This document provides a summary of Michele Moger's professional experience and qualifications. She has over 30 years of experience in infrastructure/administrative roles across multiple industries. Currently she works as a Project Estimate Coordinator at Enbridge Pipelines, where her responsibilities include coordinating project estimates, issues tracking, and reporting. Previously she held various administrative and project coordination roles at IBM Canada and Capital Health Care. She has a proven track record of building strong relationships, effective communication skills, and success in leadership positions.

1. Michele Moger
8750 – 78 Ave NW Bsmt.
Edmonton, Alberta T6C 0N6
Phone: 780-667-1318
Email: mmoger@shaw.ca
An accomplished Infrastructure/Administrative leader with over 30 years’ experience in the gas, education, government,
telecommunication, and health care industries. Builds strong relationships at all levels of an organization, including internal and
external clients. Outstanding problem solver, who is dedicated to quality customer service, specializes in providing the best
solution to ensure success.
 Proven effective communication skills.
 Able to build relationships both internally and externally.
 Excellent at multi-tasking.
 Effectively able to prioritize workload.
 Recognizes areas where improvements may be required and offers solutions.
 Promoted to leadership roles.
 Awarded Customer Satisfaction for exemplary service on numerous occasions.
 See attached Accomplishments Addendum.
Professional Experience:
Enbridge Pipelines, Edmonton February 2010 – Present
Over the past 60 years, Enbridge has become a leader in the safe and reliable delivery of energy in North America and is proud to
be recognized as one of the Global 100 Most Sustainable Corporations in the World. Enbridge operates the world's longest, most
sophisticated crude oil and liquids transportation system. Enbridge distributes energy owning and operating Canada's largest
natural gas distribution company and provides distribution services in Ontario, Quebec, New Brunswick
and New York State.
Pipeline Control – Project Estimate Coordinator November 2014 - Present
 Consolidate estimates for five disciplines – Control Centre, Control Systems, SCADA, Integration Services and Leak
Detection.
 Coordinate Project Life Cycle for Major Projects and Liquids Pipelines
 Create and assign Project issues for Subject Matter Experts.
 Follow-up with Project to ensure issues have been accepted and a resolution is in place.
 Tracking the Project from the estimate phase to closure using JIRA.
 Collecting data for project reporting. This includes, but is not limited to, communicating to stakeholders to obtain
information and running reports.
 Liaising with project team members to gather status information on behalf of the Project or Program Manager.
 Facilitating project meetings as requested.
 Complies with, promotes, and educates Project Managers and Project Team members to all Pipeline Control standards.
 Assists with root-cause analysis of project issues.
 Assist in the development of processes and procedures within Pipeline Controls.
 SharePoint Administration
 Identify process gaps.
 Create and update Coordinator processes.
 Create departmental templates for Pipeline Contorls.
 Pipeline Controls liaison for all Major and Liquid Pipeline projects.
 Create Project Sign-off packages for Senior Management.
 Maintain core project data in the Project Portfolio Matrix.

2. IT PMO Project Coordinator/Team Lead: November 2011 – October 2014
Provided Project Coordination for IT Projects Liquids Pipelines.
 Coordinate all Project Management support for 4 Business Units – Liquid Pipelines, Gas Distribution, Gas Pipelines &
Processing and Corporate projects.
 Coordinate and update monthly status reports.
 Create Project Workspaces.
 Create Stub Files in Project Server.
 Create Livelink sites for all Projects.
 Create JIRA sites for all Projects.
 Assign work for 2 Project Clerks
 Provide assistance in identifying areas of required training. Coordinate training efforts.
 Update and ensure accuracy of project resources using Microsoft Project.
 Ensure accurate data entry of all project financial details.
 Develop project reports and other deliverables as assigned by the Project Manager.
 Quality Assurance review of budget information.
 Consolidate Project Progress for Senior Management.
 Contribute to the creation of Enterprise Project Management Office process/improvement.
 Communicate with other departments to ensure Projects are on track and on budget.
 Coordinate efforts for all IT projects, some of which are large-scale in nature.
 Accurate data entry of all project financial details.
 Track key project milestones and adjust project plans and/or resources to meet the needs of customers.
 Escalate functional, quality, timeline issues as needed.
IT PMO Project Clerk: February 2010 – October 2011
Provided Project Support for IT Projects Liquids Pipelines.
 Update Project Summary from Project Status Reports ensuring accuracy and integrity.
 Consolidate Project Progress for Senior Management.
 Aid in the creation of agendas and preparation of materials for meetings.
 Develop ad-hoc project reports and other deliverables as assigned by the Project Manager or Program Manager.
Go Auto – Southtown Chrysler – Part Time April 2013 – May 2014
Go Auto is comprised of over 25 dealerships, repair and service centers, reconditioning facilities, in-house finance and insurance,
loyalty and rewards programs and more. Go Auto maintains a vast inventory, their purchasing power helps to get the best deal and
the best selection for customers. Go Auto is proud of the products they represent and every effort is made to reflect that pride in their
contact with customers - before and long after the sale.
 Direct all incoming calls using a multi-line phone system
 Track and accurately maintain license plate usage.
 Process receipts for sales and service.
 Sign out loaner vehicles.
 Prepare outgoing mail and courier.
 Photo-copy and faxing as required
Future Shop Canada, South Edmonton Common – Part Time November 2008 – January 2013
Future Shop Ltd. is Canada's largest retailer of consumer electronics, with more than 100 superstores selling computers,
televisions, home audio equipment, home office equipment, major appliances, and cellular phones..
Appliance Sales Associate: December 2010 – January 2013
 Use professional sales approach to understand customer’s needs and offer a complete solution.
 Understand, promote and sell extended warranty.
 Maintain current knowledge of the latest technology products and industry trends.
 Stay current on competitor products and pricing.
 Meet/ exceed company standards on all key performance areas.
 Recognized and rewarded for Customer Satisfaction.
 Consistently ranked in the top 10 country wide.
Customer Service Specialist: November 2008 – December 2010
 Perform front end duties as per customer requirements.
 Process cash, debit and credit transactions.
 Cash reconciliation.
 Provide an exemplary customer experience.

3.  Communicate company programs, special promotions and payment options to customers.
 Answer phones and respond to customer inquiries with appropriate information.
IBM Canada, Edmonton April 1998 –September 2009
Canada's leading provider of advanced information technology, products, services and business consulting expertise.
IBM Canada is one of the country’s largest R&D investors, contributing over $397 million (CDN) in 2008. Export revenue
for the same year was $2 billion (CDN).
Resource Deployment Manager: May 2008 – September 2009
Provided administrative support to 3 Service Delivery Managers. Administered and coordinated 53 Technical and
Project Management Resources to provide Security Consulting Services. Included penetration testing, system
architecture and system re-design to ensure corporate customer’s networks are updated and secure.
 Scheduled and chaired resource action meetings, prepared reports and written communication.
 Increased revenue by assigning idle resources to global coworkers which resulted in a positive utilization allowing Gross
Profit’s to be met or exceeded.
 Improved customer relations by evaluating, understanding resource requirements, assigning matching skill.
 Managed the subcontractor procurement process. Negotiated with vendors to optimize price and quality.
 Find creative ways to form profitable alliances with key subcontractor firms.
 Accountable for the area's resource utilization target in small to medium size sectors/categories/practices.
 Monitored current resource costs relative to revenue and profit goals.
 Monitored skill gaps and excesses to provide input to the area for acquiring and/or building needed skills.
 Focal point for all internal and external recruiting and hiring activities for college, and contractor positions.
 Eliminated resource administrative time by 15% by communicating and processing of assignments.
Midmarket Strategic Outsourcing (MSO) - Account Lead/Team Lead: March 2002 - April 2008
Provided administrative support to the Project Executive, Delivery Project Executive and Project Manager. First
point of contact for all customer concerns. Coordinated and lead work activities for multi functional teams to ensure
project objectives from a cost, schedule, technical and quality perspective were completed on time and in budget.
 Improved customer satisfaction by exceeding service level agreements.
 Met expectations by creating high performance teams and using Project Management to ensure
successful implementation.
 Compiled reports ensuring Gross Profit was met based on contractual obligations.
 Resolve client team issues with knowledge or creativity in an expedient manner.
 Enhance procedures and processes with a view toward overall client/team satisfaction.
 Transition Manager for new clients.
 Junior Project Manager for Client Transition and Project Change Requests.
 Scheduled on call rotation.
 After hours escalation for severity one problems.
Midmarket Strategic Outsourcing (MSO) - Service Administrator Jan 2001 – Feb 2002
Responded to customer requests for problems, changes and service requests.
 Created and delegated requests for problems, changes and service requests.
 Monitored successful backup of client servers, platforms included Unix, NT and AS400.
 Maintain and manage service request database.
 AS400 on call.
Technical Sub Contractor Buyer: April 1998 – Dec 2000
Responsible for purchasing Technical Services ensuring audit controls were followed.
 Negotiated contracts which resulted in enhanced profitability.
 Understanding and ensuring terms and conditions of contracts are followed.
 Performed yearly Supplier Performance Reviews and Contract Evaluations.
Yachimec Group – Edmonton BMW & Edmonton Mini
The Yachimec Group owns and operates 7 automotive dealerships Edmonton.
Receptionist – Edmonton BMW – Part Time September 2007 – March 2009
 logging in all new and used vehicles
 maintain vehicle inventory
 enter and verify warranty credits
 create window and key tags for all vehicles
 direct all incoming calls using a multi-line phone system
 assign license plates
 filing, photocopying and faxing

4. Capital Health Care - Health Care Administration May 1982 – March 1998
Alberta Health Services provides services in a variety of facilities, including 13 hospitals and two primary care centers.
Admin Assistant – Director of Regional Surgical Services – RAH Site October 1997 – April 1998
Organized and maintained Director’s responsibilities.
 Processed all written communication using Microsoft Word.
 Prepared surgical reports using Microsoft Excel.
 Responded to telephone, mail, and e-mail inquiries.
 Organized Director’s calendar, meetings across multi attendees and sites, booking rooms.
 Prepared all meeting materials including agenda, record and distribute minutes.
 Prepared and maintained surgical schedule.
 Verify and input payroll.
 Photocopying, faxing and filing.
Secretary – Nutrition and Food Services – UAH Site May 1994 - September 1997
Provided secretarial and office support to the Managers and Coordinators for Patient and Clinical Nutrition.
 First point of contact for all departmental inquiries.
 Responded to telephone, mail, and e-mail inquiries.
 Recording and distributing meeting minutes.
 Interviewing and hiring.
Verifying and inputting payroll for160 Patient Food Services staff.
Troubleshoot and provide knowledge to improve policies and procedures.
Departmental liaison for Human Resource, Payroll and WCB concerns.
Secretary – Space Management – UAH Site November 1993 – April 1994
Provided secretarial and office support to the Manager, Space Planning
 First point of contact for all requests.
 Issuing Purchase Orders for labor and materials.
 Work with requestors to understand their requirements.
 Plan and organize moves and renovations.
 Responded to telephone, mail, and e-mail inquiries.
 Recording and distributing meeting minutes.
Maintenance Coordinator – Facilities Management - UAH Site June 1988 – October 1993
Coordinated work activates for trades. Responsible for ensuring supplies were available.
 Improved acquisition of parts by implementing a petty cash/courier system.
 Purchasing of labor and materials.
 Verifying and inputting payroll for 120 staff.
Supervisor – Regional Nutrition & Food Services – UAH Site December 1985 – May 1988
Ensured patient dietary requirements are filled by communicating with Nursing and Nutrition & Food Services Staff.
 Staff training.
 Employee scheduling.
 Prepare and present in-services.
Nutrition and Food Services Aide – UAH Site May 1982 – November 1985
Prepared meal service for patients.
 Prepare patient meals and snacks based on diet requirements.
 Deliver meals and maintain cleanliness of kitchen.
Education/Courses:
 Operating the Pipeline – June 2016
 Maintaining a Respect Workplace – February 2016
 Fundamentals of Facility Design – April 2016
 Assertiveness for Personal and Business Success – March 2015
 Four Generations One Workplace – September 2015
 Skill Port Project Management Basics – June 2014
 Project Management Basics – Sept 2014
 How to create Pivot Tables in Excel – June 2014
 Planview – March 2014
 SharePoint 3.0 – February 2012
 Dynamics of Leadership – October 2008

5.  Problem Solving and Decision Making in Groups - June 2007
 Project Management On Time & In Budget – December 2003
 Essential Project Management Tools – November 2003
 Introduction to IBM Project Management Tool Suite – December 2003
 Project Management Fundamentals – June 2003
 Leadership in a Project Team Environment – May 2002
 Professional Ethics - October 2000
 Presentations - “Think On Your Feet” - September 2000
 Effective Procurement Contract and Negotiating Skills – January 2000
 Conversations for Action - September 1998
 Customer Satisfaction Management - May 1998
 Business Management Certificate - June 1997
 The Total Quality Leader - June 1997
 Working Together - May 1997
 Coaching Skills and Performance Management - May 1997
 Managing Transition - April 1997
 Excel 5.0 - Level II - March 1997
 Introduction to Access - January 1996
 Level II Word Course - January 1996
 Introduction to Excel - December 1995
 Achieve Certificate - Frontline Leadership - June 1993
 Bonnie Doon High School – 1982
Accomplishments Addendum:
Challenge: Approach: Result:
 Not being able to charge time
to U.S. projects
 Met with Finance to understand the
boundaries between the Canadian and U.S
for project financials.
 Worked with Finance and the Canadian And
U.S. Project Managers to develop a Request
Form.
 One form submitted for five
disciplines.
 The charge code is set up at the
time of the estimate and carries on
through the lifecycle of the project.
 Saved time and money for five
disciplines.
 Allows for more accurate Project
Management for the financials of
the Project.
 Estimate requests being
sent directly to a Delivery
Team. On most occasions
the other Delivery Teams
were not aware of the
request until after the fact.
This caused on occasion
the project to be delayed.
Change Orders would have
to be issued.
 Made a Proto-type Estimate Request
form, met with the delivery teams for
input, refined and implemented the
form.
 Scheduled meetings with the
Stakeholders to ensure they knew how
to use the form.
 Saved time ensuring all
Delivery Team’s received the
same Project documentation
which ensured a more
accurate estimate.
 Saved money due to less
Change Orders being
requested.
 The Estimate Owner acted as
the Single Point of Contact
(SPOC) thus ensuring all of
the delivery teams received
any updates to the Project and
meeting requests.
 PCSLD was a relatively
new department with very
little documented Policies
and Procedures.
 Set up weekly meetings with the Team
to create Policies and Procedures.
 Any member of the team can
back fill anytime thus ensuring
there is no lost time to the
Project.
 Creating Project Management
Office (PMO).
 Met with Stakeholders to understand needs.  Using Project Server, Sharepoint
and Excel created reporting
package that was simple to read
and pointed out any glaring
anomalies.
 Status Reports not being
accurate or submitted on time.
 Met with PM’s on a one on one offering
assistance.
 Accurate reports resulting in
current up to date data.
 Making 5 paper copies of the
report presentation.
 Met with Manager and suggested 1 paper
master presentation and the actual
 Cost savings on discontinuing the
binders - $525 per month.

6. presentation with the Director be done on
line.
 Multiple vendors for resources.
 Inconsistent rates.
 Met with Manager to suggest that we create
a table with the most common resources
and send an RFP to get consistent rates.
 Included in the RFP were rates with a scale
based on experience and knowledge.
 Went from 18 vendors to 4 core
vendors. Savings of
approximately $ 250,000 in the
first year.
 Faster turnaround due to the fact
that there was no further need for
rate negotiation.
 Customer waiting too long for
response to problem calls.
 Met with Help Desk Team Lead. Suggested
during regular business hours my team
takes all calls.
 Achieved real time problem.
 Resulted in 96% increased
resolution time.
 Confusion as to what number
to call for problems.
 Met with Account Team suggested clients
call one number .
 Resulted in 100% Customer
Satisfaction.
 0% call loss.
 Cost reduction to the client.
 Eliminated eighteen toll free
numbers.
 Increased GP.
 Client servers located in
multiple areas.
 Coordinated moving client servers to one
location.
 Achieved 94% increased
response time.
 Unhappy employee.  Met with employee to discuss issues.  Employee took on new tasks.
 Excited to come to work.
 Same person on call for
Statutory Holidays.
 Met with team.  Happy employees that were
sensitive when scheduling
vacations.
 Inconsistent reporting.  Met with Account Team to evaluate
contracts.
 Created consistent reports.
 Creating manual baseline
reports.
 Created a scheduled report to run.  Timely reports were delivered to
the Account team.
 Contract signing dependent on
resource being local.
 Coordinated bench resource to assume
duties.
 Resulted in a $500K contract
being signed.
 Positive GP
 Bench resource utilization
increased from 0 %to 100 %.
 Bench utilization reports a
manual process.
 Created reports to be automatically run.
 Downloaded information to excel, created
macros provided individual reports for
Manager’s.
 Set up formula’s and color coding to show
availability.
 Shared with team.
 Reports were able to be
completed more efficiently.
 Able to determine quickly resource
availability.
 7 week report with green and red
squares to easily identity
availability.
 Resulted in ‘time’ for RDM’s to
focus on bench resources.
 Lack of contract signing.  Assigned available resource resumes to the
US.
 Resulted in higher utilization
 US contracts were able to achieve
a higher GP.

7. presentation with the Director be done on
line.
 Multiple vendors for resources.
 Inconsistent rates.
 Met with Manager to suggest that we create
a table with the most common resources
and send an RFP to get consistent rates.
 Included in the RFP were rates with a scale
based on experience and knowledge.
 Went from 18 vendors to 4 core
vendors. Savings of
approximately $ 250,000 in the
first year.
 Faster turnaround due to the fact
that there was no further need for
rate negotiation.
 Customer waiting too long for
response to problem calls.
 Met with Help Desk Team Lead. Suggested
during regular business hours my team
takes all calls.
 Achieved real time problem.
 Resulted in 96% increased
resolution time.
 Confusion as to what number
to call for problems.
 Met with Account Team suggested clients
call one number .
 Resulted in 100% Customer
Satisfaction.
 0% call loss.
 Cost reduction to the client.
 Eliminated eighteen toll free
numbers.
 Increased GP.
 Client servers located in
multiple areas.
 Coordinated moving client servers to one
location.
 Achieved 94% increased
response time.
 Unhappy employee.  Met with employee to discuss issues.  Employee took on new tasks.
 Excited to come to work.
 Same person on call for
Statutory Holidays.
 Met with team.  Happy employees that were
sensitive when scheduling
vacations.
 Inconsistent reporting.  Met with Account Team to evaluate
contracts.
 Created consistent reports.
 Creating manual baseline
reports.
 Created a scheduled report to run.  Timely reports were delivered to
the Account team.
 Contract signing dependent on
resource being local.
 Coordinated bench resource to assume
duties.
 Resulted in a $500K contract
being signed.
 Positive GP
 Bench resource utilization
increased from 0 %to 100 %.
 Bench utilization reports a
manual process.
 Created reports to be automatically run.
 Downloaded information to excel, created
macros provided individual reports for
Manager’s.
 Set up formula’s and color coding to show
availability.
 Shared with team.
 Reports were able to be
completed more efficiently.
 Able to determine quickly resource
availability.
 7 week report with green and red
squares to easily identity
availability.
 Resulted in ‘time’ for RDM’s to
focus on bench resources.
 Lack of contract signing.  Assigned available resource resumes to the
US.
 Resulted in higher utilization
 US contracts were able to achieve
a higher GP.