1. RobertT. Burns
IT Management Consultant
Monument, Colorado 80132
719-337-6278
rburns19310@msn.com
Page CP-1
Career Portfolio
CAREER PORTFOLIO
IT Strategy and Design
Client Issue: A leading global institutional financial services provider outsourced their globally dispersed
IT infrastructure and required a standard set of global automated IT Service Management capabilities
across the enterprise.
Solution: Service Management Design
 A global service management transformation project was initiated and initially focused on the design of
Service Management Governance and five key operational processes: Incident, Problem, Change,
Release and Deployment, and Configuration Management. It included redesigned process work flows,
primary process interfaces, roles and responsibilities, policies, information products, and
measurements for the client’s IT infrastructure environment.
 I led the Release and Deployment Management (RDM) core process team, which included twelve
client release management experts representing global application development teams.
 The newly designed processes introduced additional best practice requirements for the IBM delivery
team and will be used by the client to transform their current RDM process in those IT groups that are
not covered by the outsourcing contract.
 Deliverables included Process Gaps and High Level Requirements, Process Guide, Information
Guide, Organizational Guide, Process Implementation Roadmap, and Process Training Materials.
 A cross-process validation workshop was conducted with the combined process design teams to
conduct a walkthrough of end-to-end process scenarios. This activity identified the touch points
between the processes and verified the appropriate interfaces were defined and exchanged.
 A session was held with the outsourcing delivery team during which I transferred knowledge of the
work accomplished by the RDM design team to prepare the delivery team for the process go-live date.
 I received very high satisfaction feedback from both IBM and the client.
Client Issue: A large international membership warehouse retailer was deploying a Service Oriented
Architecture (SOA) infrastructure to enable technology modernization initiatives. They required a strategy
for planning and implementing formal Service Management capabilities that supported the new SOA
infrastructure.
Solution: Service Management Strategy and Design
 I assisted an IBM team and the client with defining a large service improvement project and the
associated Statement of Work.
 The project defined an IT service management strategy and roadmap for the design and
implementation of processes and services in multiple phases.
 A high-level design was developed for three sets of related core IT service management processes:
Change and Configuration, Release and Deployment, Incident and Problem.
 I led the Release and Deployment Management work effort and facilitated the client cross-functional
team in defining the process foundation, governance and information flow.
 High-level design requirements were documented including process workflows, organizational
requirements, and information elements.
 I worked closely with the other process design teams to define and document process interfaces
between the six processes.

2. RobertT. Burns
IT Management Consultant
Monument, Colorado 80132
719-337-6278
rburns19310@msn.com
Page CP-2
Career Portfolio
Client Issue: An electric transmission and distribution utility in a large fast-growing metropolitan area
undertook a strategic business initiative to implement an Advanced Metering Infrastructure (AMI) and
Intelligent Grid (IG). The introduction of new leading-edge technology and a new business model with
innovative business processes required a transformational service management framework.
Solution: Service Management Strategy and Design
 As the lead service management consultant and trusted advisor, I collaborated with the AMI/IG
Directors to establish a service management strategy and framework that supported the leading-edge
infrastructure, analyze new AMI business processes, and establish an initial set of AMI services.
 A workshop approach was used to articulate service management best practices and facilitate
dialogue among the many AMI stakeholder managers to influence policy decisions.
 An initial service management governance framework was defined.
 I also collaborated with the AMI business team to integrate IT service management with new AMI
business processes, and we documented the information flows between them.
 A comprehensive list of service management requirements for the advanced meter infrastructure was
compiled.
 I performed additional analysis to provide a strategic roadmap for phased process implementation as
2.5 million automated meters are deployed to their customers.
Client Issue: A large commercial financing business established itself as a global bank holding company,
which required strict federal regulatory compliance. A formal IT Service Management infrastructure was
needed to adequately align the business with the regulatory requirements to ensure federal approval.
Solution: Service Management Strategy and Design
 A Service Management initiative was undertaken to define the formal disciplines that would meet the
needs of the stricter regulatory compliance. The initiative included six core service management
processes.
 I worked with the Capacity Management team to formulate performance and capacity planning
requirements needed to ensure the availability of critical financial business systems.
 A solution design was developed and validated in customer workshops and included process
activities, organization, and information elements.
 Integration with the other service management processes was ensured through collaboration with the
other process design work streams.
 The service management solution aligned with accepted standards and practices such as IT
Infrastructure Library (ITIL), Control Objectives for Information and Related Technology (COBIT), and
as prescribed by the Federal Financial Institutions Examination Council (FFIEC).
 A high level of customer satisfaction with the outcome and deliverables was attained.
Client Issue: A large geographically diverse U.S. health system required a robust service management
infrastructure to support leading-edge technology that provided caregivers with computerized clinical
tools.
Solution: Service Management Strategy and Planning
 A service improvement project was initiated by the Chief Information Officer (CIO) to define an
approach and plan for implementing an IT service management program that would yield common
services and consistent IT processes in support of automated clinical processes across their
healthcare network.
 I worked with a team of IBM consultants and the customer executive team to collaboratively develop
and document an IT service management vision, strategy, and an initial set of service capabilities.
 A series of executive and management workshops were facilitated to identify service management
objectives and requirements, and assess current capabilities based on industry practices.

3. RobertT. Burns
IT Management Consultant
Monument, Colorado 80132
719-337-6278
rburns19310@msn.com
Page CP-3
Career Portfolio
 Initiatives were defined and a strategic roadmap was developed to transform existing services,
processes, organization, information, and tools to achieve the IT service management vision of
supporting safe, high-quality patient care.
Client Issue: A large global provider of information commerce services undertook a complex IT
optimization project in order to consolidate major technology centers.
Solution: IT Transformation Strategy and Planning
 The project comprised multiple technology leadership initiatives, and resulted in a comprehensive plan
and roadmap for consolidation of multiple data centers, applications and infrastructure.
 I worked within the IT Service Management work stream to understand the diverse and immature site-
specific processes, and develop a detailed service management implementation plan to ensure critical
service support processes continued uninterrupted during and after the transition to the consolidated
IT environment.
Client Issue: A global package delivery solution provider established a new Service Management
organizational structure to better manage their new external customer-facing Web application
environment.
Solution: Service Management Strategy and Planning
 They engaged IBM to conduct an end-to-end, cross-discipline review and assessment of the
technology and process infrastructure supporting the production environment in their U.S. IT Service
Center.
 I was responsible for reviewing and analyzing the effectiveness and efficiency of current Service
Support management practices.
 Issues that had the potential to impact the delivery of services through the infrastructure to the client's
customer base were identified.
 Tactical and strategic recommendations were developed to correct the identified issues and enhance
the availability and stability of the client's customer-facing Web infrastructure.
Client Issue: A Department of Defense IT Agency comprised six essential separate directorates serving
Pentagon decision makers and warfighters. Resource constraints and rapidly evolving missions required
a more effective and efficient management infrastructure while driving down the costs across the
combined directorates.
Solution: Service Management Strategy and Design
 I collaborated with a team of consultants and the agency leadership to develop a high-level strategic
framework focused on defining the overarching direction of the combined organization and improving
the management of key IT functions.
 We participated in Executive IT Management Prioritization Workshops for the Executive Director and
his direct reports. The workshop gained insights into the performance of their IT management
processes based on ITIL best practices and determined areas of improvement based on their
priorities.
 I developed and led IT Process Maturity Workshops for large groups of cross-functional IT managers
and personnel. The maturity workshop initiated information sharing between the technical and
organizational silos that were a remnant of disparate directorates.
 A governance structure and IT process recommendations were developed and documented for the IT
Agency Executive Director and his Directors.
Client Issue: A major national insurance company undertook a very large J2EE Unix Application
Environment Rollout and initiated a formal ITIL Service Management certification project to align the new
J2EE infrastructure with business and customer needs.
Solution: Service Management Strategy and Design

4. RobertT. Burns
IT Management Consultant
Monument, Colorado 80132
719-337-6278
rburns19310@msn.com
Page CP-4
Career Portfolio
 I worked with a team of ITIL process consultants to determine project requirements and define
certification criteria.
 Identified the Service Management readiness levels associated with J2EE business and technical
capabilities, and the J2EE-UNIX readiness levels required for Service Management capabilities.
 Readiness plans were developed to close gaps identified for both the Service Management and J2EE
components.
 The client expressed very high satisfaction with the early progress of the ITIL Service Management
team.
Client Issue: A national clothing retailer undertook an initiative to establish corporate financial standards
specified in the Sarbanes-Oxley (SOX) law and directed the senior information technology executive to
identify areas of IT management related to the SOX requirements.
Solution: Service Management Strategy and Planning
 I collaborated with another consultant to guide the client in identifying and mitigating SOX compliance
issues within IT management disciplines, especially in managing changes to corporate and financial
systems.
 We developed a roadmap, which provided a plan to develop ITIL-based Change Management
disciplines that would satisfy specific SOX gaps and coordinate the overall effort within an ITIL
improvement initiative.
 An assessment of ITIL Service Management capabilities within their Service Desk organization was
conducted.
 A snapshot of current capabilities was developed, which provided a prioritized plan to improve Service
Management processes to defined maturity levels that would support SOX compliance.
IT Process Improvement Initiatives
Client Issue: A leading manufacturer of earth-moving and power generation machinery required more
effective discipline in root cause analysis to reduce the high number of business impacting problems and
improve the stability of critical business applications.
Solution: IT Process Improvement – Problem Reduction and Problem Prevention
 I provided mentoring in IT problem root cause analysis and facilitated team reviews of actions taken
during recent service disruptions to critical business applications.
 Tactical steps were identified to reduce recurring service disruptions and a long-term approach was
documented to design an infrastructure that supports the corporate strategy for business growth.
Client Issue: A global institutional financial services provider implemented lean techniques in their
application development environment. They wanted to extend the lean principles into the many disparate
processes that were used for deploying new or changed applications across numerous business groups.
Solution: IT Process Improvement – Lean Deployment
 I led a core customer team in designing a common deployment process aligned with the corporate
lean application development techniques.
 The resulting application deployment service provided a common handoff for all new application
releases.
 Multiple approval and deployment processes for application code changes were simplified, a risk -
based approval delegation for release of code changes into production was implemented, and manual
work order generation procedures were consolidated and automated.
Client Issue: A large national financial services company lacked specific areas of discipline in identifying,
reducing, and preventing the occurrence of problems in critical financial systems.

5. RobertT. Burns
IT Management Consultant
Monument, Colorado 80132
719-337-6278
rburns19310@msn.com
Page CP-5
Career Portfolio
Solution: IT Process Improvement – Root Cause Analysis and Problem Prevention
 I teamed with another IBM consultant to design an ITIL-based Problem Management Process that
included new detailed task-level workflows in the areas of Root Cause Analysis and Problem
Prevention.
 We documented the workflows in a new process guide with specific methodologies to identify the root
cause and contributing factors, and approaches to be taken to prevent problems from reoccurring.
IT Management Consulting
Client Issue: A large innovative worldwide online trading company recognized the need to reengineer its
service management framework and combine disparate process work flows.
Solution: IT Management Consulting
 I identified key tactical business and application release work flows that existed independently
throughout the organization.
 Numerous interviews with key application and operational managers were conducted to understand
their undocumented practices and dependencies, many of which relied on social media.
 The results of the discussions were used to decompose and document workflows so that
redundancies and touch points within the multiple processes, tools, and services could be identified.
 Customer executive satisfaction with the results was high as this was their first clear understanding of
important business and IT processes.
Client Issue: A large global building materials company experienced ongoing IT instability due to a lack
of adequate, seamless operational processes capable of supporting frequent corporate acquisitions,
unplanned growth in business, and innovative event-driven mobility technology.
Solution: IT Management Consulting
 This unstructured engagement required a detailed knowledge of unique requirements in the building
materials business and the diverse types of technology and issues that needed to be managed across
U.S. locations.
 I gained an understanding of their business through participation in company meetings, observations
at their system control center of remote field activities, and a plant site visit to watch the processing
and transport of building materials and the intersection of technology with the business processes .
 As a result, I was able to identify and document gaps in the initial support IT processes of Incident and
Problem Management where they were required for end-to-end technology issues that impacted
critical business processes. The final report included actionable initiatives to close the gaps.
Client Issue: A global business-to-business supplies distributer established an Enterprise Application
Integration (EAI) framework and tools to integrate their systems and data with business applications of
their customers and suppliers. The company wanted to review their application support structure to
ensure it was adequate for the new critical EAI infrastructure.
Solution: IT Management Consulting
 I collaborated with a team of IBM consultants and customer technology executives to evaluate cross-
functional application support capabilities.
 We identified many issues in their Enterprise Application Integration (EAI) and B2B environments that
could impact the operational stability of key business applications.
 Tactical and strategic recommendations for resolving the EAI and B2B application support issues were
developed and presented to the CIO and executive management team.
 The presentation of issues and recommendations was the first opportunity for the management team
and CIO to understand and share long-standing concerns and solutions to improve application support
within an EAI framework.

6. RobertT. Burns
IT Management Consultant
Monument, Colorado 80132
719-337-6278
rburns19310@msn.com
Page CP-6
Career Portfolio
Business Continuity and Resiliency Services
Client Issue: A major banking client engaged IBM to reduce frequent breaches of service within critical
banking applications by strengthening the resilience and improving the availability of their IMS and DB2
databases.
Solution: Resiliency Consulting Services
 I led a team of IBM technical experts evaluating the IMS and DB2 database components identifying
risks and opportunities to improve tactical and long-term resilience through improved engineering,
procedures, processes, and automation.
 As the engagement manager, I was responsible for ensuring the technical team was meeting client
expectations as the evaluation progressed and the team adequately documented the results.
 Customer concerns with the analysis activities on one of the database components were identified,
managed, and successfully resolved to their satisfaction.
 In addition to being the primary client contact, I assisted the technical team with documenting
traditional technical writing and merging it into a consultative report that provided value to the client.
 The final report, which resulted in a high level of client satisfaction, identified initiatives for a resilience
program to address the risks and opportunities.
Client Issue: A major banking client determined a critical need to reduce an increasing number of
customer banking failures and better exploit available technologies that compose their major banking
Services Center infrastructure.
Solution: Resiliency Consulting Services
 I led a cross-functional team of technical experts in an outage analysis effort and the evaluation of
Service Support processes, delivering the findings and recommendations to the client senior IT
management team.
 The actionable recommendations were adopted, developed into initiatives, and implemented by the
customer to improve the overall resiliency of the service delivered through enterprise technologies and
reduce banking interaction failures experienced by the client's external customers.
Client Issue: A national healthcare provider experienced declining levels of service quality in their critical
clinical applications and engaged IBM to identify the primary causes and recommend solutions.
Solution: Resiliency Consulting Services
 I was a key subject matter expert on the project team in the assessment, outage analysis, and
preparation of the final deliverable.
 A team of technical and process experts performed a detailed analysis of the infrastructure in order to
identify areas of opportunity within process and technology, identify availability design exposures, and
review process guides and procedures for completeness and accuracy.
 Strategic recommendations were identified and a road map was developed to implement
improvements in the overall availability of clinical systems services.
Client Issue: A large global financial services company undertook an availability initiative to ensure that
two of their most critical business application infrastructures were sufficiently resilient to meet business
needs and satisfy online customer expectations.
Solution: Resiliency Consulting Services
 I led a team of consultants in performing a Component Failure Impact Analysis (CFIA) on a customer-
facing, online service J2EE Web application and on a complex financial risk management system.
 Significant data gathering through interviews with the application owners and geographically dispersed
infrastructure managers was required to capture thousands of components and intersection points with
functional areas.

7. RobertT. Burns
IT Management Consultant
Monument, Colorado 80132
719-337-6278
rburns19310@msn.com
Page CP-7
Career Portfolio
 The CFIA identified outage exposures, the impact of component failures on critical applications and
changes needed to withstand the failure of any end-to-end component.
Client Issue: A diversified technology and manufacturing company with Six Sigma requirements
experienced decreases in the quality of service on their critical Order Management System (OMS).
Solution: Resiliency Consulting Services
 I was the Engagement Manager responsible for leading technology, application and process teams
responsible for evaluating the OMS and the underlying technical infrastructure.
 Significant outages over a six month period were identified and analyzed.
 The engagement team evaluated current and proposed UNIX operating environment, clustering,
single points of failure (SPOF), storage management, network connectivity, security, backup and
recovery processes, system management processes and facilities.
 The availability characteristics of the OMS application were evaluated and the contribution of the
application to the performance of the business was quantified.
 The analysis resulted in specific recommendations to reduce the risk of service disruptions in the
application environment.
Client Issue: A large national energy services provider undertook organizational changes to meet the
needs of an emerging deregulated business environment. The quality of service across business systems
and network technology declined and defined availability levels were not being met.
Solution: Resiliency Consulting Services
 Two consecutive availability improvement initiatives were undertaken, the first focused on the UNIX-
based applications and the second on the network infrastructure.
 I led a team of IT Architects in a review of UNIX Administration and Oracle DBA practices and
procedures for the purpose of reducing risks to the critical business systems.
 I then led a team of network consultants in a review of the enterprise network and server
administration procedures.
 The findings of both studies were consistent and identified common IT infrastructure shortcomings .
The results formed the basis for a cross-functional IT process improvement strategy.
Client Issue: A national healthcare provider experienced reduced availability levels and poor quality of
service in their clinical and patient care systems.
Solution: Resiliency Consulting Services
 I was engaged to lead a team of technology experts and process consultants in a detailed analysis of
140 recent outages.
 The root causes and contributing factors were determined through interviews with customer technical
staff. Common themes and trends in the recurring system outages were identified through Pareto
Analysis of the resulting data.
 The project team developed recommendations spanning technology, process and organization that
were adopted to provide availability improvements to their systems and supporting processes.
Client Issue: The IBM Global Healthcare team developed a Clinical Information System (CIS) for a large
national healthcare provider. A consultative study was requested by the customer to ascertain the
availability specifications were adequately designed and achievable in the CIS solution.
Solution: Resiliency Consulting Services
 I led a team of eight cross-platform technical experts and an IT Management Executive Consultant in
an assessment of the technologies and application to determine the ability of the solution to meet the
customer’s availability objectives.

8. RobertT. Burns
IT Management Consultant
Monument, Colorado 80132
719-337-6278
rburns19310@msn.com
Page CP-8
Career Portfolio
 The availability capabilities of individual domains were reviewed by the technical experts. The
configuration of the end-to-end solution was analyzed by the team to assure it met the high availability
standards specified by the customer.
 I collaborated with the executive consultant to develop a predictive availability model for the designed
solution. Likely availability levels of the solution were determined through discussions with the
technical team and were based on their recommendations for exploiting the resiliency and availability
features of the technologies.
 A complete report of the results of each technical component, the end-to-end solution, the availability
model, and detailed recommendations was presented to the IBM Global Healthcare team, who then
shared the results with the customer.
Data Center Services
Client Issue: A regional healthcare provider engaged my services to identify and mitigate risks in
operating a new relocated data center facility in a downtown city location.
Solution: Data Center Services – Site and Facilities Management
 I identified and met with key operations service providers. Service level requirements for the new
facility were identified and reviewed.
 A site walk-through was conducted, including the surrounding urban area, and I observed operations
staff to gain an understanding of internal and external risks and threats.
 New operational requirements, procedures, and contact lists were identified and documented,
providing an active inventory of 65 operational procedures and several IT operations procedural
templates for future use.
 The procedures included actions to be taken for loss of power, loss of data center cooling, fire alerts,
severe storm warnings, civil threats, intrusions, failover to alternate sites, and outages affecting critical
application systems.

9. RobertT. Burns
IT Management Consultant
Monument, Colorado 80132
719-337-6278
rburns19310@msn.com
Page CP-9
Career Portfolio
Availability Management Consulting Engagements
Worldwide Package Shipping Company
 As a subject matter expert in availability management, I conducted a process review for a worldwide
package shipping client to evaluate their ability to support the 24x7 operational requirements of their
critical shipping and tracking application.
 The study identified problems in IT processes and architecture that could negatively affect the
application in achieving high availability objectives.
 A report, which summarized the findings and opportunities for improvements, was well received by the
senior IT executive and used as a basis for follow-up service improvement initiatives.
Major Telecommunications Service Provider
 As the assigned Availability Manager for a major telecommunications service provider, I managed an
availability support team and identified actions to continuously improve the availability of mission
critical IT infrastructures.
 My support spanned four major data centers and over 2,000 geographically dispersed midrange
business systems.
 I directly managed a team of five IT professionals at a central site and provided direction to remote
service delivery personnel supporting client sites across the U.S.
 Remote IBM technical support resources were coordinated during all critical outages.
 Monthly meetings with key IBM technology lab managers were conducted to review ongoing technical
and support issues that could impact systems availability.
 Utilizing root cause analysis and problem trending methods we identified and implemented numerous
Service Management process improvements, particularly in the areas of Incident, Problem, Change,
and Availability Management.
 We improved availability and service levels on critical business systems by reducing unscheduled
outage time from 14 hours in 1996 to 7 hours in 1998.
Combined Electric and Gas Utility
 As the assigned Availability Manager, I managed IT availability for a large combined electric and gas
utility in the northeast U.S.
 I jointly led incident management teams with the client and coordinated IBM technical resources during
all critical IT outages.
 I provided leadership and direction in establishing a formal availability management organization and
improved IT availability through joint process improvement projects with the client.
 We identified, designed and implemented numerous Service Management improvements including a
Problem Escalation and Notification Process that significantly improved problem diagnosis and
reduced problem resolution times.