Career history, Education and Skills

1. Pablo Donoso, PMP®
Pablo Donoso, PMP Page 1
A determined and tenacious Senior Project Manager with 20+ years of experience in the public and private
industry specializing in team building and team motivation.
SUMMARY OF QUALIFICATIONS
 ProjectManagementProfessional, PMP®
 20 years of experiencemanagingand coordinatingmulti-level customer projects
 Strongknowledgeof ProjectManagementMethodology (PMI)
 PMexperiencethrough all stagesof theapplication developmentlifecycle
 Fluentin spoken andwritten English,French(CEE) and Spanish
 Security Clearance–Secret
 MiddleManagementDevelopmentProgram (MMDP) Alumnus.
 Currentsubstantivelevel:MG-06 / PM-06 Equiv.
EDUCATION
 ProjectManagementCertificate(Honours), Algonquin College,Ottawa
 B.A. Psychology,University Of Ottawa,Ottawa
 SystemAnalystAnd Computer Programmer Certificate,INACAP College,Santiago-Chile
CAREER EXPERIENCE
Manager, AppealsBranch (AB) April 2013 – Present
Duration:6 years.Level: MG-06 (substantive) / Equivalentto ProgramAdministration(PM-06) level
Reporting to the General Director of the Tax & Charities Appeals Directorateat the AB,and Director of the Risk & National
ManagementDivision. Responsibleforthemanagementand supportof theRisk Management,Litigation Support,and
BusinessManagementSection.
 Currently managingmultipledevelopmentinitiativeswithinthedirectorate;fromdevelopingan information
managementframework to efficiently manageour resources,to thecreation of a businessintelligencestructure in
supportof our operational commitments.
 Workingwithcross-functional projectteams to develop and executestrategic projectplansincludingschedules,budgets,
and resources;in an effortto identify andeliminateproductionwasters,and maximizeefficiency.E.g.Re-vampingof
directoratecommunication tools,which includesprocessanalysis,recommendationsto Sr.Managementto improve
productmanagement,re-design of knowledgedatabaseand end-user interface.Developmentof an information
managementframework,which includecreatinga strategy to managecurrentand historical information.Creation of
central pointof accessto knowledgeresourcesto facilitateonboardingprocessandensureknowledgetransfer.Re-
design of ATIP information gathering,validation andresponsepreparation.
 Leadingteamof professionalsprovidingcorebusinessprocessesand supportrelatingto programdelivery activities;
settingteamprioritiesanddirecting theestimation of humanandfinancial resources required for thedelivery of my
team’s mandate.
 Providingfunctional direction,expertadviceand supportto staff inRegional and fieldoffices.
 Keeping teammembers informed of corporateinitiatives,issuesand activities thatcould affecttheir work or theircareer
development.Ensuringthatteammembers areinformed of theirrights,obligations,and opportunitiesfor trainingand
developmentas partof thepromotion of a continuouslearningenvironment.
 Developing statements of performanceexpectationsforteammembers,and providingfeedback on resultsachieved.
 Providingexpertadviceto seniormanagersand partners(other CRABranches and Departmentof Justice) on costsharing
partnership andprogramchangesrequired to supporteffectiveprogramdelivery.
 Directingthedevelopmentof strategies,optionsand businesscasesaspartof continuousprocessimprovementto
respond to changeinitiatives frominternal or external sources(e.g.Optimizationof Registry process,Strategic
Managementof Litigation).
 Analysed ExpertWitnessexpensesand courtcases judgements to providerecommendations to theDirector General
related to expensetrends so to considertheir impacton operations.
 I conceptualized and planned theimplementation of a prediction model for theExpertWitness portfolio.I presented and
obtained approval fromseniormanagement(DGand AC) to implementa stakeholder consultativemodel thatcombined
historical financial data.Thenewapproach took advantageof historical variancedataand included predictionsfromDOJ

2. Pablo Donoso, PMP Page 2
counsel.Thiswasground breaking initiativeasno oneever involved DOJin a forecastingexercise, dueto thecomplexity
and unpredictability of thelegal process.
 LiaisingwithLitigationManagers,Tax ServiceOffices,Accessto Information PrivacyOfficers,other CRAbranches and
external GovernmentAgencies/Departments (Departmentof Justice,Tax Courtof Canada).
 Providingassistanceand interpretation to questionsand/or concernsrelated to theimpactof Information Technology
initiativesover AppealsBranch Initiatives/projects.
 Performed directorate’s projectionsand expenditurevarianceanalysis;tracked projections/actuals,fundingpressuresat
the directoratelevel;identified and reported on variances/problemsand worked with managersto ensurecorrective
action wastaken.
CANADA REVENUE AGENCY(CRA)
Assistant Director, Finance and Administration Branch (FAB) May 2018 – Sept.2018
Duration:5-monthsassignment.Level:MG-06 (substantive)/ Equivalentto ProgramAdministration(PM-06) level
Reporting to the Director of the Physical Security and ProgramManagementDivision. Responsibleforthemanagementand
supportof the Physical Security Section.
 Led team of professionals responsiblefor building,maintainingand implementing thephysical security programthat
supports thedirectoratesecurity programs,servicesand priorities.
 Provided corebusinessprocessesandsupportrelatingto programdeliveryactivities;setteampriorities and directed the
estimation of human and financial resourcesrequired for thedelivery of my team’s mandate.
 Maintained workingrelationship with HQ and Regional AssistantDirector of Security.
Attended regular meetingsto assessprojectprogress (Physical Security Modernization Project) and facilitatethe
implementation theI.D.Card Pilot;National replacementof theRC121Acardandcompletion of thePhysical Security
Repositorycompletion cycle(complianceto physical security regulationsof CRAbuildingsacrossCanada).
A/SeniorHR Advisor, Human ResourcesBranch (HRB) April 2012 – May 2013
Acting Assignmentas part of the Middle ManagementDevelopment Program(MMDP)
Duration:1 year. Level: A/HR-06
Reporting to the AssistantDirectorof the Business Planning andReporting section fromthe StrategicBusiness Integration
Directorate (SBID),at HRB. Responsibleforthedevelopmentand implementation of theHuman Resources Performance
MeasurementFramework (HRPMF).
 Planned,developed andimplemented HRPMF projectactivities;recommended implementation strategies based on
section priorities and analysisof HRprograms’structureand mandate.
 Provided adviceon implementation strategy options to adaptto HRB’s newAssistantCommissionerMandate.
 Provided interpretationand recommendations to seniormanagementregardingstrategicHRplans,operational
strategiesand theirimpactto HRactivitieswith emphasisto theHRPMF.
 Prepared background papers,briefingnotesand presentationsto beused by Director,DirectorGeneral and Assistant
CommissioneratHuman ResourceCommitteeand Agency ManagementCommitteemeetings.
 Analyzed and provided interpretationof HRBcorporatedocuments,suchas:HRB BusinessPlan;Agency Strategic
WorkforcePlan (ASWP);Annual Reportto Parliament;andBoard of ManagementOversightFramework.
 Liaised with HRprogramrepresentativesto ensuretheirinputand interests were represented on theoverall HRMPF
implementation strategy;chaired workinggroup meetings;metwith other branchesrepresentatives (SIB) and external
entities (PWGSC,Parliamentof Canada) to implementframework.
Acting Manager/Team Leader October2009 – April 2012
Duration:A/Manager:2 years,2 months. Level:A/MG-06~PM-06./ TeamLeader:4 months.Level: CS-03
Reporting to the Director of the DevelopmentCentre,Best Practices and Architectureand GovernmentOn-Linedirectorate,
ITB. Responsibleforleading and translating theagency’s mandatein regards to data exchanges with partners whilebeing
accountablefortheoverall result and key performancemeasures forthe project.
 Liaised with CorporateBranches,ProgramAreas,ITSolutionsApplicationsand other clients(OGD,provinces and external
partners) to converttapedata exchangesto secureelectronicmedia.

3. Pablo Donoso, PMP Page 3
 Identified a conversion strategy;managed project,communication and risk plans;and negotiated/obtained consensus
fromall stakeholdersand addressed allissuesarisingfromtheprojectactivities.
 Managed Data FileTransfer project;gathered and assessed work estimates fordeliveryteam;prepared and maintained
integrated work plan;identified critical path,timelines,milestonesand projectdeliverables;defined rolesand
responsibilities,scopeand approval authority.
 Anticipated potential operational and political issues,exposures,risksandthreatsdirectly impactingthedata filetransfer
and developed contingency plansandcoursesof action.
 Established apositiveand supportivework environmentbetween DTIM,ITApplications,Businessprograms,and external
clientsin order to alignto theagency’s vision,mission andvalues.
 Led and managed matrixteamof technologyspecialists (Supervised,assigned,directed andmonitored team’s activities;
estimated work,tracked deliverables,controlled projectcosts;Developed,withemployees,learningplans,career plans,
performanceexpectationsand performanceappraisal documents).
 Managed thedevelopmentand preparationof issuepapers,reportsandbriefingsfor seniormanagement.
Directorate’sFinancial Officer(FO) April 2009 – October2009
Duration:7 months. Level: CS-03
Reporting to the A/DirectorGeneral Best Practices and Architecture and GovernmentOn-Linedirectorate.Responsiblefor
providing operational andprogrammaticsupportto thedirectoratethru financial planningand record-keeping,as well as
financial reporting to theA/DG.
 Assisted theA/Director General on all strategicand tactical mattersasthey relateto budgetmanagement,costbenefit
analysis,forecastingneedsand thesecuringof newfunding.
 Oversawthemanagementand coordinationof all fiscal reportingactivitiesfor thedirectorateincluding:organizational
revenue/expenseand balancesheetreports,developmentand monitoringof organizationalbudgets.
 Performed directorate’s projectionsand expenditurevarianceanalysis;tracked projections/actuals,fundingpressuresat
the directoratelevel;identified and reported on variances/problemsand worked with managersto ensurecorrective
action was taken.
Team Leader November2005 – March 2009
Duration:3 years,4 months.Level: CS-03
Reporting to the Managerof DevelopmentEnvironmentSupportSection,BestPractices, Architecture and GovernmentOn-line
Directorate. Project Leader responsibleforthemanagementand supportof the DevelopmentEnvironmentSupportSection
(both Mainframeand Distributed Teams).
 Led and managed both,Distributed andMainframeteams,on a full timebasis. Established,assigned and monitored the
work of subordinatestaff. Developed implementationstrategies,prepared work plans,established priorities,objectives
and projectactivities;initiated and followed through on all personnel actions,implementingand ensuringcompliance
with CRA regulationsand respectingstaff (researched CollectiveAgreement,Staff Relations,Security and HRpoliciesto
addressemployeequestionsand concerns).
 Managed and planned theactivitiesof theSection,includinghumanandfinancial resources and providing inputto the
divisional budget. Planned,managed and followed through to ensurethelocal flowand timelycompletion of activities
thatdelivered work results;allocated thenecessary resourcesto deal with critical situations;coordinated and supervised
the team’s activities.Validated and approved activity reportsand authorized leaveand reallocated resourcesto
compensatefor teammembers’absences.
 Coached staff,provided supportand leadership,identified skill requirements,weaknessesand strengths,reviewed and
selected trainingcourses,andprepared trainingplansand strategiesfor staff developmentpurposes.
 Provided expertadvice,recommendationsand direction forimprovingBranchpolicies,processes,standardsand
methodologies. Contributed to theestablishmentof guidelinesand standardsby presentingdefacto best practices at
the BestPractices SteeringCommitteefor approval and publishing.
 Managed thedevelopmentand preparationof issuepapers;wrotedocuments,reportsand briefingsfor senior
management
 Discussed businessplansand objectivesand established thegroup’sbudget,prepared expenditureforecasts,resource
submissionsand businessplans;andprovideon-goinginformation to supportthebudgetprocess.
 Estimated staff and resourcerequirements forprojectsandassignments(Identified technical expertise,humanand
financial resourcerequirements).

4. Pablo Donoso, PMP Page 4
 Negotiated and approved servicelevel agreements with other division groupsand ensured my teamfollowed prescribed
practicesand recommended theexpenditureof cost-effectiveovertimeto my manager.
 Performed theduties of DevelopmentCentre’s representativefor Solutionsin frontof theChangeAdvisoryBoard and
EnablingManagementCommitteeand chaired theMainframeTechnical Forum(TECHNET).
 Prepared Human Resourcesperformanceevaluations,classification and staffing. Successfully ran selection processesto
staff vacantpositions(PLMandTLM).
IT Analyst/Developer January 2005 – November2005
Duration:11 months.Level:CS-02
Reported to theDistributed and Mainframe-Netron supportTeamLeader, responsibleforproviding supportand maintenance
of mainframetools;and reported to theTeam Leader of the Assessing MasterTeam,from theAssessmentSupplementary
Application Processing Section.
 Provided general applicationdevelopmentsupportandknowledgetransfer for newtoolsand technology.
 Provided technical andadministrativesupportfor theT1 AssessingMaster Group. Provided correctiveand preventive
maintenancein order to ensuretheaccessibility and integrity of T1 Assessingmaster data and allchangesto thatdata.
EDS CANADA/ SHL Systemhouse
SeniorProject Manager August2000 – February2004
Duration:3 years,6 months. Level: ProjectManager
Professionally led and managed mediumto large-scalecustomerprojectswithin theCanada Post(CPC)
account.
 Developed strategies,businesscasesandlong-termplans,cost/benefitanalysis,risk analysis,feasibility studies,and
technical specificationsanddocumentation.
 Planned projects;maintained integrated work plan;identified criticalpath,timelines,milestonesand project
deliverables;defined rolesand responsibilities,scopeand approval authority.
 Managed theproject’sbudgetconsistingof salary,capital,operatingand lineitems.
 Led and managed matrixed teamof technologyspecialists on a short,mediumand long-termbasisthroughcomplete
lifecycleof projectdevelopment. Prepared and conducted teammember’s annual performancereviews.
 Managed thedevelopmentand preparationof issuepapers,reportsandbriefingsfor seniormanagement.