SUMMARY PROFESSIONAL EXPERIENCE. IBM Canada, Senior Business Transformation Consultant

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1 Doreen Funk, MA 191 Discovery Ridge Blvd SW, Calgary Cell: E- mail: SUMMARY Senior management consultant with 20 years of experience in applying strategies and implementing solutions for business transformation. Expertise in project management and the PMO as well as significant experience in business analysis, requirements definition, process re- design/improvement, governance, change management, and facilitation. Successful delivery of projects for knowledge and collaboration, portal/web, enterprise content management, HR management, and the PMO. Provided consulting services to domestic and international clients in energy (pipeline, oil and gas), insurance, banking, technology, transportation, health care, and government. Seasoned project manager of complex projects with cross- functional, dispersed teams. Effective liaison between business stakeholders and technical groups. Adept at settings goals and priorities for project advancement, organizing and leading project teams, communicating with all levels of organizations, and taking actions to achieve results- oriented project delivery. Practical application of project governance, change management, communications, and facilitation to support successful project outcomes. Hands- on experience in conducting business analysis, process design and training. PROFESSIONAL EXPERIENCE IBM Canada, Senior Business Transformation Consultant Management Consultant in the Strategy and Transformation practice focused on leading projects and delivering solutions to assist clients through major business transformation initiatives. Projects detailed below. Specialization in: Project Management: methodology, PMO practices, scheduling, resource and budget planning, risk and issue management, financial and status reporting Process Improvement: business process design and methods Business Analysis: requirements gathering, analysis, findings Enbridge Pipelines, Pipelink Program, Planning & Scheduling Project, Business Analyst, Jan Jul 2012 and Nov 2012 Jul 2013 Conducted analysis and elaboration of pipeline planning, scheduling and management requirements through facilitated workshops and one- on- one sessions with subject matter experts, and presented to Enbridge management. Liaised between the business and technical teams to ensure the user interface team and system analysts appropriately translated the business requirements into wireframes and system design for the new pipeline planning and scheduling system. Devon Energy, Document Management and Control Phase 1, Project Manager, Aug Nov 2012 Managed an IBM team to conduct requirements validation, fit- gap analysis and preliminary solution design for an electronic engineering document management and control solution. Provided leadership in an environment of high fluidity. Enbridge Pipelines, Data Quality Assessment Project, Project Manager, Aug Dec 2011 Managed an IBM team to conduct an assessment of the health of data maintained in Enbridge systems, develop a data remediation plan and provide guidance on data health methodology and data governance. Insurance Corporation of British Columbia, Transformation Program, Project Manager Planning, Jan Apr 2011 A multi- year Transformation Program undertaken to transform ICBC s business processes and supporting technology. In the Planning Phase managed the development of key deliverables to identify the ask to execute Release 1 of the Claims Portfolio:

2 Resources Plans to identify ICBC, IBM and vendor requirements, Project Schedules comprised of individual plans for each of the multiple work streams and a high- level integrated implementation plan, which identified dependencies and milestones between the 16 work streams and with other ICBC Portfolios, Budgetary Estimate to deliver Release 1. Bank of Canada, Analytic Environment Program, Data Management Stream, Project Manager, Oct 2009 Nov 2010 Managed a $4M budget and diverse 10- person team of architecture, development, business analysis, testing, and training resources to deliver a data warehouse- enabled application that integrated information from a variety of external data providers and the use of Cognos BI reports. Bank of Canada, Analytic Environment Program Project Management Office, Project Manager, Feb Sep 2009 Managed a 5- person PMO team and provided portfolio management for a 60- person program team distributed across 5 project streams. Led the PMO in the organization of the program financials and support management of the program budget; resource planning and management across the program; development and roll out project monitoring and control processes, including change request, issue and risk management, resource management, document approval, and project close- out; and provision of guidance and support to the program for reporting, audit compliance and communications. Provided project management fundamentals and expertise, leveraging IBM standards and practices, to achieve the key objectives: bring structure and rigour to the operation of the PMO, organize the program budget, and provide project management processes and controls to support the program. One of the key successes was the assessment and organization of the program financials to present a detailed picture of the program budget, which formed the basis of an additional multi- million dollar funding request. Treasury Board Secretariat, Canada Public Service Agency, Common HR Business Process Initiative, Project Manager, Nov 2007 Dec 2008 Managed an integrated IBM- client team of business process, data and system analysts to design a common set of integrated (end- to- end) HR business processes for the Government of Canada, including identification of interfaces with other functional areas (Finance, Materiel Management, PWGCS Pay, Pension). Nearly 500 business processes, sub- processes and tasks across 7 key HR process areas were designed and over 300 participants representing 40 departments and agencies were engaged in design workshops and review sessions. Applied IBM process mapping methodology, leveraged APQC, Process Classification Framework and best practices. Canadian Medical Protective Agency, Evaluation of Web Alternatives, Portal Strategy Analyst, Aug 2007 To assist the client in identifying and evaluating options for the consolidation of its sites into a single web presence conducted interviews and facilitated group discussions to gather information on the business requirements and technical environment (current architecture), including processes, activities (current and planned), issues, opportunities, and future considerations, as input to the formulation of a strategy. Delivered an evaluation, which took into account a number of criteria and provided findings on options evaluated, short and long term recommendations, an implementation roadmap, and high level costing. Cognos, Community of Practice, Collaboration Advisor, Jun Jul 2007 Supported the client team during the start up phase of a customer facing online community of practice (CoP). Developed a project plan and provided strategic advice on the business activities to plan and prepare for the launch of this community. Service Canada, Web Channel Office Organizational Re- design, Business Transformation Analyst, May Jul 2007 Assisted Service Canada in the design and planning of an online channel organization. As part of a broader HR transition plan contributed strategic advice and insight on organization design, resourcing and building a robust organization, equipped with the 2

3 right skills to manage the on- going development, evolution and operation of the online channel. Led a client team in the identification of business requirements and the subsequent design of new processes to support proposed new roles in the organization. Developed a milestone plan and project plan for the implementation of the first phase of the new organization and preparation for phase two and beyond. Department of National Defence, HR Reporting, Business Analyst, Nov 2006 Apr 2007 Working within a complex multi- party environment, across branches of DND, gathered HR reporting requirements in support of a new data model and data warehouse solution to deliver data from disparate HRM systems. Developed the scope statement, conducted analysis and facilitated workshops to validate the requirements. Service Canada, Internet Re- design Project, Project Manager, Mar Oct 2006 Managed the development of the new Service Canada Internet site with a project team of 15+ business and technical resources from three branches and provided project management services following the IBM WWPMM. This was a complex project due, in part, to Service Canada s many internal partners and external customers. Worked with the Internet Channel Office to manage relationships, timelines and working agreements between various branches within Service Canada. Canadian Pharmacists Association, e- Therapeutics Project, Project Manager Jul 2005 Mar 2006 Managed an integrated IBM- client team and a $1M+ budget in the multi- phase delivery of an integrated multi- channel service delivery solution (portal and mobile application). Led the project team through 2 full development lifecycles of business requirements, use cases, micro design and development, and user acceptance testing following the IBM portal methodology. Developed and executed a knowledge transfer plan as team members transitioned off the project. Canadian Pharmacists Association, Readiness Strategy, Project Lead and Business Analyst, Mar Jun 2005 Led a team of business analysts in the development of a readiness strategy and multi- phase roadmap to support content syndication and enhanced multi- channel distribution of content. Key processes were identified, evaluated and redesigned. A functional model with corresponding roles and responsibilities was created to reflect the new processes. An implementation plan and estimated budget were also developed. A presentation to senior management led to approval to include Phase I of the roadmap in the next project release, which began July Canadian Pharmacists Association, CMS Evaluation, PoC & Implementation, Project Lead and Business Analyst, Apr 2004 Mar 2005 In support of the multi- channel delivery of content, led an extensive needs analysis and requirements documentation for a content management system. A preferred list was evaluated in- depth against defined requirements. Short- listed vendors were provided with an agenda and script that required demonstration of specific requirements. Facilitated the vendor sessions with stakeholders. Presented the findings and recommendations, including total cost of ownership of vendor finalists to senior management. Acting on the evaluation recommendations, senior management approved the execution of a Proof of Concept of the CMS, which was also successfully delivered. Facilitated sessions with subject matter experts to ensure the business processes were redesigned as required and the business rules were defined in the CMS workflows. Users validated the system functionality through a series of test cases. Key outputs of this phase of the project were a high- level release plan and project plan for Release 1 implementation, which included resource and budget information. Further managed a team of IBM resources, client staff and a third- party CMS vendor through the Release 1 implementation of the CMS. Key workflows developed in the PoC were further developed based on testing results and additional workflows were 3

4 defined and built. Also developed a content management governance structure. The CMS was successfully implemented on schedule. Foreign Affairs and International Trade, International Business Opportunities Centre, Organizational Assessment and Redesign, Project Manager and Business Analyst, Dec 2003 Mar 2004 Led an assessment and redesign of IBOC s service delivery model to a sector- based delivery organization. The engagement involved numerous stakeholder interviews with staff, management and other Divisions. Facilitated a stakeholder workshop to validate the findings on the current work practices and processes and solicit input on the organizational redesign. The analysis resulted in the design of a new organizational model with options, which included recommendations on the team structure, redesigned business processes, work design and reclassification, transition planning, and implementation. Feedback was solicited from stakeholders on the proposed redesigned service delivery model. Presented the report to the Director General and IBOC senior management who fully supported the recommendations and have since implemented the proposed service delivery model. Canada Revenue Agency, Compensation Services Delivery Renewal Project, Project Manager, Oct Nov 2003 Managed the development of a portal prototype for a planned agency- wide road show. The portal prototype was created to introduce the portal concept as well as employee and manager self- service and create a picture of the new working environment. Directed the activities of the development team and worked closely with the client throughout the process to facilitate the identification of key HR processes to showcase (scenarios) and prioritization of content requirements. The prototype was delivered within an aggressive timeframe. Human Resources Development Canada, Multi- Channel Service Delivery Project, Portal Advisor, May Jul 2003 Provided expertise on the range of content and services that a portal could deliver in the context of HR service delivery. Drafted a governance framework for an employee portal that would deliver HR and other services. As follow on worked with client staff to define content and services and HR process to be incorporated into a portal prototype to demonstrate the art of the possible for integration of employee tools and services into a role- specific online workplace. PricewaterhouseCoopers (PwC Consulting), Senior Management Consultant Management Consultant in the Knowledge and Collaboration practice focused on leading projects and delivering solutions to build knowledge capacity, enhance productivity and improve multi- channel service delivery. Projects detailed below. Workplace Safety and Insurance Board, e- Learning Project, Project Manager and Business Analyst, Oct 2001 Feb 2002 Delivered an assessment, including findings and recommendations, of learning management systems as part of a business case for e- Learning. Managed a client team in the assessment of LMS vendors to support the WSIB learning requirements. Led the requirements gathering and the review of current business processes. After an in- depth LMS evaluation was conducted, short- listed vendors were provided with an agenda and script that required demonstration of specific requirements. Facilitated the vendor sessions with stakeholders. Developed a scoring framework against which stakeholders evaluated the vendor solutions. The WSIB acted on the recommendations to run a pilot of the e- learning solution. Canada Deposit Insurance Corporation, Portal Strategy and Solutions Evaluation, Portal Advisor, Aug Sep 2001 Worked with the CDIC to develop a vision for a portal and analyzed portal solutions that best supported the realization of this vision. Conducted stakeholder interviews to identify key requirements for the portal and held a forum for stakeholders to discuss organizational requirements and opportunities for the portal. A final report provided recommendations and a strategy to move towards a CDIC portal. 4

5 Agriculture and Agri- Food Canada, Virtual Environment Assessment, Business Analyst, Aug Oct 2001 Assessed various options for a virtual working environment, including collaborative tools, knowledge management and portals. The assessment identified broad business, process, cultural, and IT requirements as well as high level costs and implementation timeframes. Presented to senior management on the findings and recommendations for the virtual environment. Industry Canada, e- Commerce Feasibility Study, Business Analyst, May Sep 2001 Conducted numerous stakeholder interviews to identify requirements for the Government on Line initiative. Guided the mapping and redesign of loan administration processes. Provided strategies on emerging GoL enabling technologies and limitations, including electronic funds transfer and simultaneous electronic data and funds transfer, and developed a roadmap for e- Commerce as part of the final report. RBC Dominion Securities, CMS Evaluation, Project Manager, Sep 2000 Jan 2001 Managed business process and technical resources in the evaluation of Content Management Systems. Key activities included consultations on business requirements, business processes definition, and mapping the client s technical infrastructure. A thorough evaluation was conducted and several CMS were evaluated for fit. Short- listed vendors were provided with an agenda and script that required demonstration of specific requirements. Facilitated the vendor sessions with stakeholders. Presented a report of findings and recommendations, including total cost of ownership of vendor finalists and next steps as well as an implementation plan and budget to the e- Commerce committee. Aer Lingus, Web Site Redesign, Project Manager, May 2000 Mar 2001 With three distributed project sites in Dublin, Washington and Ottawa, managed the web design component and led the development and usability teams in the mapping of the new online booking processes and creation of the user interface of the new web site and the online booking application. Remotely coordinated with the other technical and business teams, and provided status reporting to the client throughout the process. Major Technology Firm, CMS Evaluation, Project Manager and Business Analyst, Jan Mar 2000 Managed a client team of business process and technical resources to conduct an evaluation of content management systems. Key activities included stakeholder consultations to gather requirements, mapping current and future process flows, vendor product evaluations, a gap analysis, assessing buy vs. build options, and development of a roadmap for implementing a CMS. LA- Z- BOY, Web Site Prototype, Project Manager, Dec 1999 Jan 2000 Managed a team in the conceptualization and development of a new web site prototype as part of an e- tail strategy development project. General Motors, Web Site Development, Project Manager, Oct 1999 Jan 2000 Managed a team in the development of a web site, which provided a single source for communications regarding two new e- Business initiatives. Human Resources Development Canada, Learning and Reference Guide CD- ROM, Project Manager, May Oct 1999 Managed the development and creative design teams in the build of a computer- based, interactive learning and reference guide about the Canada Education Savings Grant Program. The CD- ROM was distributed to Program staff and financial advisors. This tool enabled financial advisors to deliver dynamic, consistent and accurate information about the CESG Program to their clients. Public Works and Government Services Canada, Intranet Site Implementation Strategy, Internet Advisor, May Jul 1999 Developed an implementation strategy for the creation of an Intranet site. Conducted key stakeholder consultations to gather information on content, functional and technical requirements and provided best practices in web development and 5

6 implementation. The implementation strategy provided an approach and recommendations for the development of an Intranet site, encompassing a governance framework. Environment Canada, Web Site Evaluation and Internet Strategy, Project Manager and Internet Strategist, Jan Apr 1999 Managed a team to conduct a web site evaluation, benchmarking and best practices exercises for the departmental web site. Facilitated departmental forums and conducted senior management interviews to further understand the target audience s requirements. Co- facilitated a visioning session with internal stakeholders, the outcome of which was the development of a vision statement for the web site. A strategy and recommendations that aligned with the departmental vision were delivered to senior management. StrateArrow Consultants, President/Senior Management Consultant Independent full- service Internet consulting company with offerings in all aspects of the web site life cycle Internet strategy through web implementation. Provided project management, business analysis, strategic planning, web services, training, and user documentation. Clients ranged from federal government departments to private sector companies. Project highlights include: Delivered numerous web development projects. Managed the requirements gathering and analysis, definition of key business processes, development of the information architecture, site design and development, and testing. Major clients included Nortel, Revenue Canada, Agriculture Canada, Foreign Affairs and International Trade, and National Defence. For the Atomic Energy Control Board conducted a feasibility study to determine the most effective means to distribute time sensitive content to the public via a web channel. Analyzed existing distribution methods and conducted key stakeholder consultations. The final report provided a strategy and recommendations for improvements to current business processes and new processes for content distribution in an effective, timely and cost efficient manner. Provided training on Internet and a wide variety of business software packages. Instruction ranged from one- on- one training to groups of 10 students. Master of Arts, Carleton University, 1995 Bachelor of Arts (Honours), Carleton University, 1989 EDUCATION PROFESSIONAL DEVELOPMENT Advanced knowledge in a wide variety of software, including PM tools: Visio, MS Project and IBM Rational Portfolio Manager. Worked with project management methodologies: IBM WWPMM, PMI PMBOK. In addition, have taken training in the following areas: Delivery Excellence for Project Managers Facilitation Skills Managing Projects Advanced Project Management Thinking on Your Feet Business Process Design Foundations of Organizational and Strategic Change LOVEM Line of Visibility Enterprise Modeling Workforce Enablement Experienced to Expert Consulting Train the Trainer AWARDS Numerous IBM Service Excellence Awards for leadership and client delivery PwC Merit Award for outstanding client delivery 6

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