Please view this deck highlighting my broad skills and projects in the areas of IT project management, design, and civic engagement.

1. I HAVE…
DOMINIC BERG

2. DOMINIC BERG
A RANGE OF PROJECT AND PRODUCT EXPERIENCE…
Projects
Budget
Mgt.:
$250k+
Team:
15+
Identity/
Branding
Design
Thinking
Comm-
unity
Engage-
ment
Agile/
Hybrid Training
Data/
Reports
e-Pay-
ments
IT Infra-
structure
Physical
Space
Security/
I.D. Mgt.
Content
Strategy
Business
Process /
Policy
Change
Vendor
Mgt.
Essex Crossing (Land Use Dvlt.) N/A
City Clerk Online: kiosk and web
City Clerk Online: Same-Sex Marriage
e-Lobbyist (paper conversion)
Doing Business Database
911 Call Center (project rescue)
Tiffany & Co.
MoMA
NYC CityShare (City’s intranet)
Child abuse response team app.
NYC.gov Portal
NYC 311 Re-Architecture
Infrastructure Provisioning
Improvement
Human-Centered Design Practice
ACCESS NYC (human service benefits)
NYC Business Plus (business services)
Project Services Workshop Offering
Attributes

3. FROM SMALL INITIATIVES WITH BIG IMPACT ON
OUR YOUNGEST CITIZENS TO HUGE ONES THAT
TOUCH EVERY NYC RESIDENT, VISITOR, AND
BUSINESS. HERE’S HOW…

4. PROJECT: AGILE SCRUM TRANSFORMATION (CITY OF NEW YORK)
MY ROLE: As Assistant Commissioner of
NYC’s Department of Information Technology
& Telecommunication’s (DoITT) Project
Services group, I led the transition from
Waterfall to Agile Scrum and Hybrid project
delivery methodologies.
AGILE SCRUM
APPLICATION DEVELOPMENT
ORGANIZATIONAL TRANSFORMATION

5. PROJECT: AGILE SCRUM TRANSFORMATION (CITY OF NEW YORK)
APPROACH: Brought in an on-site trainer
to identify how to make the cultural shift
to Agile Scrum at DoITT. Trained cross-
functional teams and piloted multiple
projects to show how Agile could and
would work at DoITT.

6. PROJECT: NYC BUSINESS PLUS (CITY OF NEW YORK)
RESULT: Adoption of Agile and project
success quickly came hand-in-hand. I
oversaw development of NYC Project, a
public site detailing DoITT’s Agile
Scrum and hybrid methodologies. It has
replaced the previous Waterfall
methodology site. Contractors are now
expected to follow NYC Project
guidelines.

7. PROJECT: NYC BUSINESS PLUS (NYC’S SMALL BUSINESS SERVICES)
MY ROLE: I was the facilitator for two Human-
Centered Design (HCD) Assessments. Then
became Engagement Manager for a program
to further develop MVPs and an account driven
portal for small business owners.
NYC BUSINESS PLUS
HUMAN-CENTERED DESIGN (HCD)
APPLICATION DEVELOPMENT PROGRAM
DATA STRATEGY

8. PROJECT: NYC BUSINESS PLUS (NYC’S SMALL BUSINESS SERVICES)
HOW CAN WE ACHIEVE THE
ADMINISTRATION’S TARGET OF
GROWING JOBS IF SMALL
BUSINESSES CAN’T THRIVE?
APPROACH: Four City agencies collaborated
around the goal “NYC Business Plus is an on-
demand hassle-free environment that provides
information and services to empower more people
to start, run and grow businesses in New York City.”

9. THE TEAM FOLLOWED OUR HCD PROCESS (6 WORKSHOPS)
TARGET
USERS
MAKE SENSE
OF DATA
GENERATE
IDEAS
CREATE
PROTOTYPES
& TEST
IDENTIFY
NEXT
STEPS
CLARIFY
GOAL
LEARN ABOUT
USERS
DISCOVER
OPPORTUNITIES
DEFINE
MVP
SHARE
FINDINGS
PINPOINT
RESEARCH
AREAS
PROJECT: NYC BUSINESS PLUS (NYC’S SMALL BUSINESS SERVICES)

10. PROJECT: NYC BUSINESS PLUS (NYC’S SMALL BUSINESS SERVICES)
▸ RESULT: Out of 200 ideas from the HCD
assessments, we identified two short-term
Minimum Viable Products and prototyped an
account driven portal that has turned into a
larger program with data integrations currently
underway.
▸ All program work streams are being delivered
using an Agile Scrum methodology.

11. PROJECT: READY NYC (NYC’S EMERGENCY MANAGEMENT)
MY ROLE: I was a lead facilitator for a multi-agency
HCD assessment to understand how NYC’s Office
of Emergency Management can better prepare
New Yorker’s for emergencies and guide resilient
behavior when they happen.
I then became the Engagement Manager for the
resulting multi-platform mobile solution.
READY NYC
HUMAN-CENTERED DESIGN ASSESSMENT
MOBILE SOLUTIONS

12. PROJECT: READY NYC (NYC’S EMERGENCY MANAGEMENT)
WE CO-CREATED AND USER
TESTED 3 PROTOTYPES

13. PROJECT: READY NYC (NYC’S EMERGENCY MANAGEMENT)
▸ RESULT: A Minimum Viable Product, which has
since been developed into a full featured app
for iPhone, iPad, and Android.
▸ All apps are being delivered using an Agile
Scrum methodology.

14. PROJECT: NYC’S OFFICE OF THE CITY CLERK MARRIAGE BUREAU (NYC’S MAYOR OFFICE & CITY CLERK)
MY ROLE: I was the Engagement Manager for
the technology components of the NYC City
Clerk’s move to a new location in downtown
Manhattan and for the roll out of Same-Sex
Marriage. The technology conversion provides
exceptional customer experiences for those who
come to get married in the greatest city in the
World.
NYC’S OFFICE OF THE CITY CLERK’S
NEW MARRIAGE BUREAU
APPLICATION DEVELOPMENT
IT INFRASTRUCTURE
KIOSK AND QUEUEING SOLUTIONS

15. PROJECT: NYC’S OFFICE OF THE CITY CLERK MARRIAGE BUREAU (NYC’S MAYOR OFFICE & CITY CLERK)
‣ APPROACH: My team and I worked
closely with project stakeholders to
streamline and automate the marriage
process wherever possible and provided
an administrative interface with on-
demand reporting for the clerks.
‣ An online application, kiosk and
queueing system enabled self-service so
newlyweds could lounge on couches
until they were called.

16. PROJECT: NYC’S OFFICE OF THE CITY CLERK MARRIAGE BUREAU (NYC’S MAYOR OFFICE & CITY CLERK)
‣ RESULT: The new system decreased
the average processing time for
licenses, minimized human error, and
allowed couples to begin their
marriage application from anywhere in
the world so that they can relax when
they get to the Marriage Bureau.
‣ The software’s scalability allowed for
moderate updating when Same-Sex
marriage was legalized in New York in
2011.

17. PROJECT: DEFERRED COMPENSATION PLAN’S YOUNG SAVERS INITIATIVE (NYC’S OFFICE OF
LABOR RELATIONS)
MY ROLE: I was the facilitator for a Human-
Centered Design Assessment to help answer
the question, “How can we help people save
for retirement? “
NYC DEFERRED COMPENSATION PLAN’S
YOUNG SAVERS INITIATIVE
HUMAN-CENTERED DESIGN ASSESSMENT
MOBILE SOLUTION STRATEGY

18. PROJECT: DEFERRED COMPENSATION PLAN’S YOUNG SAVERS INITIATIVE (NYC’S OFFICE OF
LABOR RELATIONS)
WE COLLABORATED TO
LEARN IF AN APP WAS THE
ANSWER
APPROACH: NYC’s Deferred
Compensation Plan thought they
needed an app. I convinced them to
collaborate and follow our HCD
methodology to see if this was true.

19. PROJECT: DEFERRED COMPENSATION PLAN’S YOUNG SAVERS INITIATIVE (NYC’S OFFICE OF
LABOR RELATIONS)
RESULT: A 3rd party’s technology
barrier to account creation along
with our HCD research showing
younger investors are not ready to
save for many reasons didn’t justify
cost of building out native apps.
Instead, investment into seminars
should be increased. Money saved!

20. PROJECT: E-LOBBYIST (NYC’S OFFICE OF THE CITY CLERK)
MY ROLE: Sr. Project Manager in charge of
implementing a legal mandate to convert the
City Clerk's paper-based lobbyist tracking
system into an online process. It was the first
hybrid application development approach used
in my agency.
E-LOBBYIST
HYBRID APPLICATION DEVELOPMENT
INFRASTRUCTURE MANAGEMENT
PROGRAM MANAGEMENT

21. PROJECT: DOING BUSINESS PORTAL (MULTIPLE CITY OF NEW YORK AGENCIES)
MY ROLE: I was the Program Manager in charge
of an application development team that built
three applications and databases to satisfy legal
mandates and Mayor Bloomberg's goal of
bringing transparency and reform to the City of
New York's campaign finance system. Hybrid
application development methodology was used.
DOING BUSINESS PORTAL
HYBRID APPLICATION DEVELOPMENT
DATA STRATEGY AND MANAGEMENT

22. PROJECT: NYC TRANSPARENCY PROJECT (NYC’S OFFICE OF THE MAYOR)
MY ROLE: I was the Sr. Project Manager and
then Engagement Manager in charge of an
application integration team who provided
a 360 degree view across 6 databases into
those that do business with the City of New
York and how their campaign contributions
could influence those who are targets of
their lobbying activities.
NYC TRANSPARENCY PROJECT
HYBRID APPLICATION DEVELOPMENT
SYSTEM INTEGRATION
DATA STRATEGY AND MANAGEMENT

23. PROJECT: 911 PROGRAM RESCUE (NYC’S OFFICE OF THE MAYOR)
MY ROLE: Engagement Manager in charge of
co-creating 14 and 60 Day Mayoral reports with
the NYPD, FDNY, Dept. of Design &
Construction, and DoITT to fulfill Mayor de
Blasio's 60 Day Assessment to right-track the
troubled $2 Billion 911 Public Safety Answering
Center program.
EMERGENCY COMMUNICATIONS
TRANSFORMATION PROGRAM (911)
PROGRAM MANAGEMENT
PHYSICAL AND IT SYSTEMS INTEGRATION
CO-CREATION

24. PROJECT: 911 PROGRAM RESCUE (NYC’S OFFICE OF THE MAYOR)
APPROACH: Adopted the principle “together we
are looking forward.” Through a series of 5
intense workshops, multiple agency stakeholders
identified short and long-term dependencies and
actions within key program work streams. This
collaboration drove development of a roadmap
and report that all parties could own and be
accountable for.

25. PROJECT: 911 PROGRAM RESCUE (NYC’S OFFICE OF THE MAYOR)
RESULT: A new governance structure was
established; City removed vendors and made staff
accountable as part of a re-organization effort; a
new budget and integrated schedule were
baselined to bring in the “first call” date at new
call center by two years; stakeholders held costs
within remaining budget; and for first time in 12
years, program is on schedule and budget.

26. DOMINIC212@GMAIL.COM
917.715.8277
DOMINIC-BERG.SQUARESPACE.COM
THANKS! I’D LOVE TO HEAR FROM YOU: