Resume S. Tremblay Sept 2011

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Resume S. Tremblay Sept 2011

  1. 1. <ul><li>Personal objectives: </li></ul><ul><li>Mr. Tremblay is seeking challenging opportunities working with IT organizations, focusing on IT Service Management / ITIL®, IT strategy & governance, IT operations and cultural and organizational change management in fast pace organizations where he can contribute with my vast knowledge, experience and business drive. As an owner of his company, a Senior Consultant and ITIL® Expert, currently the highest ITIL® V3 certification, Mr. Tremblay specializes in providing strategic process consulting, business alignment, project management, and training to IT professionals across many industries. He has over 21 years of experience within DND with hands on technical experience in IT, Projects, finance and personnel management and more than 7 years working with multiple organizations in the field of Process Reengineering. He is a Strategic thinker with abilities to bridge strategy to operations. He stands out in guiding clients through strategic planning, business process innovation, service oriented architecture, developing IT Service Management solutions and making recommendations tailored to client environments He also assists clients through the development and implementation of ITSM solutions using best practices frameworks such as ITIL®, COBIT®, PMBOK, and standards such as ISO/IEC 20000 (ITSM) and ISO/IEC 27000 (IT Security). He has completed a Master’s Certificate in IT Project Management and has a Project Management Professional (PMP) certification. He is also certified as an IT Service Manager (ITIL® v2) / ITIL® Expert (v3) and have an extensive knowledge and experience in the ITIL® principles (Information Technology Infrastructure Library), which could be of great asset to a vast majority of organizations in search of IT process improvements. He has his Certification in the Governance of Enterprise IT from ISACA, one in ISO/IEC 20000 and on ISO/IEC 27002 from EXIN and is always looking into furthering his career objectives. Mr. Tremblay is in the final stages of achieving the ITIL Masters certification – the highest ITIL credential soon to be available in 2012 to the general public. </li></ul><ul><li>Mr. Tremblay is the Head of Delegation of Canada for the re-writing of the ISO/IEC 20000 standards and also the editor in charge of the writing of the new ISO/IEC 20000-10. Within his responsibilities he is involved in the re-writing of other standards such as ISO/IEC 27000 series (IT Security), ISO/IEC 38500 (Governance), ISO/IEC 15504 (Process Assessment), and some others. Mr. Tremblay has a very good knowledge of the ISO 9000 series of standards as well, which are the basis of other service management systems such as the ones mentioned above. </li></ul><ul><li>Experience: </li></ul><ul><li>Mandate #37 – Head of Canadian Delegation for the advancement of the ISO/IEC 20000 standards </li></ul><ul><li>Jan 2009 Senior ITSM Advisor & Architect [ISO] </li></ul><ul><li>Present International Standard Organisation / Standard Council of Canada, Ottawa </li></ul><ul><li>In my role of head of delegation for Canada on the work of ISO/IEC 20000, I am responsible for: </li></ul><ul><ul><li>Ensuring the advancement of the development on the ISO/IEC 20000 and coordinate the involvement of Canada into this task; </li></ul></ul><ul><ul><li>Being the single point of contact with external bodies WG25CA; </li></ul></ul><ul><ul><li>Coordinating external meetings (funding); </li></ul></ul><ul><ul><li>Identifying to the secretariat relevant information of its Committee; </li></ul></ul><ul><ul><li>Communicating Canada's position (vote) for the SC7 Ballots; and </li></ul></ul><ul><ul><li>During the plenary sessions and interim meeting ensuring that a representative of Canada be identified on behalf of Canada for the records. </li></ul></ul>
  2. 2. <ul><li>Mandate #36 – IT Infrastructure Reboot Project / ITSM (ITIL® V3, ISO/IEC 20000 & ISO/IEC 27001) </li></ul><ul><li>Feb 2011 Senior ITSM Advisor & Architect [Federal Government] </li></ul><ul><li>Present Defence Research and Development Canada), Ottawa </li></ul><ul><li>This branch of DND, Defence Research and Development Canada is rebuilding its network to be more responsive to security concerns and to more rapidly address business requirements. DRDC an agency under the Department of National Defence has scientific research centres across the NCR, in various provinces and members attached to equivalent organizations with foreign military partners. On this project Mr. Tremblay is responsible for the following: </li></ul><ul><ul><li>Review the level of ITSM processes and standards in place and the level to which it could be used moving forward with an agency wide standardization. </li></ul></ul><ul><ul><li>Review options for the standardization on existing Configuration Management, Change Management and Service Desk related tools in use in DRDC or for the procurement for a new tool or set of tools. </li></ul></ul><ul><ul><li>Review DND contracted Axios Assyst tool set for possible use as DRDC ITSM tool set. </li></ul></ul><ul><ul><li>Review options for the implementation of Configuration Management. Options to include types and depth of the attributes to be tracked. </li></ul></ul><ul><ul><li>Review options for which existing tool sets or additional tool sets are required to populate the CMDB. </li></ul></ul><ul><ul><li>Review options for the implementation of an interim change management process during the rebuild and more permanent solution over time once a tool set is in place. </li></ul></ul><ul><ul><li>Review options for the alignment of configuration and change management to correspond to the requirements of the security zoning being implemented in the agency. </li></ul></ul><ul><ul><li>Review for consistency for adoption on higher level DRDC networks including at the Top Secret level. </li></ul></ul><ul><li>Mandate #35 – ECE-ITSM Process Improvement and ITI Virtualization ( ISO/IEC 20000 & 27000) </li></ul><ul><li>Feb 2011 Senior ITSM Advisor & Architect [Federal Government] </li></ul><ul><li>Present Department of National Defence of Canada (DND), Ottawa </li></ul><ul><li>A major branch of DND is presently undergoing a major ITSM improvement. At the same time the organization is having a new building being built to host all its employees into one single location. The branch has initiated a project to manage this important move. IBM was chosen for the supply, delivery, installation, and integration of the Enterprise Computing Environment (ECE) Solution. Associated to this major initiative is an overall ITSM process/procedure improvement for the new IT infrastructure being implemented. Mr. Tremblay was chosen to be the lead for this ITSM process/procedure improvement project. Mr. Tremblay must work closely with the organization ITSM improvement project to ensure full alignment of the initiatives. His responsibilities include validating requirements (assessment of present process/people/tool maturity state), preparing a GAP analysis, preparing a Service Management Plan (improvement Road Map), defining all the process/procedures that will be required and ensuring they are developed and implemented with high effectiveness and efficiency. </li></ul>
  3. 3. Mandate #34 – ITSM Process and Tool Improvement ( ISO/IEC 20000 & 27000) Feb 2011 Senior ITSM Advisor & Architect [Federal Government] Present Canadian Food Inspection Agency (CFIA), Ottawa CFIA has grown drastically in the past several years; this has created the same effect on its IM/IT organization. The IM/IT organization is at a point now where they must formalize their IT Service Management processes in order to ensure maintaining effectiveness, efficiency and security. Mr. Tremblay's responsibilities are to guide the organization towards improving their ITSM processes to align with the ISO/IEC 20000 and ISO/IEC 27000 standards as well to migrate the ITSM tool (Axios assyst version 9.0) to better support the new and improved processes. Mr. Tremblay must first learn the organization's main business, assess processes and firm-up the business drivers guiding the IM/IT organization. He must assess the present maturity of the processes, make a GAP analysis, and propose an improvement Road Map. He must build a strategic plan including the required governance sustaining the new and improved ITSM processes. He is responsible to manage this project and provide all the required support for the implementation of the different processes and their continuous improvement overtime. Mandate #33 – ITSM and Tool Improvement O ct 2008 Senior ITSM Advisor & Architect [Retail] Mar 2011 The Westfield Group, Los Angeles, USA The Westfield Group needed a senior ITSM consultant to attend their ITSM Process and tool proof of concept workshop - (BMC was the tool) as they had their three regional teams together (US, UK, and Australia) and needed someone who can act as 'independent' view and advice of best ways of merging the processes - or at least to act as knowledgeable 'chairman' during the discussions with BMC and all the team. This person needed to be a great process/practical person with some experience of the BMC product. I was chosen to be this person and I was also responsible to prepare and lead an improvement process prioritization WS and help the organization developing a high level Improvement Road Map. Mandate #32 – ITR-ITSM Process Improvement (ISO/IEC 20000 & 27000) Oct 2008 Senior ITSM Advisor & Architect [Federal Government] Mar 2011 Elections Canada, Ottawa Elections Canada was undergoing a major reengineering of its IT processes and rationalization of its IT infrastructure. They had determined that their priority to implement ITSM must be focused on good governance, the right set of policies and the processes and procedures that will support the new data centre implementation. Mr. Tremblay provided management, guidance and architecture design for the ITSM implementation project from a people (organizational), business process and technology (tools) perspective (using Axios ‘assyst’ ver 8.0). He was leading the development of the overall strategy and Road Map, developing business cases, the governance, policies, business processes (Service Support and SLM), and procedures in support of the ITSM transformation project and related change activities. He ensured proper requirement gathering and analysis, integration, conformity to standards (ITIL® v2/v3, COBIT® and PMBOK), developed the required data structures (properties, taxonomies and relationships), and developed the service catalogue (based on the GC &quot;profile of IT services&quot;), service level targets and agreements to measure performance, risk, workload, and areas of improvement, as well as ensuring quality of all deliverables. He developed the Communication Strategy and Plan and led the development of the Implementation Strategy and Plan (short, medium and long term) as well as the organizational change plan to facilitate the transition of the new processes into the organization. He ensured identifying and implementing proper CSFs and KPIs to measure the performance of all processes. He assisted in the rapid assessment of the current and target states (maturity levels) ensuring process and procedures adhere to ITIL® practices, and by completing a project plan and working with other groups and stakeholders.
  4. 4. He developed processes and documented workflows following the Business Process Modeling notation and using Visio and MSWord. He led the Axios assyst ITSM tool Threat Risk Assessment (TRA) based on Federal security regulatory requirements (Harmonized Threat and Risk Assessment Methodology) and ISO/IEC 27002. He was coordinating the implementation of all new processes/procedures in line with ISO 20000 and ITIL® v2/v3 best practices including the training. He was participating in the management of the configuration activities and deployment of automated tools to supports ITSM processes and procedures. He also assisted in preparing tactical plans and provides advice and guidance in measuring and monitoring service quality. Mandate #31 – ITSM Process Improvement (ISO/IEC 20000 & 27000) Apr 2008 ITSM Architect, IT Process Engineer and PM [Federal Government] Oct 2010 Office of the Commissioner of Official Languages (OCOL), Ottawa OCOL has initiated a major IT Renewal project and setting up of an optimized IT organizational structure and processes. Reporting directly to the IT Director / CIO, Mr. Tremblay led the IM/IT personnel into this new IT organization, overseeing related projects, gathering and defining of requirements, analyzing data, building business cases, identifying and implementing process improvement areas. He has also provided recommendations to management on process improvements (in the areas of operations costs, resources utilization, governance, organizational structure, processes, security, and IM/IT systems). He gathered information from stakeholders and multiple other sources to develop a Service Management vision, strategy (based on COBIT®), roadmap and framework, aligned with the organization culture and particularities. He was responsible for assessing the processes and procedures (People, Process & Technology (FrontRange Heat tool)), designing, modeling, documenting and implementing the IT Operations Management Framework with all associated ITIL® v3 aligned processes and procedures (including Security, Risk and Asset Management), roles and responsibilities descriptions. He prepared and held validation and training workshops for the processes and dealt with any other operational tasks that arose. He reviewed and assessed the Heat tool and developed the new tool requirements/specification document, implementation plan and coordinated the implementation of the new ITSM tool (Numara TrackIT). He acted as IT Director / CIO during the vacation period. His responsibilities finally included the development and implementation of all new processes/procedures and the Security directives and procedures in support of the Security Policy and in line with the Federal security regulatory requirements (Harmonized Threat and Risk Assessment Methodology) and ISO/IEC 27002 standards; both for the physical and IT point of view any other operational processes such as Incident and Request Fulfillment Management and the supporting ITSM tools. Mandate #30 – ITSM and ISO/IEC 20000 Assessment and ITSM Planning June 2010 Senior ITSM / ISO/IEC 20000 Consultant July 2010 Department of Information Technology and Telecommunications (DoITT), New York, NY, USA The New York City Department of Information Technology and Telecommunications (DoITT) had solicited BMC to assist in the migration to Service Management best practices through the development of a Business Service Management (BSM) Roadmap. The Department is in the process to become the main provider of IT services to all city agencies representing more than 300,000 users. Mr. Tremblay was chosen by BMC to lead an ISO/IEC 20000 Assessment. As a first step in this strategy, he conducted an ISO/IEC 20000 / Business Service Management (or “BSM”) baseline (including an additional (3) ITIL® v3 processes not included in ISO/IEC 20000) and developed a program approach critical to the adoption of Service Management. He also evaluated the level of maturity of each process based on the CMMI model and prepared a thorough and complete improvement Road Map.
  5. 5. Mandate #29 – ITSM and ISO/IEC 20000 Assessment and ITSM Planning April 2010 Senior ITSM / ISO/IEC 20000 Consultant/Architect June 2010 INGRAM MICRO, Santa Anna, California, USA INGRAM MICRO had solicited BMC to assist in the migration to Service Management best practices through the development of a Business Service Management (BSM) Roadmap. Ingram Micro is initiating a program to rationalize their IT infrastructure for all their regions, more than 33,000 users. Mr. Tremblay was chosen by BMC to lead an ISO/IEC 20000 Assessment. As a first step in this strategy, he (with the help of a co-worker) conducted an ISO/IEC 20000 / Business Service Management (or “BSM”) baseline (including an additional (12) ITIL® v3 processes not included in ISO/IEC 20000) and developed a program approach critical to the adoption of Service Management. A clear understanding of current capabilities should be based on a comparison of INGRAM MICRO’s current practice to industry standards or best practices related to ITIL® v3 and ISO/IEC 20000. He assessed INGRAM MICRO’s maturity based on CMMI and modeled a future state critical to the support of the business. He designed and developed an ISO/IEC 20000 / BSM Roadmap to bridge the gap between the current state and the required future state, addressing organization, process, people, partners/suppliers and product/technology. Prioritization of improvement opportunities were addressed so that time and money are invested wisely in regards to remediation of gaps. Proper CSFs and KPIs were identified to ensure efficiency and effectiveness. Mandate #28 – ITSM Configuration Management Assessment and ITSM Planning Feb 2010 Senior ITSM Consultant (Asset and Configuration Management) [Federal Government] April 2010 Department of Foreign Affairs and International Trade (DFAIT), Ottawa ON DFAIT needed to implement an enterprise and coherent Configuration Management Process and DataBase (CMDB) for all DFAIT IT systems in support of the IT System Management (ITSM) Processes in line with the Federal security regulatory requirements (Harmonized Threat and Risk Assessment Methodology) and the ISO/IEC 20000 & 27002 requirements. The ITSM processes that had gained a certain level of maturity in DFAIT and would benefit from such process and CMDB were Incident, Problem, Change, and Release managements. Other processes such as IT Security certification and accreditation; and the IT security monitoring and Incident response would also benefit from such process and CMDB. Mr. Tremblay was responsible to evaluate the organization needs for the Service Asset and Configuration Management process and tool and develop the strategy and governance required to define and implement this process. He was also responsible to define a Service Asset and Configuration Management vision and road map for implementation. Mandate #27 – ITSM Process Assessment and Road Map for Implementation Planning Dec 2008 Senior ITSM Consultant (IT SD and Incident/Request Management) [Aeronautical] June 2009 Messier-Dowty Canada, Ajax, ON Messier-Dowty, a SAFRAN Group company, needed an assessment of their ITSM processes, procedures and tools on their adherence to ITIL® practices in order to improve their efficiency and performance. In support of a Green-Belt project (Six Sigma). Mr. Tremblay performed a maturity assessment (using Capability Maturity Model Integrated developed by the SEI) of their Incident/Request Fulfillment/Asset Management process, the Service Desk and the tool used to manage incidents, service requests and assets (People, Process & Technology) and in comparison to ITSM and ITIL® v3 best practices. His functions included gathering information from stakeholders and multiple other sources to develop a Service Management vision, strategy, roadmap and framework, aligned with the organization culture and particularities.
  6. 6. He was also responsible to produce a Gap analysis and a detailed Road Map (Short, Medium and Long Term) to improve the IT operations. He was responsible to ensure the proper management of this ITSM project in coordination with MDI personnel. He presented the details of the maturity assessment to the upper management of Messier-Dowty Canada and obtained their commitment to proceed with the recommendations. He has identified the requirements, definingdesigning documenting the new improved processes/procedures using the Business Process Modeling notation. He defined the governance model, performance model, tool specifications for the configuration, communication needs, and organizational change considerations to ease the transition of the new processes into the organization. Mandate #26 – ITSM Asset management Process Assessment and Road Map Implementation Planning Sept 2008 Senior ITSM Consultant (IT Asset Management) [Pharmaceutical] Oct 2008 McKesson Canada, Montreal In order to support the business operations, the IT department of McKesson has a presence in major cities across Canada; they manage an IT asset pool worth approximately $7 millions dollars. Mr. Tremblay assessed (People, Process & Technology (ITSM tools)) the present IT Asset Management practices (using the Capability Maturity Model Integrated developed by the SEI), analyzed the efficiency of the process/procedures on their adherence to ISO/IEC 20000 standards and made recommendations for improvement on the people, process and tools. He gathered information through interviews from stakeholders and multiple other sources to develop a Service Management vision, strategy, governance, roadmap and framework, aligned with the organization culture and particularities. He presented the details of the assessment to the upper IT management of McKesson Canada and commitment was obtained to proceed with the recommendations. A team of consultants are now working on helping McKesson Canada with the implementation of the process and tool. Mandate #25 – ITR-ITSM Improvement Sept 2008 IT Governance and Policy/Process Engineer [Federal Government] Oct 2008 Elections Canada, Ottawa Elections Canada is presently undergoing a major reengineering of its IT processes and rationalization of its IT infrastructure. They have determined that their priority to implement ITSM must be focused on good governance, the right set of policies and the processes and procedures that will support the new data centre implementation. Mr. Tremblay managed and provided guidance and support to establish the IT Governance linkages between the existing governance and the ITSM governance (based on COBIT®), to develop the ITSM Framework (including developing CSFs and KPIs), and to develop the policies for the data centre and the ITIL® Service Support processes. The project is using ITIL® v2/v3 as framework. His responsibilities included gathering and defining of requirements, analyzing data, building business cases, defining roles and responsibilities for the different processes, defining the policies or guiding principles that guided the definition and operation of the different processes. He developed process models for Incident, Request Fulfilment Management, produced a version of the Service Catalogue and built SLAs and OLAs. He also provided advices and guidance on ITIL®, COBIT® and Project Management and provided recommendations to management on potential process and organizational improvements.
  7. 7. Mandate #24 – Asset Management Process Assessment and Improvement Mar 2008 Senior Strategic ITSM Advisor/Architect [Federal Government] Sept 2008 Royal Canadian Mounted Police, Ottawa The RCMP has over 25,000 members located in all Provinces and Territories and has a large, complex IT Infrastructure. It is organized in a regional structure, the requirements, and processes in the Regions can vary extensively and have realized they need to rationalize their IT Asset Management process, procedures and tool on their adherence to ISO/IEC 20000 standards. Mr. Tremblay assessed the organization IT Asset Management (ITAM) processes and tools, identified the process areas for improvement, identified the gaps between the existing processes/tools (business case) and the best practices in ITAM, gathered and defined requirements, and analyzed data. He gathered information through interviews from stakeholders and multiple other sources to develop an IT Service Management vision, strategy, roadmap and governance framework, aligned with the organization culture and particularities. He helped manage the initiative and provided recommendations to management through presentations on process improvements, organizational changes, communication considerations and IM/IT systems, designed the architecture and strategy of the new national ITAM process/procedure/tools and built the road map to implementation. He provided advices, guidance and redesigned/re-modeled the current processes and procedures using the Business Process Modeling notation, roles, responsibilities, tool and identify the proper CSFs and KPIs to ensure efficiency and effectiveness. He provided advice outlining the ITAM Department’s mandate, including an assessment of organizational and staffing considerations, as well as training requirements. He provided recommendations on direction to proceed, as well as recommendations concerning a staged approach to address related business practices such as change management, service management and configuration management approaches. Finally, he defined the policies required to the efficient operation of the ITAM processes and tool based on the strategic planning he prepared. Mandate #23 – Change (ITIL®) and Plan, Acquire & Implement COBIT® Improvement Ma y 2008 IT Enterprise Architecture Process Engineer [Banking] Aug 2008 Banque Nationale du Canada, Montréal National Bank of Canada was undergoing a major reengineering of its IT processes and rationalization of its IT infrastructure. Mr. Tremblay provided guidance and support, to identify process improvement areas, define and model the IT governance, and to define the IT Enterprise Architecture model. He worked at developing the COBIT® based IT Investment Portfolio process, the Change Management process, and the COBIT® Plan, Acquire and Implement processes with control objectives, documenting using the Business Process Modeling notation. The project was using COBIT® and ITIL® v3 as reference framework for adherence. He gathered and defined requirements, analyzed data, defined roles and responsibilities for the different processes, defined the policies or guiding principles that guided the definition and operation of the different processes, including the proper CSFs and KPIs. He contributed in the management of the initiative and provided advices and guidance on ITIL®, COBIT® and PM and provided recommendations to management on process and organizational improvements. Mandate #22 – ITSM/ISO 20000 audit Mar 2008 Senior Business/Strategic ITSM Auditor [Federal Government] Mar 2008 Elections Canada (EC), Ottawa Mr. Tremblay was responsible for evaluating/auditing the current IT Service Management capital project, analysing data, more specifically the project deliverables up to date and the planning activities for the coming years from both ITSM (ISO/IEC 20000 and ITIL® v2/v3 adherence) and Project management perspectives.
  8. 8. <ul><li>His deliverables were to provide EC with an assessment of the progress made to date, an overall assessment of the plan where improvement could be made, recommending to the management changes (to organizational structure, project, and processes) that will mitigate risks, improve process efficiency, improve the project delivery time, reduce cost and improve overall quality. </li></ul><ul><li>Mandate #21 – ISP – ITSM Improvement </li></ul><ul><li>Dec 2006 Senior Business/Strategic ITSM Advisor/Architect and PM/Leader [Federal Government] </li></ul><ul><li>Jun 08 Department of Fisheries and Oceans, Quebec </li></ul><ul><li>DFO had committed to alignment with the GoC Shared Service Initiative over time and had emerged as a best practice department for responsive government and client-centred service delivery. The department is completing and executing its 2005-2010 Strategic Plan aimed at: </li></ul><ul><ul><li>Equipping its dedicated, professional workforce with the tools it needs (Remedy and Axios assyst); </li></ul></ul><ul><ul><li>Establishing a solid framework (COBIT®, ITIL® among others) to deliver effective services; </li></ul></ul><ul><ul><li>Establishing the means for employees to be accountable and committed; </li></ul></ul><ul><ul><li>Facilitating good governance and effective management and control of assets; and </li></ul></ul><ul><ul><li>Implementing integrated-risk management to support effective decision-making. </li></ul></ul><ul><li>Mr. Tremblay was responsible for the Assessment and Audit (using the Capability Maturity Model Integrated developed by the SEI) of the existing ITSM Processes, Procedures and Tools and their ISO/IEC 20000 and ITIL® adherence, providing strategic direction, governance and planning. He gathered and defined requirements, analyzed data, built business cases, identified and implemented the business process areas for improvement (at the governance level, process, resources utilization, organizational structure changes, accountability, IM/IT systems and costs efficiency). He gathered information from stakeholders and multiple other sources to develop a GAP analysis and a Service Management vision, strategy, improvement roadmap and framework, aligned with the organization culture and particularities. He provided recommendations to management on business process improvements (based on ITIL® and COBIT®), designed (developing scenarios) and controlled the development of the ITSM implementation for this major project of Service Transformation / IT Sustainability. He was responsible for the management, coordination and the implementation of a common IT infrastructure (12 ITSM processes, SD and IT Asset Management) organization based on ITIL® and COBIT® to support the new more focused, accountable and measurable DFO Center of Expertise organizational structure. He provided ITSM and Program/Project Management guidance based on the Federal Government Enhanced Management Framework (EMF), management of organizational change strategies based on the Federal Government Business Transformation Enablement Program (BTEP), and ensure the quality of all deliverables. He participated in developing, modeling, documenting (using the Business Process Modeling notation) and aligning with the COBIT® framework for control and performance management (developing and implementing proper CSFs and KPIs to ensure continuous improvement), support for all ITSM and IT Asset processes being implemented (Service Support & Delivery, and Security (considering risk and MITS requirements)), communication Strategy and Plan, organizational change considerations, financial analysis and forecast, identifying trends and events impacting the initiative. He developed and ran workshops for the development of the Service Level Management process, the Service Catalogue (based on the GC &quot;profile of IT services&quot;) and service level definitions, including SLAs and OLAs. He provided mentoring/training and offered a good transfer of knowledge to the employees of the DFO. He was responsible for planning / developing / documenting / implementing the ITSM tool set (Remedy – design, configuration and implementation and Axios assyst work on specification and procurement). </li></ul>
  9. 9. He made presentations to multi-levels of management (Director, Director General and CIO), and provided Quality Control on the deliverables (Maturity assessments, Process Diagrams and documents, etc). The project also replaced all IT infrastructure equipment in a view to rationalize them into 3 data centres across Canada. He detailed the operational process for Change Management (evaluation and mitigation of risks in raised changes) and Incident Management process and the Service Desk through a series of validation workshops. For these processes, he developed the process guides, training material and provided the training to the personnel involved. He closely supported the task force responsible for implementing the Incident Management, Change Management, Configuration Management processes and the Service Desk function, providing advice support during the development and implementation phases. The project won the Gold Award in Category B: Internal Business Operations, at the 2008 GTEC. Mandate #20 – ITSM Process Assessment and Road Map Implementation Planning Apr 2007 Senior Business/Strategic ITSM Advisor/ Architect and PM/Leader [Federal Government] Jan 2008 Public Safety Canada, Ottawa One of the agencies of the PSC department needed to evaluate their IT processes to initiate a major improvement process in a view to improve efficiency and performance. Mr. Tremblay led a team of ITSM Consultants in completing an ITSM Maturity Assessment based on the adherence of the ISO/IEC 20000 and ITIL® best practices (using the Capability Maturity Model Integrated developed by the SEI) and Audit of ITSM Processes/procedures and tools. It included the review of the present mode of operations, gathering and defining requirements, analyzing data, documenting the present operations (processes and tools (HP Service Desk)), identifying and recommending to management process, organizational and IM/IT systems/tool improvements (change). He gathered information from stakeholders and multiple other sources to develop a Service Management vision, strategy, roadmap, governance and framework, aligned with the organization culture and particularities. He prepared a SWOT and Gap Analysis (business case), interviewed personnel and prepared an improvement Road Map for Business and IT improvement for the re-modeled processes (including identifying trends and events potentially affecting the organization, communication needs, and organizational change considerations and developing the possible improvement scenarios). Mandate #19 – ITSM Process Assessment and Road Map Apr 2007 Senior Business/Strategic IT Consultant/Business Architect [Provincial Health] Dec 2007 L’Agence de la santé et des services sociaux en Outaouais The agency oversees the operations of the five Hospitals in the Outaouais and their growth on IT required an evaluation of the ITSM processes to determine where improvements should be made to cope with the constantly increasing load on resources. Mr. Tremblay evaluated/audited (using the Capability Maturity Model Integrated developed by the SEI) the IT operational model of the agency and recommended the required changes to transform/remodel and pre-position the agency IT department (processes) for the short, medium and long term demand on IT. This included reviewing the present mode of operations, analyzing data, documenting the present mode of operations, interviewing personnel, identifying trends, events and risks potentially affecting the organization culture and particularities. Mr. Tremblay gathered information from stakeholders and multiple other sources to develop a Service Management vision, strategy, roadmap, governance and framework, aligned with the organization. He identified and recommended to management the processes, organizational and IM/IT systems improvements (change), and developed the best possible improvement scenarios or mitigation strategies to possible organizational changes. The details of the assessment were presented to the top IT management of the agency.
  10. 10. Mandate #18 – Configuration Management and CMDB Pilot Feb 2007 Senior IT Service Management Specialist and PM [Federal Government] Mar 2007 Department of Fisheries and Oceans, Ottawa In this second phase, Mr. Tremblay managed and coordinated the design and implementation of the pilot CMDB for the IMIT Security Enhancement Project portion of DFO. He had one resource assigned to him to proceed with the database configuration, testing and installation. Mr. Tremblay concentrated on the planning, gathering and defining requirements, analyzing data, identifying and recommending to management the process, organizational and IM/IT systems for improvement. He coordinated the re-modelling of the processes, documented the new processes and procedures and ensured that the people would be able to use this tool as a good stepping stone to the full blown solution that will come in the near future. He also provided strategic architecture guidance and planning for the tool planned to be used for the CMDB. Mandate #17 – SMIP-ITSM Process Improvement (BS 15000) Feb 2006 Senior Strategic ITSM Advisor and PM/Planner & Coordinator [Federal Government] May 2007 Public Works and Government Services Canada (PWGSC), Ottawa PWGSC initiated a major organizational transformation project SMIP/ITSM of the Federal Government – 192 ITSM resources involved in reengineering the IT processes for the department and transform it into an IT Shared Service Provider for the rest of the Canadian Government. The project goal was to build a common, more focused, accountable and measurable IT infrastructure (12 processes, SD, and IT Asset Mgmt (Peregrine)) organization based on ITIL® and BS 15000 to support the Federal Government IT infrastructure in the most efficient way. Mr. Tremblay was part of the Program Management Office, he managed and provided strategic direction, governance definition (based on COBIT®), planning, gathered and defined requirements, designed (developed scenarios), controlled the strategic deliverables (quality) and managed inter-organizational conflicts within the ITSM project. He was responsible to ensure alignment between the Program Governance and the Project Management Office. He was responsible for part of the transition of other department organizations to the new developed processes model. He coordinated the consolidation of the performance reporting from the different Service Discipline projects into the master plan. He provided ITSM and Executive Project Management guidance, management of organizational change strategies and development to all sub-projects (one per Service Discipline/process), analyzed data and built business cases. He identified and recommended the business process areas for continuous improvement implementations to management through formal presentations (at the governance level, process, organizational structure changes, resources utilization, accountabilities, performance management, IM/IT systems and costs efficiency). He also controlled the quality of all deliverables and organizational conflict. He participated in leading the re-modeling of all processes based on the Business Process Modeling notation and using Visio and iGrafx, supporting all ITSM processes being re-modeled and implemented (Service Support & Delivery, Security (including Risk and MITS requirements – based on ISO/IEC 27000) and ICTIM) and some associated projects such as the integrated tool set procurement, the IT rationalization, and IT Asset Management. He was responsible for the adherence to BS 15000 (ISO 20000) and ITIL® best practices of all new processes and procedures. He prepared cost analysis and forecasts, identified trends and events impacting the initiative, identified and implemented the proper CSFs and KPIs for each process to ensure continuous improvement and provided Quality Control on the deliverables (Maturity assessments, Process Diagrams and documents, etc). From a communication perspective, he prepared and delivered workshops and training, and delivered presentations to multi-levels of management. He was also responsible to mentor/train the employee on the new processes/procedures and ensure a good knowledge transfer.
  11. 11. During four months he provided direct support to the SLM process design and implementation, working with the Client Management group developing the processes, improving the service catalogue tool (based on the GC &quot;profile of IT services&quot;) and the different service agreement templates (SLA & OLA) and more. Mandate #16 – ITSM Process Assessment and Road Map Aug 2006 Senior Strategic ITSM Advisor [Provincial Health] Oct 2006 Centres de santé et des services sociaux de Gatineau (CSSSG), Gatineau The IT operation being critical to the main operation (medical treatments) needed to be assessed and that a streamlined improvement program be defined to ensure satisfying the needs for the years to come. Mr. Tremblay completed an ITSM Maturity Assessment/Audit of the ITSM Processes/procedures and tools adherence to ISO/IEC 20000 and ITIL® best practices (using the Capability Maturity Model Integrated developed by the SEI) and designed an Improvement Project Plan for all processes. He gathered information from stakeholders and multiple other sources to develop a Service Management vision, strategy, roadmap, governance and framework, aligned with the organization culture and particularities. The deliverables included the assessment, GAP analysis (business case), identifying the process areas for improvement, completing a SWOT analysis (including risks with mitigation strategies), high level cost analysis, presentations to multi-levels of management, and recommendations for an improvement program on processes requiring the most improvements in the short, medium and long term. He identified trends and events potentially affecting the organization and developed the possible improvement scenarios / re-modeling actions. He recommended to the management the processes, organizational and IM/IT systems for improvement and the prepared a high-level structure for a Service catalogue. Mandate #15 – ITSM and Axios Improvement Aug 2005 Senior ITSM Consultant and PM [Federal Government] Jan 2006 Canada Deposit Insurance Corporation (CDIC), Ottawa In this second phase of the CDIC IT Improvement Program, Mr. Tremblay prepared a complete improvement plan for implementing all of the ITSM Support & Delivery processes including Security Management (including risks management) to meet MITS (security) requirements and align with the GoC Shared IT Services and Infrastructure (accountable and measurable) using ITIL® best practices. He was responsible for the management of this ITSM project. He gathered and defined requirements, analyzed data, built business cases, documented the mode of operations, and interviewed the personnel. He gathered information from stakeholders and multiple other sources to adjust the Service Management vision, strategy, governance model, roadmap and framework, maintaining alignment with the changing organization culture and particularities. He identified and recommended to management the process areas for improvement implementations (at the governance level, process, organizational structure changes, resources utilization, accountability, IM/IT systems and costs efficiency), based on existing gaps. He designed, re-modeled, documented and implemented each technical process and procedure in line with ITIL® best practices, contributed to implementing the required ITSM tools (assyst ver. 6.5 from Axios Systems and assyst Discovery tool – requirements, configuration, and implementation) to manage the configurations and assets (both Unix and Intel/Windows based). He mentored and transferred knowledge to CDIC IT employees (prepared different ITIL® training packages and delivered training), and delivered presentations to multi-levels of management. He helped with the Project Management Office activities (project planning and control, strategic planning, risk management, cost evaluation, requirement evaluations, communication, organizational issues and more) during implementation to bring this endeavour to successful completion, and recommended any related best practices. He also identified trends and events potentially affecting the organization and developing the possible improvement scenarios.
  12. 12. Mandate #14 – ITSM Network Operations Improvement Aug 2005 Senior ITSM Consultant [Federal Government] Jan 2006 Natural Resources Canada, Ottawa The department was initiating an improvement of their IT processes and needed help in initiating the project. Mr. Tremblay worked at Natural Resources Canada assisting them with an ITSM Network Operations Management process reengineering/improvement initiation project in line with MITS. He provided them with guidance on Project Management techniques and ITIL® best practices (including analyzing data, identifying trends and events potentially affecting the organization, gathering and defining requirements, building a business case, identifying and recommending to the management the processes and organizational areas for improvement, and developing the possible improvement scenarios) for the initiation of this initiative and for the alignment with the GoC Shared IT Services and Infrastructure. Mandate #13 – ITIL® Trainer Jul 2005 Senior ITSM Trainer [Federal Government] Jul 2005 Public Works and Government Services Canada (PWGSC), Ottawa Mr. Tremblay trained the people (8 classes of 15 students each – contractors and employees) of the SMIP project process developers and specialists, responsible for the development of the GoC Shared IT Services and Infrastructure, on ITIL®/ITSM improvement techniques and principles. He adapted all training material to meet the specific needs of PWGSC for the following processes: Incident, Problem, Configuration, Release, Capacity, Availability, Security (risk), and Service Level Management. This SMIP project was implementing a federal government wide ITSM initiative that will affect all departments in order to regroup all IT services within one support organization. He also taught more in-depth security and risks principles to the group responsible for the security management process and helped them in order to align themselves in the right direction, helped gathering and defining requirements, and ensured they would deliver the proper deliverables. Mandate #12 – ITSM and Axios Improvement May 2005 Senior ITSM Consultant and PM [Federal Government] Jun 2005 Canada Deposit Insurance Corporation (CDIC), Ottawa In this first phase of the CDIC IT Improvement Program, Mr. Tremblay evaluated the IT processes and prepared a complete improvement plan to implement all of the ITSM Support processes (SD, Incident, Problem, Configuration (asset), Change, and Release) including work on Security (MITS), Service Level Management (basic service catalogue) and to align with the GoC Shared IT Services and Infrastructure (accountable and measurable). He identified and recommended to the management the processes/procedures and organizational areas for improvement implementations for adherence to ITIL® best practices (at the governance level, process, resources utilization, accountabilities, IM/IT systems and costs efficiency). He gathered information from stakeholders and multiple other sources to develop a Service Management vision, strategy, roadmap and framework, aligned with the organization culture and particularities. He was responsible for the management of this ITSM project. He re-modeled the processes, writing the required documentation guides for each process, and helped to implement the required ITSM tools (assyst ver. 6.5 from Axios Systems and assyst Discovery tool – requirements, project plan preparation for the configuration and implementation). He transferred knowledge to the CDIC IT employees, prepared different ITIL® training packages and provided the training, and made presentations to multi-levels of management. He helped with the setup of the Project Management Office activities (project planning and control, strategic planning, risk management, cost evaluation, requirements gathering, analysing data, definition and evaluations, organizational issues and more) to bring this endeavour to successful completion, and recommended any related best practices (ITIL®). He also identified trends and events potentially affecting the organization and developed the possible improvement scenarios.
  13. 13. Mandate #11 – Configuration and Change Process Design May 2005 Senior ITSM Consultant [Federal Government] Jun 2005 Office of the Auditor General of Canada, Ottawa Mr. Tremblay designed and implemented basic Configuration and Change Management processes and the required governance based on adherence to the ITIL® best practices for the Office of the Auditor General of Canada to align them with the MITS security requirements and the GoC Shared IT Services and Infrastructure (accountable and measurable). He was responsible for the management of this ITSM project and transferred knowledge (training on the ITIL® Change (how to evaluate and manage risk in raised changes) and Configuration management processes) and delivered presentations to multi-levels of management and guidance on ITIL® to the OAG employees. He identified the project cost and effort, identified trends and events potentially affecting the organization, gathered and defined requirements, and analyzed data. He identified and recommended the re-modeling actions on processes (at the process level, organizational, resources utilization, accountabilities, IM/IT systems, ITSM Tool and costs efficiency) and developed the possible improvement scenarios. Mandate #10 – ITSM Configuration Management Process Assessment and Improvement Jan 2005 Senior ITSM Consultant and PM [Federal Government] Apr 2005 Department of Fisheries and Oceans, Ottawa In this first phase, Mr. Tremblay assessed/audited the maturity of the department’s Configuration management process/procedure and tools for their adherence to the ITIL® best practices (using the Capability Maturity Model Integrated developed by the SEI) with regards to security requirements (MITS and risks) of the Federal Government. He was responsible for the management of this ITSM project. While visiting all the DFO sites across Canada, he provided ad-hoc training to the employees in the field of ITIL® Configuration (asset) and Change Management. He evaluated the technical processes in place, interviewed people, gathered and defined requirements, and analyzed data. He identified and recommended to management the process areas for improvement (at the governance level, process, organizational, resources utilization, accountabilities, IM/IT systems, CM tool, and costs efficiency). He designed / modeled / developed / documented the Configuration Management Process based on risk and aimed at improving the security posture of the department and meeting the MITS and ITSD-02 requirements to meet the accountability and reporting requirements. He identified trends and events potentially affecting the organization and developed the possible improvement scenarios). He established a detailed project plan for this process implementation across the department, defined the process, identified the resource requirements, roles and responsibilities, CSFs and KPIs for performance measuring, coordinated for implementing a Pilot CMDB tool, prepared a communication plan, and made presentations to multi-levels of management. Another part of the project was to renew the most part of the network communication equipments across all regions to satisfy the MITS requirements. Mandate #9 – ITSM Process Assessment and Road Map for Implementation Dec 2004 Senior ITSM Consultant [Federal Government] Mar 2005 Office of the Auditor General of Canada, Ottawa Mr. Tremblay assessed / audited (using the Capability Maturity Model Integrated developed by the SEI) the current ITSM practices, processes, tools and existing procedures and measured them for their adherence level to the ITIL® Best practices framework and evaluated the maturity of 12 IT processes. He gathered information from stakeholders and multiple other sources to develop a Service Management vision, strategy, roadmap and framework, aligned with the organization culture and particularities. The deliverables included the assessment, analyzing data, the identification and recommendation to management of the processes and organizational areas for improvement.
  14. 14. He prepared a GAP analysis (business case), a SWOT analysis (including risks), and resource assessment. He made presentations to multi-levels of management, and recommended an improvements program with re-modeling suggestions on the processes and IM/IT systems. He identified trends and events potentially affecting the organization and developed the possible improvement scenarios on the processes requiring the most improvements. Mandate #8 – Operations, Process and Project Improvement Jan 2003 Manager of PMO / Program/Senior IT Project Manager [Military] Mar 2005 Canadian Forces Information Operation Group Headquarters, Ottawa, Ontario In this role of Project Executive and Leader of the Program Office Mr. Tremblay was responsible for assessing and developing the PM processes and managing the Program Management Office (managing the efficient operations of the different projects and maintaining risks under control). He provided governance, engineering and project management support for all Communications, Computers and Intelligence operation projects, including involvement in performing Threat Risk Assessments (TRAs) and Certification and Accreditation (C&A) (identifying trends, events and risks potentially affecting the organization; in accordance with Federal Government Policies/standards and BS-7799 on security). He assured the quality control over the processes and deliverables throughout his mandate. He gathered and defined requirements, analyzed data, identified and recommended to management the process areas for improvement and coordinated implementations (at the governance and management level, process, organizational structure changes, resources utilization, accountabilities, IM/IT systems and costs efficiency). He developed the possible improvements, mitigation strategies or corrective scenarios on processes (re-modeling), systems or tools). He provided subject matter expertise as required at key points, set priorities, provided administrative project support, managed the relationship/contracts in place between the organization and vendors and managed the funds. He provided Configuration control oversight / system management guidelines for assets (Remedy) and systems, as well as assessed the Project Management process in place ensuring accountability and performance monitoring. He gathered information from stakeholders and multiple other sources to develop an IT Service Management vision, strategy, roadmap and framework, aligned with the organization culture and highly operational particularities, and identified and implemented the proper CSFs and KPIs to ensure process efficiency and effectiveness. He acted as an ITIL® Subject Matter Expert for the DND Service Desk and Incident Management implementation. He developed and implemented a Project management Framework (based on the PMI model, the Enhanced Management Framework and the Integrated Risk Management Framework (TBS) of the Government of Canada), guidelines and procedures and trained the project personnel. He prepared/coordinated the project approval documentations and the costing proposals, identified ongoing life cycle costs, business cases, performed IM/IT Performance Management, and managed changes and quality control. He provided technical advice / support on project management and system procurement practices, did research and provided recommendations on infrastructure technologies such as Windows, UNIX, Linux, RF (Low to SHF frequencies) and more. He directly managed three employees and many other technical and engineering resources in a matrix model. He did the Business planning and financial planning/control of the Technical and Engineering group; an annual budget of approximately $5.5M plus approved project money (~$35M annually). Other functions included preparing teaching material and teaching university level IT technologies and managerial concepts, preparing communication plans and doing presentations to multi-levels of management.
  15. 15. Mandate #7- ITSM and Project Assessment and Improvement Jun 2001 IT Service Manager/Senior PM/Information Systems Security Officer [Military] Jan 03 76 Communication Group, National Defence Headquarter, Ottawa, Ontario Mr. Tremblay coordinated a partial process Reengineering of the IT Department (assessment of existing ITSM processes/procedures, and tools (adherence to ITIL® best practices), gathered and defined requirements, analyzed data, identified and recommended to management the process areas requiring the most improvements and coordinated the implementations (at the governance and management level, process, organizational structure changes, resources utilization, accountabilities, IM/IT systems and costs efficiency). He identified and implemented the proper CSFs and KPIs to ensure process efficiency and effectiveness. He managed and documented existing and newly improve processes (planning and implementation) throughout the NCR with a mandate to implement an IT Service Management Framework based on the ITIL® set of Best Practices and a continuous improvement program improving accountability and performance measurement (using the Capability Maturity Model developed by the SEI). He assured the quality control over the processes and deliverables throughout his mandate. He coordinated the ITSM Service Desk NCR Tool (Support Magic – BMC) upgrade project from planning to operation to support the new processes (Incident/Service Request, Problem, Change and SLM). As a Project Executive within the Program Office he coordinated the management of different projects for implementation in DND offices in the National Capital Region (NCR). He provided subject matter expertise as required at key points during the program, provided guidance to improve and remodel the project management process, managed risks and conflicts throughout the life of the projects and prepared business cases. He was the Information System Security Officer within the DND NCR/MAN (12,000 users), which included the control of the Security Audit Management process for the network, evaluating risks, participating in performing TRAs and C&A and making personnel more aware with regards to security, in accordance to Federal Government Standards/Policies and BS-7799 on security. He was also highly involved on working groups as ITSM Subject Matter Expert. He also provided cost analysis, communication strategies and plans and presentations to multi-levels of management. Projects included rationalization of processes, procedures, service catalogue and service level reviews, SLAs and OLAs and move multiple groups and equipments to single buildings within the NCR. Mandate #6 – Operations and ITSM Improvement Jun 1998 Deputy Director of IT / Continuous improvement Officer [Military] Jun 2001 Service des Transmissions / G6, 5th Area Support Group (ASG), Montreal, Quebec (QC) Mr. Tremblay was assisting the Information Technology Director in the management of activities necessary to ensure the efficient and effective operation of the three IT departments. He coordinated the daily IT operations of 3 Army Bases and the administration of service areas on a day-to-day basis. He developed and documented the IM policies and procedures, evaluated IT network risks to ensure consistent and secure infrastructure management, in accordance to Federal Government Standards/Policies and BS-7799 on security. He assessed the processes already in place, gathered and defined requirements, analyzed data, built business cases, identified and recommended to the management the critical ITSM process/procedure, CSFs and KPIs, and tool areas (SD, IM, SR, CM, ChgM, RM, SLM, CapM, ITSCM, and Security Mgmt) for continuous improvement based on adherence to the ITIL® best practices (at the governance and management level, process, organizational structure changes, resources utilization, accountabilities, IM/IT systems and costs efficiency), then coordinated the implementations. He led the implementation of the new Area ITSM Service Desk tool (Support Magic – BMC) from design planning to implementation.
  16. 16. <ul><li>He designed and implemented methodologies, guidelines and standards designed to ensure cost efficient and effective data processing operations and continuous improvement, re-modeled processes as required and management of all IT assets (Configuration Items). Another primary function beyond the normal command and control was for providing quality control and acting as a team facilitator for major initiatives. He identified trends and events potentially affecting the organization and developing the possible improvement and communication scenarios. He acted as Director of IT in his absence or as delegated. The scope and complexity of duties required the exercise of considerable independent judgement. The IT personnel were involved in standard daily IT operations of the two Secure Communication Centres (operating at Top Secret level) and the WAN connecting the 3 Army Bases and 50+ satellite sites and included also the Telecommunication operations. Mr. Tremblay supervised 175 employees (military and civilian) in three locations (supporting 12,000 users). </li></ul><ul><li>Other functions included but are not limited to the following: </li></ul><ul><ul><li>Coordinated the writing of the IT Business Plans of the Land Force QC Area (LFQA) and 5th Area Support Group (ASG). </li></ul></ul><ul><ul><li>Wrote the LFQA IT QC Area Orders and the 5th ASG IT Administrative Orders and Directives. </li></ul></ul><ul><ul><li>Did the financial planning and managed the 5th ASG $10M annual IT budget. </li></ul></ul><ul><ul><li>Built the ABC/ABM model for this IT department for ensuring proper IM/IT performance management. </li></ul></ul><ul><ul><li>Built the IT quality audit tool for the department. </li></ul></ul><ul><ul><li>Assured continuous IT process improvement and co-ordinated the implementation of the Area IT entitlement service model based upon ITIL® methodology and providing better accountability and performance measurements through defined and agreed service levels. </li></ul></ul><ul><ul><li>Being an Executive Project Director for many major LFQA IT projects ensuring all PM steps were met, risks were managed and quality criteria were met. </li></ul></ul><ul><ul><li>Participated in Working Groups as Subject Matter Expert for Canada wide IT projects (Asset & SD). </li></ul></ul><ul><ul><li>Made presentations to multi-levels of management, prepared training and coaching sessions and provided the sessions on multiple IT and management subjects (security, risk management, business planning, financial planning, etc). </li></ul></ul><ul><li>Mandate #5 – Operations and ITSM Improvements </li></ul><ul><li>May 1997 IT Service Manager [Military] </li></ul><ul><li>Jun 1998 Service des Transmissions / G6, 5th Area Support Group (ASG), Montreal, QC </li></ul><ul><li>Mr. Tremblay directed the activities of the IT technical staff. The work was performed with considerable independent judgement, discretion, and initiative to ensure development co-ordination, accountability, productivity improvement, security (controlled risks), governance model, IM/IT performance measurements and quality control. He supervised 75 employees (military and civilian) in order to ensure the standard flows of daily IT operations of the Montreal Base MAN and the Telecommunication network composed of several PABXs. He managed the operation of the secure communication centre (operating at Top Secret level) for the army in the province of Quebec. He provided strategic, financial, risk, organizational, communication and asset planning and managed a $2,5M annual budget. He identified and recommended all networks, organizational structure, IM/IT systems or ITSM process/procedure improvements offering better adherence to ITIL® best practices (for Incident, Service Request, Problem, Configuration, Change, Release, Capacity, Security and Service Level Management processes) to management and initiated/controlled projects to achieve sets objectives while meeting strict quality standards. He identified and implemented the proper CSFs and KPIs for these processes to ensure process efficiency and effectiveness and provide a basis for continuous improvement activities. </li></ul>
  17. 17. He contracted all Telecommunication requirements of Montreal and St-Jean-sur-Richelieu regions, 50+ sites (6,000 users). He made presentations to multi-levels of management, prepared training and coaching sessions and provided the sessions on multiple IT and management subjects. He was an ITIL® Expert Advisor and Executive Project Manager on concurrent IT projects that included technology insertion, SW application upgrade, Asset Management process & tool, and fielding of new IT infrastructure for multiple sites providing analysis of data, business cases, validation and recommendations. Mandate #4 – Operations, Project and Process Assessment and Improvements May 1996 IT and Telecommunication Manager [Military] May 1997 715e Communication Squadron, St-Hubert, QC Mr. Tremblay managed all Telecommunication operations regarding the St-Hubert, St-Jean-sur-Richelieu and Longue-Pointe Bases. He controlled the Telecom projects affecting multi sites and ensured high quality results. Assign to a major Process Reengineering project on Incident, Service Request, Problem, Configuration, Change, Release, capacity, Security and Service Level Management processes, he gathered information from stakeholders and multiple other sources to develop a Service Management vision, strategy, roadmap, governance and framework, aligned with the organization culture and particularities and identified and implemented the proper CSFs and KPIs to ensure process efficiency and effectiveness and provide the basis for continuous improvement activities. Other responsibilities included, scheduling personnel workloads, section co-ordination, finance planning, business cases, communication management, organizational change management, asset management, improvement monitoring and measuring, contractor and contract management, implementing policies to ensure optimal security of systems (risk management), writing reports on personnel and operations as well as acting as Contracting Officer. He supervised 45 employees (military and civilian). He also made multiple presentations to multi-levels of management, prepared training and coaching sessions and provided the sessions on multiple IT and management subjects. Mandate #3 – IT Operations Lead May 1995 IT Maintenance Officer and Project Manager [Military] May 1996 715e Communication Squadron, St-Hubert, QC Mr. Tremblay ensured the proper Maintenance of all IT equipment (secure and non- secure) and IT systems (full asset life cycle) in operation at the St-Hubert, St-Jean-sur-Richelieu and Longue-Pointe Bases. He managed different IT projects affecting multiples sites and applying planning, communication, organizational change, scheduling, costing abilities to fulfill the mandates. Other of his responsibilities included, scheduling the workload of 25 military and civilian employees, contract management, financial planning, business case preparation and project management. He also made multiple presentations to multi-levels of management, prepared training and coaching sessions and provided the sessions on multiple IT and management subjects. Mandate #2 – Technical Work May 1988 Electronic and Computer Technician [Military] May 1991 Base Telecommunication section, St-Hubert, QC Mr. Tremblay maintained all tactical radio equipment (VHF, UHF), non-tactical radio equipment (VHF, UHF) base and mobile, audio-visual equipment, computer equipment, telecom equipment and cabling. He supervised and provided training to one person (military).
  18. 18. <ul><li>Mandate #1 – Technical Work </li></ul><ul><li>May 1985 Electronic Radio Technician [Military] </li></ul><ul><li>May1988 Headquarter and Signal Squadron, Valcartier, QC </li></ul><ul><li>Mr. Tremblay maintained all tactical radio equipment (VHF, UHF), non-tactical radio equipment (VHF, UHF) base and mobile, audio-visual equipment and cabling. </li></ul><ul><li>Memberships: </li></ul><ul><li>Mr. Tremblay is member of the Share Holders of an Art & Entertainment company which will soon launch </li></ul><ul><li>He is an active member of the ITIL® Book writing review consortium, from the OGC (Office of Government Commerce) of the UK Government. He has provided comments, contributions and Quality Assurance/Control on seven ITSMITIL®PM books. </li></ul><ul><li>He is a member of: </li></ul><ul><ul><li>The Project Management Institute. </li></ul></ul><ul><ul><li>The Information Technology Service Management Forum (itSMF) of Canada. </li></ul></ul><ul><ul><li>The Information Systems Audit and Control (ISACA) association. </li></ul></ul><ul><ul><li>The Canadian National Committee on the International Organization for Standardization (CNC/ISO); an advisory committee of the SCC which provides policy advice on matters pertaining to ISO and has oversight responsibility for all CACs. As a Working Group Expert of the Canadian Delegation, he provides advices and content on Information technologies standards and most specifically for the WG 25 responsible for writing of ISO/IEC 20000 (ITSM), he provides support to the ISO/IEC 27000 (security) standards and he is also an active member on the ISO/IEC 15540-8 (Process Assessment Model). He was appointed as author for a new ISO/IEC 20000 part that will be added to the standards. </li></ul></ul><ul><li>Education: </li></ul><ul><li>2011 Tudor’s IT Process Assessment (TIPA) Lead Assessor </li></ul><ul><li>2011 Accredited Trainer (EXIN) for ITIL V3 courses </li></ul><ul><li>2010 ISO/IEC 27002 Advanced, EXIN </li></ul><ul><li>2010 COBIT® Foundation, ISACA </li></ul><ul><li>2010 ISO/IEC 20000 Consultant/Manager, EXIN </li></ul><ul><li>2008 ITIL® Expert (version 3), Fox I.T., UK </li></ul><ul><li>2008 Certification in the Governance of Enterprise IT™ (CGEIT™), ISACA USA </li></ul><ul><li>2003 Project Management Professional (PMP) certification, PMI USA; obtained in 2003 and valid until 2013 </li></ul><ul><li>2002 Master’s Certificate in IT Project Management, The George Washington University </li></ul><ul><li>2000 ITIL® Service Manager (Master) Certificate in ITSM, Pink elephant, ON </li></ul><ul><li>1999 ITIL® Foundation Certificate in ITSM, Pink elephant, ON </li></ul><ul><li>1991-1995 University Bachelor degree in General Science (Computer Sciences & Artificial Intelligence), (University) Collège Militaire Royal (CMR) St-Jean, QC </li></ul><ul><ul><li>Analogue electronic College attestation, Ahuntsic College, Montreal, QC </li></ul></ul><ul><ul><li>Numerical electronic College attestation, Ahuntsic College, Montreal, QC </li></ul></ul><ul><li>Electronic technologist diploma, Canadian Forces Technical School St-Jean, QC </li></ul>
  19. 19. Professional Development: June 2011 Tudor IT Process Assessment, ITpreneurs February 2010 ISO/IEC 27002 Information Security Advanced, S3i conseil & Excelsa Technologies February 2010 ISO/IEC 27002 Information Security Foundation, S3i conseil & Excelsa Technologies February 2010 ITIL® Release, Control and Validation (RC&V) v3, Fox IT February 2010 ITIL® Operational Support and Analysis (OS&A) v3, Fox IT February 2010 ITIL® Offerings and Agreements (O&A) v3, Fox IT February 2010 COBIT® Foundation, ISACA January 2010 ISO/IEC 20000 Consultant/Manager, S3i conseil & Excelsa Technologies January 2010 ISO/IEC 20000 Manage and Improve ITSM, S3i conseil & Excelsa Technologies January 2010 ISO/IEC 20000 Foundation Bridge, S3i conseil & Excelsa Technologies November 2008 ITIL® Service Manager v2-v3 bridge, Fox I.T. May 2008 ITIL® Train the Trainer course for ITIL® Foundation V2 & V3, ITPreneurs June 2007 ITIL® Version 3 Workshop, Pink Elephant February 2007 ITIL® Clustered Practitioner Instructor course (Support and Restore), ITPreneurs February 2007 ITIL® Clustered Practitioner Instructor course (Control and Release), ITPreneurs October 2005 Axios assyst System Administrator, Axios Systems December 2004 Introduction to System and Network Security, Learning Tree International November 2004 Advanced Workshop for technical writers, Word Task Information Strategies April 2004 Advanced Management course, School of Aerospace Studies, Winnipeg March 2004 Software Engineering Management, Computer Sciences Corporation February 2004 Advanced Project Management, Learning Tree November 2003 Legal Requirements of Contracting, DND in house October 2003 Financial and Contracting for Capital Projects, DND in house July 2003 CMM, SELF-TAUGHT June 2003 Middle Management and Leadership, Collège Militaire Royal (CMR) December 2002 Managing SW Quality, CDI December 2002 Project Management Application, CDI November 2002 Systems Integration, CDI September 2002 Scheduling and Cost Control, CDI August 2002 Risk Management, CDI May 2002 Managing Information Technology Projects, CDI April 2002 Project Leadership, Management and Communication, CDI February 2002 Magic Total Service Desk version 7.2, Administrator, Sceptre September 2001 Windows 2000 Pro, Administrator, DND In-house training March 2001 TCP/IP-DNS-WINS-DHCP, Versalys March 2001 Windows NT-4.0/Win2000, Versalys February 2001 COBIT® Framework, SELF-TAUGHT February 2001 ITIL® Problem Management Practitioner, Pink Elephant January 2001 Networking Essentials, Versalys October 2000 ITIL® Service Desk and Incident Management Practitioner, Pink Elephant March 2000 ITIL® Manager’s Certificate in IT-Service Management (Master), Pink Elephant July 1999 ITIL® Foundation Certificate in IT-Service Management, Pink Elephant May 1999 Performance measurement, CF School of Management May 1999 IT performance measurement, CF School of Management May 1999 Business case analysis, CF School of Management
  20. 20. November 1998 LAN evolved architectures, Montreal Computer Research Centre October 1998 Network management strategy, Montreal Computer Research Centre September 1998 Network introduction, Montreal Computer Research Centre June 1998 Business planning, CF School of Management March 1998 Impact of change, Edouard MontPetit College March 1998 Activity-based costing/management, CF School of Management September 1997 Process improvement techniques, Advance Technology Institute August 1996 Microsoft Project, Collège LaSalle-Industries March 1996 IT project management, Advance Technology Institute Acquired software knowledge: Microsoft Office suite 2000 & 2003, MS Outlook, MS Project 2003, Visio 2003, MS SharePoint, MS SQL, Lotus Notes SW, Crystal reports, Magic TSD, Remedy (SD and Atrium), Peregrine / HP Service Desk, Axios Assyst, Assyst Discovery, SMS, HP Openview, Insight Manager, Aperture, iGrafx, RDIMS and more. Programming languages (ADA, C++, Pascal, CLIPS, DBase), GroupWise. Acquired technologies, standards and methodologies knowledge: TCP/IP, UDP, SMTP, S-HTTP, SSH, SSL, TLS, WEP, PKI, DES, AES, RC4, RSA, PGP, T1, ATM, X.25, switched Ethernet standards, BS 15000, BS 7799, ISO/IEC 20000, ISO/IEC 17799, ISO/IEC 27001/27002, Information Technology Infrastructure Library (ITIL®), Control Objectives for Information and related Technology (COBIT®) v4.1, Capability Maturity Model Integrated (CMMI), Six Sigma, DMAIC, Business Process Modeling Notation (BPMN), Enhanced Management Framework (EMF) – Project Management and approval Policy – Business Transformation Enablement Program (BTEP), Management of Information Technology Security (MITS), and Integrated Risk Management Framework (TBS), Service-Oriented Architecture strategy of the GOC, ITS Directives (ITSD – CSE), and more. Operating systems: UNIX, Windows NT 4.0, Windows 2000 Pro, Windows XP, Windows Vista.

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