This document provides a summary of Yves Francis's career and qualifications. It outlines that he has over 30 years of experience in IT, including roles as a senior consultant, project manager, and business analyst. It details his educational background, including a Bachelor of Science degree and several technical certifications. It also lists many of the projects he has worked on for both public and private sector clients in areas like project management, quality assurance, and system delivery.

1. Yves Francis
5 Hyannis Avenue
Nepean, ON K2J 3H9
Phone: (613) 889-3429
eMail: yves.francis@rogers.com
CAREER SUMMARY
Mr. Francis is a senior consultant with more than 30 years of experience in IT. He has a solid technical
background and a wide range of project experience from Business Analyst to Project Manager. His
expertise includes all aspects of Project Management, System Delivery, Contract Management, Quality
Assurance,Configuration Management,Business Analysis, Enterprise Information PortalsGovernance and
design and development of tools using mainstream technologies.
Mr. Francis complements his business background with a Bachelor of Science from the University of
Ottawa; he is a Project Management Professional (PMP),a Certified Project Manager (Fujitsu), a Certified
Business Intelligence Author (Cognos) and also holds an ITIL V3 certification.
Mr. Francis has been an independent consultant since December 2013. Before that, Mr. Francis was
Associate Director, ProjectManagement with Fujitsu in Ottawa where he wasasked to take leadership roles
and deliver high quality services to clients. He was also the local Talent Enablement Leader and the
Application Development Professional Team Lead.
Mr. Francis has previously completed many business and technical assignments for both public and private
sectorclients such as Bell Canada,Canada Revenue Agency, Canada Deposit Insurance Corporation, Royal
Canadian Mounted Police, Agriculture and Agri-Food Canada, Department of National Defence, Public
Works and Government Services Canada, Canada Post, Canadian Payments Association, Canadian
Heritage, Department of Justice, Human Resources Development Canada, Bank of Canada, Manitoba
Hydro, Nortel, Pacific Bell Directory, Health Canada, Fisheries, Oceans Canada, SMART Technologies,
Communications Canada and Public Service Commission. He has been involved in project management,
contract management, solution architecture, system design, development and implementation, integration
testing, recruiting and resourcing, has acted as a technical advisor, and has conducted feasibility and
preliminary analysis studies.
AREAS OF EXPERTISE
 Project Management
 Quality Assurance
 Business Analysis
 System Delivery
 Contract Management
 Portal Architecture
 Configuration Management
 Content Management
 Methodology Coaching
 Data Privacy
EDUCATION
 Bachelor of Science, Information and Management
Systems, MAGNA CUM LAUDE
University of Ottawa – Ottawa, Ontario 1987
 General Sciences, CEGEP de Sept-Iles – Quebec,
1983
LANGUAGE
 Spoken: English, French
 Written: English, French
SECURITY CLEARANCE
 Top Secret

2. CERTIFICATIONS AND ASSOCIATION
 Project Management Professional (PMP), October 2014
 Foundation Certificate in IT Service Management (ITIL) – Version 3, August 2008
 Certified Project Manager, PM Certification Program, DMR Consulting, 2000
 Cognos Certification Program Level 1 – BI Author,February 2003
PROFESSIONAL EXPERIENCE
Independent Contractor December 2013 – Present
As an independent consultant, Mr. Francis has completed the following assignments:
Bell Canada Business Markets
Senior Project Manager, Quality Assurance
Email Transformation Initiative (ETI)
ETI is concerned with the provision of the email infrastructure, transition and operation services for
47 partners within the Government of Canada. The project involves well over 500 team members.
On this project, Mr. Francis is the Senior Project Manager responsible for all aspects of testing.
When he joined, the project was already involved with the end-to-end testing of the first release of
the solution. Mr. Francis has overseen the completion of the end-to-end test phase and the user
acceptance testing for this release and regression and end-to-end testing of the solution’s second
release. The testing team consists of about 30 specialized resources.
Canada Revenue Agency (CRA), Production Assurance
Project Manager
Test Data Management Project
The Test Data Management project was aimed at addressing some of the recommendations made
by the Office of the Privacy Commissioner in the 2013 Canada Revenue Agency (CRA) audit. The
specific objectives of this engagement were to perform an Options Analysis addressing potential
exposure in the CRA testing environments and to identify and update the agency's documentation
concerning the management of test data.
Mr. Francis' responsibility was to manage and execute the options analysis and formulate a
recommendation. The recommendation was documented and approved as scheduled. Mr. Francis
has successfully coordinated the identification and update of best practice documentation related to
test data management. He also initiated the work related to the security assessment and
authorization for the use of Production data in the testing environments.
On an ongoing basis, Mr. Francis provided expert Project Management advice helping with the
further refinement of a standard project repository structure and leveraged his content management
experience to establish the framework for the content, management and operations of a divisional
handbook.

3. Fujitsu Canada Apr 1986 – November 2013
At Fujitsu, Mr. Francis was an Associate Director, Project Management and has carried out many project
management assignments:
Canada Deposit Insurance Corporation (CDIC), Communications and Public Affairs
Project Manager
Public Site Conversion Project
The CDIC is converting their public web site from the PRISM framework to SharePoint 2010.
This included defining and implementing the SharePoint 2010 platform and converting the existing
websites from PRISM to SharePoint. The team first implemented an authoring environment within
CDIC’s firewall where the websites can be created and content be maintained. The public server
farm has gradually been converted to SharePoint (current websites were functional while the new
one was deployed). The deployment process from the authoring environment to the public facing
server farm was automated. The implementation of the websites included the development and
integration of online services (applets). Workflow processes supporting the maintenance of the
websites content have been built and implemented. As Project Manager:
 Manage the project and be the main point of contact between the client and the
remote project team;
 Actively participated to the construction of the website;
 Coordinated the infrastructure changes with the hosting organization;
 Provided Project Management and function architecture on conversions of
applications to SharePoint; and
 Coordinated operations support.
Canada Deposit Insurance Corporation (CDIC), Information Services
Quality Assurance Manager
Fast Insurance Determination (FID)
The Data Requirements Validation Application (DRVA) is the application used by CDIC for
loading the financial institution data into the payout application. The core of the DRVA testing is
built using the FitNesse Acceptance Testing Framework for automated testing. Testing of the user
interface is carried out manually supported by test scripts documented in FitNesse. The Quality
Assurance Manager on the Fast Insurance Determination (FID) Project involved:
 Planning and tracking activities;
 Definition of test strategies and approaches;
 Development of the testing deliverable of all applications developed by the project;
and
 Leading a team of testers and developers (for the development of FitNesse fixtures)
dedicated to the testing effort.

4. Canada Deposit Insurance Corporation (CDIC), Communications and Public Affairs
Project Manager
Public Site Conversion Preliminary Analysis
The CDIC is planning to convert their public web site from the PRISM framework to another
platform. The preliminary analysis consists of the assessment of the current implementation, the
identification and evaluation of potential platforms, the overall architecture of the proposed
solution under the new platform and assistance with the development of a business case for the
conversion of the public web site.
As Project Manager was responsible for management of the project, including:
 Assessment of the current implementation, identification of the potential platforms
and their evaluations; and
 In collaboration with the Technical Architect, definition of the proposed solution
under the new platform; Contribution to the development of the business case for the
conversion.
SMART Technologies
Project Management Support
SMART e-Back Office
 Provided assistance to the Project Manager of this significant project. The key areas
addressed were the planning and tracking with a focus on the ability to assess costs,
impact of potential changes and assessment of the advancement of the project; and
 Delivered a toolkit providing the ability to track expenses and assess progress
through earned value analysis.
Canada Deposit Insurance Corporation (CDIC), Communications and Public Affairs
Project Manager/Test Coordinator
Deposit Insurance Basics e-Learning
The Depositor Insurance Basics e-Learning toolkit is an initiative from the Communications and
Public Affairs group that supports the corporate objective of Public Awareness. In its first phase,it
is aimed at educating member institutions’ front-line employees on the coverage offered by CDIC
to insured depositors. In the second phase, it will target the general public.
 Joined this initiative during the testing of phase 1 to instill structure in the approach,
ensure a certain level of quality in the product and lead the implementation of the
website in Production;
 Phase 1 was launched in Production on April 6, 2010; and
 Lead phase 2 until October 2010 when the initiative was put on hold for internal
reasons.
Canada Deposit Insurance Corporation (CDIC), Information Services
Project Manager
TeamRoster Training Development
Part of CDIC’s mandate is to insure the deposit accounts in each CDIC member institution against
the failure of that member institution. In the event of a failure, or in anticipation of same,a team of
CDIC resources is deployed to perform certain information extraction and processing functions
using the records of the applicable member institution, which functions require IT support.

5. The purpose of this project is to develop and deliver training to some of the intervention resources.
The resources in question are the Service Desk Analyst, the Application Support Specialist, the
Extract Transform and Load Specialist, the Portal Specialist, the Infrastructure Operations and
Support Specialists and the Information Management Specialist.
 Participated to the development of the project and training plans and lead the team in
the execution of these plans.
Royal Canadian Mounted Police (RCMP)
Technical Project Manager
Real Time Identification Project (RTID)
In 1968 the Royal Canadian Mounted Police National Police Services installed the first Automated
Fingerprint Identification System (AFIS) in the world. AFIS has provided the capability to perform
electronic searches of incoming fingerprints against criminal fingerprint databases,however, other
supporting processes are complex and labour intensive resulting in long turnaround times to
perform civil searches and update criminal record data and consequently low client satisfaction.
The RCMP National Police Services (NPS) is re-developing its fingerprint services and business
processes to address a multiple month fingerprint backlog and to reduce the turnaround time to just
a few hours. As the RTID System Integrator, Fujitsu Consulting is providing end-to-end
development services on the RTID project. Key features of the RTID (Phase 2) development
approach are Implementation by Release and full Requirements Management and Traceability.
On this project, was the Technical Project Manager was responsible for:
 Planning and execution of the design, development and testing activities;
 Setting up and maintaining a functional Project Management Office providing
(including Quality Management, Risk Management, Scope/Change Management and
Human Resources Management);
 Reporting progress to both the client and Fujitsu Management;
 Developing an MS Access application to track budget and expenditures and provide
earned value data; and
 Used MS Access in combination with MS Project to produce work package and task
description documentation to support communication within the design and
development team.
Fujitsu Consulting (U.S.)
Project Manager / Solution Architect
Resource Management System Integration
Effective April 1, 2006, Rapidigm was acquired by Fujitsu Consulting. As a result, a number of
back-office applications had to be integrated. As Project Manager for the Resource Management
System (RMS), the application used to support recruiting and resource management:
 Planned, organized, led and controlled all activities required for the integration of
RMS with the other corporate applications.
As Solution Architect:
 Defined the integration architecture;
 Specified all the required changes;
 Defined the impact on the existing business processes; and
 Designed the required interfaces and defined the technical integration, release
strategy and integration plan.

6. Canadian Heritage
Project Manager
CAVCO – Grants and Contribution, Preliminary Project Approval (PPA)
The objective of this assignment was to prepare a Preliminary Project Approval (PPA) submission
to the Treasury Board on behalf of Canadian Heritage. As Project Manager was responsible for:
 The project’s management of the project. The bulk of the work was carried out by
two PPA experts; and
 Managed the schedule, logistics, quality and finances for the project
Department of National Defence (DND), Director Material Policy and Procedures
(DMPP)
Project Manager/Contract Manager
Materiel Acquisition and Support (MA&S) Desktop Services
The purpose of this project is to provide maintenance services for DMPP’s existing repository,
provided for a single point of access to policy, guidance and support pertaining to MA&S (the
Desktop) and to develop and deploy its replacement (MAT KNet).
As manager of the technical team, was responsible for the day-to-day operations of the
development team and ensured the appropriateness of the delivery and maintenance approach for
an internet publishing environment. Tasks included:
 Establishment of a strategic direction in conjunction with the Crown, provision of
leadership and structured approach to a team with various backgrounds.
 As Project Manager for this approximately 30 people project:
 Provided the Crown with assistance in developing effective Statements of Work,
assessing and establishing the resource requirement profiles.
 As Fujitsu Consulting’s only point of contact for the Crown, was responsible for:
 Negotiation and ratification of all work contracted by the Crown on the project as
well as all administrative duties.
Fujitsu Canada
Risk Manager
Canadian Risk Management Team
As a member of the Canadian Risk Management Team, was responsible to oversee the adherence to
the corporate Governance policies and procedures.
Was responsible for:
 The “Opportunity to Agreement” cycle in Ottawa supporting the proposal process by
coordinating qualification activities, identifying the security requirements, preparing
risk footprints, coordinating legal reviews, participating to solution reviews,
assessing solution costs, preparing margin analyses, coordinating technical,
commercial and approval reviews and ensure adherence and documentation of the
related ISO 9000 activities;
 Ensuring compliance to the Governance policies for the “Project Initiation to
Completion” cycle in Ottawa and Toronto supporting the ratification of contracts,
coordinating legal reviews, performing margin analysis, ensuring that contracting
activities adhere to ISO 9000 policies and are duly documented and ensuring that
security records are updated;

7.  Assessing project risk assessment,risk mitigation and avoidance through active
participation to the development and execution of Risk Management Plans;
 Providing Project Management coaching and assists in client negotiation, issue and
problem management as required; and
 Assembling the National Risk Dashboard and provides technical assistance with the
enabling technologies.
Manitoba Hydro
Project Management Advisor
Project Management MethodologyCoaching
Manitoba Hydro is a crown corporation responsible for hydroelectric power generation that is
provided to citizens of the province of Manitoba and sold externally to the province. It has licensed
Fujitsu Consulting Macroscope© and is implementing both ManagementSuite™ and
ProductivityCentre™ within their Information Technology Services department. Assigned on an
interim basis, was responsible for:
 Initiation of the project including the preparation of the plan, preparation of the
Project Charter, supervision of the methodology tool set installation and early
investigation of potential pilot projects; and
 Completed involvement, as planned, with a comprehensive handover to the
permanent Project Manager.
Fisheries and Oceans Canada, Comptrollership Modernization Office
Project Management Advisor
Comptrollership Modernization
Fisheries and Oceans Canada is improving their overall accountability through the implementation
of modern comptrollership principles. The Comptrollership Modernization Office has been created
to lead, support and oversee the execution of over fourteen initiatives aimed at implementing these
principles.
 Provided advice on initiating, planning, executing and monitoring these projects;
 Provided advice on the organization of the “project office” in the terms of logistics
and quality assurance framework; and
 Supported the preparation of a Result Chain™ depicting the inter-dependencies and
contributions of each of the initiatives of the program.
Fisheries and Oceans Canada, Canadian Coast Guard
Project Management Advisor
Macroscope® Implementation
The Canadian Coast Guard is interested in using Fujitsu Consulting’s Macroscope® methodology
to assist their project management staff in delivering large capital investment projects. The
Application Services Branch of Fisheries and Oceans Canada intends to implement Fujitsu

8. Consulting’s Macroscope® methodology to deliver the expected benefits from its numerous
undertakings.
 Provide an effective cross-reference between the activities and deliverables of the
ManagementSuite™ and those associated to the existing approaches,establish the
architectural standards for the integration of the Macroscope® tools with the
resources available within the organization and provide hands-on assistance to the
organization’s project managers with their current tasks with respect to the
methodology; and
 Demonstrated the integration potential between the Macroscope® reference material
(web site) and the Crown’s intellectual assets through the prototyping of cross-
reference and navigation web pages.
Canada Post Corporation (CPC)
Project Manager
TerritoryManagement Automation (TMA)
The TMA application provides Retail Business Managers with a set of functions to better manage
their portion of the retail network. Retail Business Directors benefit from the application through
improved communications and better monitoring mechanisms.
 Managed all aspects of this project including ensuring appropriate communications
and cooperation from and with the other organizational units of Canada Post and
implicated Systems Integrators;
 Contributed to the architecture and prototyping work of the team during the
conception, design, development, testing, deployment and implementation of a pilot,
three major and three minor releases;
 Ensured the warranty coverage for all of these releases;
 Acquired considerable skills related to the conception and construction of Lotus
Notes/Domino Release 5 applications as well as an in depth understanding of the
required development infrastructure (e.g.,environment, processes);
 Negotiated all contractual agreements with CPC related to this project. He also
recruited the technical team needed for carrying out this project;
 Implemented maintenance, support and enhancement processes in accordance to
ITIL best practices; and
 Mastery of both official languages was an asset as some of the key players were not
fluent in English.
Canada Post Corporation (CPC)
Project Manager
Year 2000 Program
The DMR Consulting Canada Post Year 2000 Repair Program was responsible for the repair, test
and implementation of severalCPC business critical applications to ensure their continuing
functionality through the century change.
Within this program:
 Managed all aspects of many projects such as:
o Repair, upgrade and testing of the Large Volume Mail Scheduling System
(LVMSS);
o Testing of the KEY System;
o Repair and testing of the System for Mail Addressing and Redirection (SMART);

9. o Repair and testing of the PostalMeter Inventory Control System (PMICS); and
o Implementation of the latter along with the Receipt Verification System (RVS);
and
 Ensured the proper application of the methodologies and standards related to Year
2000.
Nortel
Project Management Advisor
Qualifications Methodology
The Qualification Methodology Group was formed in July 1998 to dedicate resources to the task of
redefining the current component qualification processes as executed primarily by Nortel Supply
Management, Product Assurance Component Engineering (PACE) and the component engineering
groups within the lines of business (LOB). The numerous discussions and feedback from the
introduction of the Product Level concepts to the design, manufacturing and component
engineering communities within the LOBs and to Industry forums in late 1997, early 1998, has
confirmed the need for a new approach to component qualification.
 Assisted with the planning of the associated process engineering project including
the definition of the project scope and work breakdown structure, the estimation of
the work effort, the scheduling, the determination and documentation of risks and
assumptions and the preparation of a strategy for communicating with senior
management.
Department of National Defence (DND)
TeamLeader
Reserve Integrated Information Project (RIIP)
The purpose of this system was to automate the administrative functions of the Reserve component
of the Canadian Forces based on a client/server technology that would interface with several
regular Forces systems.
Responsible for:
 Planning, organizing, leading and monitoring a team of system architects and subject
matter experts to complete the architecture and design of the personnel and
organization functionality included in the first release of the system;
 Led one of the development teams through the development and delivery of four
releases; and
 Instrumental in developing and refining the management and quality control process
used by the development teams.
Was in charge of the integration team. In this role was responsible for:
 All activities of the integration team including the definition of the integration
testing scope, planning, tracking, organizing the team and developing the testing and
documentation procedures; and
 Conceived, developed and implemented a MS Access tool supporting the software
design and development activities for the various teams. The tool incorporates
development and architectural journals and well as a Configuration Management
component providing family tree reporting, impact analysis and migration support.

10. Department of Justice
TeamLeader
Forms Management Improvement Project (FMTI)
As part of the Department’s initiative aimed at upgrading the Department’s office automation
infrastructure, the Contracts, Forms and Materiel Management (CFMM) Division initiated the
Forms Management Improvement Technology Project. The intent was to automate the development
and the use of forms within the Department.
 Developed a prototype using Delrina’s Formflow package to confirm the maturity of
the technology;
 Assessed the impact technology on the user community and on the Forms
Management Unit;
 Reported results including recommendations concerning the technical and functional
implementation and identified potential avenues that could be explored to optimize
the Department’s benefits at the operational, tactical and strategic levels; and
 Conducted a market survey of the potential packages that could be used for
implementing electronic forms and workflows.
Revenue Canada, Customs and Excise
Release Manager
Remittance Documents Management System (RDMS)
Revenue Canada Customs and Excise (RCCE) contracted DMR Consulting to improve the
efficiency, effectiveness and control of the returns/remittance, payment, rebates and
correspondence processing related to the Goods and Services Tax (GST). The overall strategy for
RCCE is to further automate their GST processing. The solution being built integrates Remittance
Processing, Intelligent Character Recognition, Imaging and Optical Storage into a single step
operation system.
As Release Manager for two of the system’s three releases:
 Managed all facets of the operations related to the design, construction and
integration of the system components; and
 Put in place procedures and related tools aimed at ensuring proper discipline in the
various operations of the project, such as problem reporting and solving, and
documentation control.
Health and Welfare Canada
Model Office Manager
Income Security Program Redesign Project (ISPR)
As a member of the EDS Team, DMR Consulting was contracted to submit a competitive
requirements definition (preliminary analysis) and architecture for a new Client Service Delivery
Network for the Canada Pension Plan (CPP),Old Age Security (OAS) and Guaranteed Income
Supplement (GIS) programs. The work was performed within a multi-disciplined team covering
business reengineering, information technology organization development, human resources,
communications and training.
 Managed the Model Office, a live model of the proposed solution design;
 Coordinated the material and human resources required to assemble the physical
prototype;
 Prepared and delivered the Model Office presentations;

11.  Involved with approximately 100 of these presentations, greeting guests, introducing
them to the presentation, leading them through the various scenarios and answering
questions concerning the proposed solution; and
 Delivered the Executive Information System (EIS) portion of the presentation and
occasionally was TV studio engineer for the Interactive Distance Learning (IDL).
Bank of Canada
Functional Architect/Project Leader
Debt Issue Data System (DIDS)
The Debt Issue Data System (DIDS) was designed to maintain an inventory of all Government of
Canada loans and all related information concerning the loan’s terms. DIDS was intended to be the
central repository of loan data to be used by all new applications developed at the Bank. Involved
with all phases of the system’s development.
As Functional Architect during the Preliminary Analysis and System Architecture phases:
 Designed and documented DIDS and the Debt System Control System (DSCS), the
control system for all the systems within the Public Debt Department (PDD).
For all remaining phases,from Functional Design to Implementation of DIDS two releases,as
Project Leader:
 Planned, organized, directed and controlled all activities required to deliver the
system; and
 All deliverables were completed according to the DMR Productivity Plus® method.
Pacific Bell Directory
Business Analyst/Project Manager
Decision Support System
Developed all deliverables for an Opportunity Evaluation Report pertaining to the Decision Support
System. The nature of the deliverables were similar to that of a preliminary analysis report,
however, the level of detail was limited to the amount necessary to better define the scope,
objectives and issues of the target system. A major portion of the information was collected by
means of workshops involving senior members of the user community. All deliverables were
produced in accordance with DMR Productivity Plus®, with the data and process models being
developed with the SilverRun CASE tool.
 Managed the project, including the preparation of the project statement, the conduct
of steering committee meetings and the planning, monitoring and reporting of the
project’s progress.
Mr. Francis has also assumed key management and support roles within Fujitsu:
Professional Team Lead
Application Development Professional Team
As part of the Fujitsu Canada Ottawa office leadership team contributed to the operations of the
office by leading the Application Development Professional Team comprising all the local
application developers.
 Participate to resource assignment decisions
 Monitor and assess staff performance
 Support sales

12.  Oversee effectiveness and ensure well-being or direct reports
Local Talent Enablement Coordinator
Competency Development Centre (CDC)
 Coordinated all formation of Fujitsu resources located in Ottawa,including the
annual planning and budgeting of the training and the organization of training events
for the location;
 Local representative of the CDC and, as such, promotes and participates to CDC
initiatives;
 Developed a SharePoint prototype for tracking training needs, draft training budgets
and track individual training history; and
 Develop, maintain and implement training management procedures for compliance
with ISO 9000.
Engagement Manager
Agriculture and Agri-Food Canada, National Land and Water Information Services
(NLWIS)
As a member of the Fujitsu Ottawa Management Team, had the following key responsibilities for
this client:
 Delivering quality contracted services to this client through assigned practitioners
and defined scope;
 Engaging billable employees and freelancer resources in delivering services to
ensure a high level of client satisfaction;
 Increasing delivery capability through practitioner competency development plans;
delivering financial results as per budget;
 Increasing business growth and sales through identification of business development
opportunities within this client and location; and
 To support these activities, developed a MS Access application which extracts
timesheet information from Fujitsu Consulting corporate system and generates
financial reports, timesheet summary (for client approval), burn analysis reports and
various data supporting the billing and invoicing activities.
Contract Manager
Public Works and Government Services Canada, Information Technology Services
Branch (ITSB)
Was the single point of contact for ITSB for the staffing of upcoming positions. This included the
response to Task Authorizations with qualified personnel, coordination of interviews with the client
and ratification of contractual agreements. This assignment involved assembling a pipeline of pre-
qualified individuals for the various positions through job posting, pre-screening, and interviewing.
 Interacted with Corporate Security to ensure that the candidates held the proper
security classification;
 Documented procedures for Contract Management; and
 Developed a small MS Access application for maintaining the relevant resource
pipeline.

13. Project Manager/Solution Architect/Developer
Fujitsu Canada - Promotion Review Application
Engineered an application used for supporting the promotion review process at Fujitsu Consulting.
The application included a sophisticated workflow that allowed users located all around the
division to collaborate in reviewing and assessing potential promotions through a standard browser.
 Defined the conceptual and functional design;
 Coordinated the remote development team, contributing some backend components;
 Coordinated a testing; and
 Managed the deployment of the application.
Project Manager/System Architect/ Designer/Developer/
Implementation Support
Account Forecasting System - Design, Development, Implementation and Support
The Account Forecasting System (AFS) is an application originally conceived to track the
opportunities being pursued by Fujitsu Consulting providing a formal outlook of the sales pipeline
and anticipated resource requirements. The application was implemented as a pilot in January 2003
in Ottawa. Multi-region support has been added to the application implemented in the Ontario and
Atlantic Market Segment in March 2003. This version comprised a bi-directional interface with the
corporate pipeline application. With a national implementation in September 2004, AFS became
the corporate application for pipeline management in Canada. This release also includes tracking of
actual sales and is the official source for the calculation of sales commission. In the spring of 2007,
a bid tracking component has been added to the application. AFS was decommissioned in March
2009 as a result of the consolidation of the sales instruments for Fujitsu America. The system
consists of a large MS Access application running on a central server and accessed through
Microsoft Remote Desktop.
 Conceived, designed and developed the entire application;
 Carried out all the functional testing and coordinated the integration, business and
acceptance tests;
 Planned and executed the original and national implementations; and
 Implemented maintenance, support and enhancement processes in accordance to
ITIL best practices.
Management Bid Manager
Marketing – Requests for Proposal -Business Intelligence (BI) Software Products
The RCMP’s Request for Proposal (RFP) requested a solution for the implementation of a solution
to access,analyze and report information including training services, support services and
professional services.
 Managed the preparation of the management proposal including the understanding of
the RFP,overview of the solution, corporate background, implementation
methodologies, previous experience and proposed team members overview; and
 Authored the Project Management Methodology section and contributed to the
development of the corporate background and BI implementation methodology.
During his employment at Fujitsu, Mr. Francis has also acted in non-project management roles:
 Business Analyst
 System Architect

14.  Functional Architect
 SDLC Methodology Coach
 Functional/Technical Advisor
 Functional Analyst
 Technical Architect
 ITIL Analyst
 Quality Assurance Analyst/Specialist
 User Acceptance Testing Coordinator
 Enterprise Information PortalGovernance Analyst
 Software Development Life Cycle (SDLC) Support Analyst
 SharePoint Architect/Developer
 Developer
 System Support Developer
 Courseware Developer/Trainer
 Technical Writer
Transport Canada May 1985 – Nov 1985
Analyst/Developer
Gate Occupancy Simulator
Designed and implemented a simulator used in solving gate occupancy problems in airports. The
system was implemented on an IBM-PC and produced graphic representation of the results on
screen,printer or plotter. Part of his task was to use the developed program to solve actual
problems.
IT SKILL SET
Hardware
 IBM PC and Clones
 VAX 750/780
 IBM 360/370
 PDP-11
 Macintosh
 Tandy
 Challenger DY/4
 Apple II/II+IIe
 Colour Plotters
Software
 Microsoft SharePoint
 Microsoft SharePoint Developer 2003
 Microsoft SharePoint Designer 2007/ 2010
 Microsoft Access
 Microsoft OneNote
 Microsoft InfoPath
 Microsoft Front Page
 Microsoft Project
 Microsoft PowerPoint
 Microsoft Visio
 HP Quality Center
 Fitnesse Acceptance Testing Framework
 Telerik Test Studio
 Internet Information Services (IIS)
 Lotus Notes/Domino R5
 Spreadsheets
 Word Processors
 Delrina Formflow
 Project Mgmt Workbench
 Primavera Project Planner
 Risk Radar
 Problem Tracker
 Windows

15.  UNIX
 CICS
 TSO
 VM/CMS
 Oracle
 DB2
 SAS
 Endevor
 Remedy
 Infoman
Languages
 Visual Basic for Application
 HTML
 VBScript
 LotusScript
 SQL
 COBOL
 Pascal
 FORTRAN
Functional Expertise
 Project Management
 Data Privacy
 Procurement Management
 Risk Management
 Quality Assurance/Management
 Resource Management
 Schedule Management
 Test Coordination
 Portal Design
 Recruiting and Resourcing
 Process Modeling
 Data Modeling
 Preliminary Analysis
 Interviewing
 Feasibility Study
 Configuration Management
 Database Design
 System Architecture
 Training/Training Development
 User Interface Design
 Work Flow Management
 Content Management
 Joint Application Design
 System Architecture
 Website Architecture
 Functional Design
Methods and techniques
 Fujitsu Consulting Macroscope
 ITSM
Software Engineering Tools
 Excelerator
 Silverrrun/Consoi
 LBMS SE
 Oracle CASE
PROFESSIONAL DEVELOPMENT
 Project Search and Rescue (June 2015)
 PMP Exam Preparation Workshop (August
2013)
 SharePoint 2013 Ignite Workshop - IT
Professional (November 2012)
 Working with Site Services in Microsoft
Windows SharePoint Services 3.0 (February
2012)
 Deploying Microsoft Windows SharePoint
Services 3.0 Solutions (February 2012)
 Upgrading to SharePoint 2010 (June 2011)
 Using Events and Event Receivers in Microsoft
Windows SharePoint Services 3.0 (May 2011)
 Working with Features and Site Definitions in
Microsoft Windows SharePoint Services 3.0
(December 2010)
 Creating Custom Web Parts in Microsoft
Windows SharePoint Services 3.0 (December
2010)
 Creating Custom Web Parts in Microsoft
Windows SharePoint Services 3.0 (December
2010)
 Implementing Business Forms Using
Microsoft® Office SharePoint® Server 2007
(November 2010)
 Implementing Content Management Solutions by
Using Microsoft Office SharePoint Server 2007
(November 2010)
 Implementing Business Intelligence Solutions in
Microsoft Office SharePoint Server 2007
(November 2010)
 Administering Microsoft® Office SharePoint®
Server 2007 (November 2010)
 Introduction to Microsoft® Office SharePoint®
Server 2007 (September 2010)

16.  Deploying and Configuring Microsoft® Office
SharePoint® Server 2007 (September 2010)
 Using Enterprise Content Management Features
of SharePoint Server 2007 (August 2010)
 Using Enterprise Portal Features of Microsoft
Office SharePoint Server 2007 (June 2010)
 Using Windows SharePoint Services 3.0 with
Microsoft 2007 Office System Applications
(June 2010)
 Using Enterprise Portal Features with Windows
SharePoint Services 3.0 (June 2010)
 Team Collaboration with Windows SharePoint
Services 3.0 (June 2010)
 Creating and Managing Windows SharePoint
Services 3.0 Site (June 2010)
 Getting Started with Windows SharePoint
Services 3 (June 2010)
 ITIL Version 3 Foundation Bridging Course
(November 2008)
 Familiarization with Change Management
(February 2008)
 Familiarization with Agile Delivery Adaptation
(November 2007)
 ITIL Foundation (August 2006)
 Communicating with Difficult People: Working
with Difficult Employees (February 2006)
 Change Realization (August 2005)
 Internet and Intellectual Property (May 2005)
 MS Project 2003 Blue Belt Professional
(Managing Multiple Projects Using Project
Server 2003) (April 2004)
 Fujitsu Consulting Quality Management System
(ISO 9001:2000 QMS) (January 2003)
 Planning, Deploying and Managing an
Enterprise Project Management Solution
(Microsoft Course 2732A) (April 2004)
 Project Management Foundation (January 2003)
 Project Initiation and Planning (January 2003)
 Project Controlling and Closing (January 2003)
 Quality Management System Upgrade Training
(January 2003)
 Sales for Practitioner (August 2002)
 Presentation Skills (March 2002)
 NETg Microsoft Project 98 Advanced User
(January 2002)
 NETg Microsoft Project 98 Fundamentals
(September 2001)
 Managers and Supervisors Conference (Spring
2001)
 Managing Multiple Projects, Objectives and
Deadlines (Spring 2000)
 Conference on Directing, Controlling and
Managing Projects (Spring 1999)
 DMR Quality Management System (ISO 9001)
(Spring 1998)
 New Deliverables-P+ Online v2.2 (Spring 1998)
 DMR ProductivityCentre™ – Produce a
Deliverable with DMR Workplace V3.1 (Spring
1998)
 New Features-P+ Online (Macroscope)v2.2
(Spring 1998)
 DMR ProductivityCentre™ – Familiarization
with Generic Development (Spring 1998)
 Software Quality AnnualConference (Spring
1996)
 DMR Productivity Plus® Intensive (Spring
1995)
 DMR Productivity Plus® System Development
Methodology (Spring 1995)
 DMR Productivity Plus® V2.2 Learning Events
(Spring 1995)
 Project Leadership Seminar (Fall 1989/Summer
1994)
 LBMS: Using SE Engineer (Fall 1992)
 Conceptual Data Modeling (Summer
1987/Summer 1991)
 Conceptual and Functional Process Modeling
Course (Summer 1988/Summer 1991)
 Business Requirements Definition (Summer
1991)
 Release Development (Summer 1991)
 Function Points Analysis Seminar (Summer
1991)
 CICS Design Concepts (Summer 1991)
 CICS/VS: Concepts and Facilities (Summer
1991)
 CICS/DB2 Design Concepts (Summer 1991)
 DB2: Concepts and Facilities (Summer 1991)
 DB2 Programming and Administration (Summer
1991)
 Oracle: Application Performance Tuning Course
(Spring 1989)
 Project Management Techniques (Summer 1989)
 Configuration Management System Training
Course (Spring 1988)
 Software Configuration Management (Spring
1988)
 Powerful Business Writing Skills (Spring 1988)