project and process management

Projects undertaken by The GENUS GROUP Inc. include organizations in the private and public sector and at various levels within the organizations. These projects have been critical components of the organization's strategic business plan. Projects include construction/renovation of new facilities, relocation of the entire organization, developing of a new program/service; and implementing a new software application. The GENUS GROUP Inc. has the knowledge, tools and skills with which to plan execute, control and close projects of all sizes. Proven processes can be utilized to ensure control of the scope, schedule, cost and quality; execute the project plan, contract management and team development; and minimize risk.

Examples of projects successfully completed to date are:

• definition and agreement with the Ministry of Health and Long term Care on the scope, cost and schedule;
• establishment of a decision-making structure, including development of requisite policies and procedures, to exercise complete management control of the project from perspectives of scope, cost, schedule, quality, communications and risk;
• establishment of contract management, including creation, negotiation and execution of contractual agreements with all project consultants; and
• implementation of reporting systems to senior executives, Board and Ministry of Health and Long Term Care. Projects have been successfully implemented.

ONTARIO GOVERNMENT RELOCATION PROGRAM
Directed all aspects of the facilities development projects for the Ministry of Northern Development and Mines from 1988 to 1993, Ministry of Citizenship, Culture, and Recreation from 1993 to 1997 and Ministry of Agriculture, Food and Rural Affairs from 1996 to 1998. Project Management Offices were established and managed. Key responsibilities for each project included:

• planned, executed, controlled and closed all aspects of the projects through the management of the scope, cost, schedule, resources (human and fiscal), quality, communication, risk and procurement;
• analysed and prepared capital and operating budgets, action plans, and updated facilities development project management plans on an annual basis as part of the Ministry's business planning and budget submission processes;
• developed and implemented reporting systems to senior management and Management Board Secretariat to: update status of facilities development/operations work (including budget, scope, schedule) being undertaken by Ministry staff, external consultants, contractors and vendors; identify and resolve significant issues; and monitor performance; and
• ensured all work was conducted within the policies as mandated by Ontario Management Board of Cabinet and respective Ministries; and construction projects met the approved specifications to fulfil the approved requirements of the Ministry users.
  

ST. MICHAEL'S HOSPITAL - REGULATORY ENTITLEMENT ASSESSMENT STRATEGY STUDY
Conducted a study to review the Official Plan, existing zoning and development agreements to define regulatory entitlements; identify potential for entitlement enhancements; establish basic cases/choices available to the hospital in terms of further development based on existing entitlements and identify physical parameters which would affect the disposition of future site density.

ONTARIO MINISTRIES OF THE ATTORNEY GENERAL & CITIZENSHIP, CULTURE AND RECREATION - COMPUTERIZED PROJECT PLANNING SYSTEM
Prepared the project charter and directed a project to determine user requirements, design (business/technical), build, test and implement computerized project planning systems (in close consultation with user groups) for both Ministries. The project planning systems enabled the Ministries to implement a formalized process for managing projects and all ongoing staff functions over a multi-year planning cycle; and thereby ensure that all work in each Ministry was being performed in the most efficient manner possible. The project planning systems are based on the functional organization of each Ministry and allow users to define the projects (tasks, timeframes and dependencies) and allocate human resources and costs (salaries, wages and direct operating expenses) by project by fiscal year.

ONTARIO MINISTRIES OF EDUCATION AND TRAINING/ CITIZENSHIP, CULTURE AND RECREATION - COMPUTERIZED CONTRACT TRACKING SYSTEM
To enable the Ministries to greatly improve performance/business relations with its vendors and ensure that all invoices were paid on a timely basis, I conducted business process re-engineering projects with each Ministry to analyse, design, build, test and implement computerized contract tracking systems. The systems enable users to enter information and track the status of:

• all RFPs, RFQs, RFTs and RFIs and related approvals (by signing authority) during the vendor selection/contract awards process; and
• purchase orders, including: purchase order amendment approvals (by signing authority); invoice approvals (by signing authority); and approved invoice payments versus approved budgets by fiscal year/cost centre/purchase order (original and amendment)/ project. The systems were implemented and resulted in changes in the procurement policies and procedures.

ONTARIO MINISTRIES OF EDUCATION AND CITIZENSHIP, CULTURE AND RECREATION - ORGANIZATIONAL MERGER
Organized, planned and facilitated the merger of the Ministries of Citizenship, Culture and Recreation/Education and Training information technology branches. Responsibilities included:

• preparation of a project plan which focused on:
  1. goals/strategies of the new branch,
  2. organization chart by staff member/classification and function (including PMO),
  3. reconciliation and identification of existing resources/skills to available positions,
  4. identification of surplus positions,
  5. identification of outsourcing (e.g. network operations, help desk, etc.),
  6. preparation of a joint budget (salaries/wages, direct operating expenses by cost centre);
  7. performance measures by goal/strategy; and
  8. project risks;
• implementation of the business plan and organizational transition process ; and
• ensuring all existing operations to clients were not affected