Alignment of Plans to Business
Strategies Product Development and Delivery |
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Information Resource Catalogs
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Business Process Improvements
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Strategic Planning |
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Information Architecture Plans
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Technology Architecture
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Technology Deployment Plans
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Consulting Services Business
Development |
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EAP Knowledge Base Tools
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RELATED
TRAINING / SEMINARS
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Speaker at DCI/Enterprise
Architecture Conferences |
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Technology Forecast Seminar –
PriceWaterhouseCoopers |
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Enterprise Architecture
Conference – Speaker 1997,98,99 |
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Enterprise Architecture Planning
- DCI |
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Equipment Planning and
Configuration Design –ISE |
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Computer Measurement Group
Conferences – CMG |
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Project Management - DND
|
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Communications System
Architecture – IBM |
SELECTED PROJECT EXPERIENCE
US AIR
FORCE, HEADQUARTERS
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Enterprise
Architecture Planning for the formulation and approval of the Information
Architecture Plan. |
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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. |
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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. |
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Expanded
the methodology to incorporate a Business Process Improvement Plan, and
related activities as part of the Project Implementation Plan.
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Developed
survey questionnaires targeting: the business community, Application,
Technology and Operation groups. |
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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. |
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Developed
Project implementation cost estimates in conjunction with the core team. The
costs factored in business process improvements and Build / Buy comparisons.
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Enhanced
and expanded the EAP toolset knowledge base. |
MICRONUTRIENT
INITIATIVE
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Project
management and Implementation of the infrastructure and core business
applications. |
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On behalf
of the executive management team, conducted a technical review and audit of
the existing and proposed architectures
and deployment plans.
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Consolidated the services and reduced the level of complexity delivering a
more robust and cost effective solution. |
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Put in
place agreements and service support procedures with internal and external
service providers. |
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Facilitated
business process workshops with subject matter experts for the definition of
the core business activities: “Managing
Programs”.
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Established
a Business Continuity Plan through workshops with the Executive
Management Team. |
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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;
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US AIR
FORCE, HEADQUARTERS
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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. |
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Participated in management
review meetings for the development of the HQ AF CIO business plan.
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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. |
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Provided project oversight on
behalf of the HQ AF CIO throughout the definition, and execution of the
Project Implementation Plan. |
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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. |
SECURITY
LIFE REINSURANCE
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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. |
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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: |
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Core team
consisting of 20 business people with 5 IT specialists. |
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Reference
Group consisting of the senior departmental directors. |
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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. |
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Conducted
review meetings and workshops with the Executive team for the prioritization
of the plan. |
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Coached and
advised the Core Team for communicating the architectures to the Reference
Group and the Executive Team. |
US
DEPARTMENT OF ENERGY
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Facilitation
and coaching for the formulation of the Technology Architecture and
development of the plans: Transition Plan,
Technology Deployment Plan, and IT Operational Plan.
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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. |
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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. |
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Generated
various workload planning models and scenarios using the Ashton ArchitectTM
Modeling tool. |
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As part of
the Transition Plan,
identified the pre-requite
Infrastructure projects and developed the budgets and project timeline for
their implementation. |
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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.
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Consensus
and approval of a single plan was
obtained. |
US AIR
FORCE HEADQUARTERS
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Business
Process Re-engineering of the IT service delivery and support functions for
the US Air Force, Headquarters. |
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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.
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Identified
performance based metrics for help desk services and technical support roles.
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Developed
customer surveys to measure the baseline metrics. |
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Advisory
role for the formulation and definition of Service Level Agreements.
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PHARMACIA
and UPJOHN COMPANY
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Developed a
“Buy/Sell” framework for the US IT Operation. The framework dealt with:
packaging services, costing and pricing
services, and managing customer expectations. |
CANADA
POST CORPORATION
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Provided
technical advice and established Equipment Plans including budget
preparation and implementation of the upgrades:
request
for proposals, bid reviews, and project management. |
PROFILE
- SERVICE MANAGEMENT
Jean-Marc
has practical experience putting in place key management disciplines that enable
IT service organizations to control costs and
deliver quality products
that are in-line with established business priorities. Activities included:
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Establishing a performance management framework for measuring and tracking
costs, and quality. |
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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). |
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Improving
quality to a level that meets or exceeds customer expectations.
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Minimizing
service disruptions to the business. |
AREAS
OF SPECIALIZATION
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Service Level Agreements
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Cost Identification and Recovery
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Product and Service Definition
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Performance Level Indicators
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Capacity Planning |
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Equipment Planning |
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Project Management |
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Performance Measurement and
Tracking |
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Business Workload
Characterization |
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Configuration Management
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Problem and Change Management
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Enterprise Architecture Planning
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Technology Architecture
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Product Development and Delivery
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Business Continuity Planning
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System Engineering |
MEMBERSHIP /
CERTIFICATION:
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The
IT Service Management Framework (itSMF) Ottawa Branch |
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The ITIL
Fundamentals Certification |
RELATED TRAINING / SEMINARS
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itSMF Canada Conference - 2002
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IT Service Management Framework
Essentials (ITIL®) – Stay Technologies |
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HP Openview – Network Node
Manager – HP\ |
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Capacity Management and Software
Physics –ISE |
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Computer Measurement Group 1984,
89, 90, 91, 92, 93 |
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Computer Capacity Management
Conferences 82/83/84 - ISE |
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IMS System Management – ISE
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Capacity Management Forum - IIM
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Problem Management Workshop –IBM
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Service Level Management – IBM
|
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Computer Performance User Group
79/80 - NBS |
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MVS Measurement and Tuning - IBM
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MVS Structure and Design – IBM
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Multics Concepts and Utilization
- Honeywell |
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BEST/1 Modeling - BGS
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SELECTED PROJECT EXPERIENCE
Specific
project experience is provided for the following the categories:
RELATED PROJECT EXPERIENCE
SERVICE LEVEL MANAGEMENT
Align service and
product portfolios to the business needs of the customer and understand the
underlying service contracts to the delivery of those services.
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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. |
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For the CIO - US Air Force
HQ, advised and contributed to the definition and formulation of the
service portfolio and service levels. |
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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. |
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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. |
SERVICE
CONTINUITY PLANNING
Understand
the value
of the core business
activities;
assess the
vulnerability of
the business to risks and threats and put in place adequate
protection.
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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. |
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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.
|
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For
the
CIO
- DND,
as member of the disaster recovery task
force, reviewed the national level systems and established restoration
criteria and survivability requirements.
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FINANCIAL MANAGEMENT
Establish
mechanisms for controlling and managing IT service delivery and
support
costs. Apply activity based costing and management techniques (ABC/ABM) to
quantify
total cost of ownership (TCO).
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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.
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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. |
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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.
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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. |
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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). |
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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. |
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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.
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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. |
AVAILABILITY
MANAGEMENT
Define
the components, metrics and information sources for measuring “user
accessibility"
and “service availability”.
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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. |
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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. |
OPERATIONS MANAGEMENT
Establish
standards and procedures for the operation of computing environments.
Put in
place tools to automate manual intensive activities.
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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. |
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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.
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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. |
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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. |
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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.
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SERVICE DESK
Provide
a single point of contact for customer organizations and service providers.
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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. | |