ROBIN HORNBY PMP PROFILE

Transcription

1 ROBIN HORNBY PMP PROFILE Robin Hornby is an expert in information systems delivery and project management. His career extends over 35 years as delivery manager, risk manager, educator, quality manager, project manager, senior consultant, planner, systems engineer and trouble-shooter. His practical experience in project and general management is coupled with an aptitude for process development, coaching and teaching. He has an extensive background in development of project and quality methodologies, project office set up, university lecturing, seminars and workshops. He has published two books: Ten Commandments of Project Management and Projects for Profit. Robin has international experience in Canada, the US, UK, Europe, Hong Kong, Australia and New Zealand, and is familiar with all aspects of software development processes, project contracting and execution, outsourcing, and management of technical staff. Robin Hornby Page 1 EXPERIENCE SUMMARY Robin is founder and Director of Tempest Management Inc., providing training, delivery and project management services. His current focus is sharing his experience by university lecturing as part of a PMBOK Certificate Program. He also consults with private clients on a part-time basis, and enjoys mentoring, coaching, and reviewing project managers. He has also invested in his own series of advanced seminars based on his book, Ten Commandments of Project Management, and has recently completed his second book, Projects for Profit. Recent consulting assignments have included a number of executive project management roles, delivery management and project office management roles. His interest in education and teaching methods led to a recent engagement to recommend optimum training delivery methods, and resulted in the production of a series of project management training videos for the Canadian subsidiary of a large software vendor. Prior to that, he worked for several years with another software vendor as a consultant to establish an in-house PMO and to deliver a complete methodology for software services delivery in a commercial setting. Highlights from the ten years prior, as a consultant, include set up and management of IT project offices for a Calgary pipeline company, also for a large agri-buiness, and the Canadian subsidiary of a large software and services company. He completed rescue project management for a large data conversion project on behalf of a major Ontario utility, design and implementation of a risk management system for the international division of a major US software company, development and delivery of a series of project management seminars for senior IT staff with a major oil and gas company; process re-engineering and training for management, sales and engineering staff of the European subsidiary of a major US software company; contract and delivery management for

2 the Canadian services division of a software company; and ongoing instructional and curriculum development assignments for the PM Certificate program at a local Calgary university and several of their corporate clients. Robin has presented at conferences, including PMI International Symposia in the US and Europe, ARMA, ProjectWorld, a number of regional PMI section events, as well as corporate PM events in the Calgary/Edmonton marketplace. He has also addressed students at the University of Calgary and the University of Athabasca. Prior to the establishment of Tempest Management in 1997, Robin was National Delivery Manager for Intergraph Canada with responsibility for project success in all Intergraph business units across Canada. This required review and approval of proposals, bid commitment, contract review, contract and subcontract management, project initiation and oversight and ongoing risk assessment, project evaluation and close-out. A major responsibility during this period was oversight of the multi-million dollar, three-year GIS data backfile conversion project for an Ontario value-added data provider. He designed and implemented Intergraph s delivery management processes, project accounting infrastructure, and a project office. His leadership skills contributed to on-time, on-budget project delivery throughout the company. During the period 1990 to 1995, Robin was with the Calgary office of DMR Group Inc. He was a member of the management team for DMR Western Region, with responsibility for systems delivery and project profitability. This required review and approval of development, consulting, outsourcing, and systems integration proposals, as well as bid commitment and formal review of all projects during start up, execution and completion. Robin s client assignments included project reviews, project management, quality assurance, project management coaching and training, standards development, project office development, and outsourcing systems assurance primarily for clients in Calgary and Edmonton. Robin was also active on internal DMR committees where he helped develop a guide to project management competencies, and contributed to methodologies for estimating, risk, and quality management, as well as DMR s ISO9000 registration initiative. Robin came to Calgary in 1990 after completing a three-year assignment with DMR in Australia. He worked as a project manager for DMR Canberra on government projects including the implementation of a project office to oversee a multi-million dollar computer modernization program. He helped establish the Canberra office and also assisted the management team of DMR Australia in assimilating an acquisition of about 100 consultant staff into DMR. At the end of his Canberra assignment, Robin was asked to transfer to DMR Perth to implement a knowledge transfer program within a new banking IT outsource, and to assist with the sale and subsequent management of a public utility IT outsource. Robin was with DMR in Edmonton from 1979 to 1987, initially in the role of project manager for the development of a major government tax program, and subsequently as project manager for other DMR contracts, primarily working in the provincial government. Robin s role in local DMR management assumed progressively more responsibility, providing sales support for systems development proposals, developing approach and estimates, and participating in business strategy development with the managing partner and account executives. When DMR was first expanding overseas from Canada, Robin accepted a six-month project management assignment in Melbourne, Australia, where he assembled a team of DMR consultants to successfully implement an on-line health insurance system. Robin immigrated to Canada to join Alberta Government Telephones (AGT) in As a planner within the IS Operations Group, he helped determine future systems needs, prepared justifications for new equipment, solicited proposals from IT vendors, and evaluated new technology. Robin Hornby Page 2

3 Robin s career began with IBM United Kingdom in 1969, where he accumulated experience in simulation, circuit analysis, graphics, bill of material processing and requirements planning, production accounting and inventory applications. He specialized for a period in systems engineering for IBM s first entry into the European electronic PABX market. Robin rose to Senior Systems Engineer prior to his emigration to Canada in ACHIEVEMENTS Tempest Management Inc - Director Present For a consulting company, assigned as Delivery Manager for outsourcing of IT departments of a major gas pipeline company and an agri-business. Provided culture change and outsource transition and project office setup and management. Major goal of the project office was to oversee project execution through periodic review process, consolidate and report a Traffic Light Report to Executive, and to implement/support formalized project methodologies and estimating processes. As a result, projects were delivered on time and on budget; PM skill and capability was enhanced through coaching, seminars and workshops; and contract management processes streamlined. Robin s staff for these assignments ranged from an administrative assistant to an understudy project manager, a training assistant, and a project management technology analyst to help implement enterprise project management systems. During this period, Robin also worked closely on business related budgetary and project initiation issues in conjunction with the client s Value Management Office and governance body. Representing a services company, assigned as vendor project manager for a Facilities Management project for major gas pipeline company. For a consulting company, planned and managed a Government e-business application for registration of land titles. For a consulting company, presented training on Project Estimating and Scheduling. As Project Support Office instructor for a major Calgary oil and gas company. Robin developed the material for a complete suite of training including Introduction, Initiation, Planning and Control based on the PMI PMBOK. He then undertook periodic project reviews with the primary goal of coaching project managers in the use of best practice and project management soft skills. Robin was assigned as acting Professional Services Director for a software and services company, pending completion of an extensive organizational evaluation and re-alignment process. One result of this was to establish a centralized project office with the prime goal of business improvement and consistency of practice. Robin was assigned the responsibility of setting up the project office, developing the procedures and templates, overseeing the work of a project office administrator, designing and then completing project reviews for initiation, quality, PM process, risk, and completion (lessons learned). Provided Delivery Management services to a major software company, to maintain project profitability, continued process improvement, and PM skill enhancement. This required significant investment in the development and implementation of a project risk management system. Robin based this on PMBOK best practices but was responsible for a number of significant innovations, specifically the practical use of statistical methods to link estimates and contingency to risk. Robin operated this system for a number of years in the role of risk manager. Robin Hornby Page 3

4 Wrote and self-published Ten Commandments of Project Management. Using the analogy of the Ten Commandments, Robin distilled successful management behaviours into ten nuggets of advice, illustrated by real project situations. Although focusing on behavioural issues, the book references current best practices, and contains useful extensions to many effective techniques. Seminar Presentations to Corporate and Professional Association Clients. Robin has developed a series of 3 half-day seminars based on his book, Ten Commandments of Project Management. These have been successfully presented at internal corporate sessions, public sessions, PMI conferences, and other similar events. Accomplished PMBOK Instructor. As a lead instructor affiliated with Mount Royal University Faculty of Continuing Education, Robin has established a reputation as knowledgeable and engaging instructor for all modules of the Project Management Certificate Program, including public and custom corporate programs. Robin also contributes to curriculum development and teaches on-line. Executive Project Management role on behalf of SW/Services Vendor. Initiation phase of large integrated 911 and transfer management system for a provincial government EMS. Implementation and testing phases for GIS and Work Force Management system for an Alberta utility. Initiation phase of a large GIS replacement project for Ontario utility. Rescue of GIS Data Conversion Project for an Ontario Utility. Robin assessed the technical, quality, and project management procedures and results achieved, and made recommendations to bring the project back on track. He was then asked to implement these recommendations, replan the project and provide executive project management oversight. Development of a Practical Risk Management System and Knowledge Transfer to Systems Engineers and Managers in Overseas Division of Software Company. Robin was asked to productize his procedures for bid risk assessment, estimating, risk mitigation, project initiation and ongoing status and risk management for international rollout. Included in this product was a one-day sales/engineering training course that Robin delivered in six different overseas locations. Analysis and Training for Software Startup Company. A small London UK clinical trials software company asked Robin to assess their commercial and project management practice, and deliver a tailored Success in the Services Business training course to the entire firm. Project Management Skills Enhancement and Conference Organizer for Software Company. Robin coordinated a year-long program to upgrade PM skills. This included development and administration of a competency assessment instrument, contracting of an online PM Training provider, and organization of a mid-course 2-day conference for 20 participants. Implemented an integrated service delivery strategy, the Delivery Management Lifecycle, into the US and European organizations of a major software and services company. This required process analysis and re-engineering, system specification, procedure development, training, and organization culture change. Robin had previously presented seminars on Delivery and Risk Management, and training sessions on Project Leadership. For a services company, Robin developed a complete methodology for bidding, initiating, executing, and completing commercial projects. This effort incorporated policy, procedures, templates, responsibility charts, and deployment diagrams, as well as series of training initiatives to be handed over and successfully operated by a new in-house PMO. For the Calgary Public Library, Robin developed a small project methodology and techniques guide, and a series of training courses to implement the project management approach with local library staff on their internal projects. The emphasis was on Project Definition and Project Planning. Robin Hornby Page 4

5 Robin s most recent achievement is the completion and self-publishing of his second book Projects for Profit. The book is in two parts. Part 1 covers the concept of a business lifecycle for projects; how to build a functional services organization, using risk management as a central process, practical ways to realistically estimate commercial project work, confronting the complexities of quality, and understanding the language and requirements of finance. Part 2 documents a full methodology appropriate for the larger services firm with the need to bid and manage a relatively high percentage of large projects. The chapters describe each of the identified five phases of the business lifecycle. Intergraph Canada Ltd. - National Delivery Manager 1995 to 1997 Return to profitability for $5M services business. Developed project management into business-focused services. Eliminated project over-run situations. Selection, justification, and implementation of consistent project accounting and time reporting software across the company. Development of resource utilization and capacity metrics, oversight of process and automation, coordination of monthly resource assessment and planning meetings. Management support for critical sales and project situations. Provided project management training to all Canadian business units to achieve culture change. Development and implementation of internal processes for risk management and management control of proposal submissions and projects. DMR Group Inc. (Calgary) - Director of Delivery Management 1990 to 1995 Profitable delivery of $9M regional project portfolio. Implementation of regional delivery processes, overseeing of project managers, liaison between projects and Finance. Partner in the management team for resources, sales, professional practice, and delivery. Development and presentation of Quality Management seminars. Sustained management commitment to quality initiatives and provided mentoring. Authored Quality Management Guidelines. High billable utilization on client projects. Project manager of gas supply modeling upgrade project. Project manager of gas pipeline operations management system. Project manager of financial systems selection and implementation for a greenfields pulp mill Developed package implementation methods for local oil and gas company, then provided training. Developed project office guidelines for local oil and gas company, and provided project office services. Project reviews for pipeline company, agricultural cooperative, and oil and gas companies. Implementation of the delivery management function at a major outsource account for DMR Ottawa. Robin Hornby Page 5

6 DMR Group Australia Pty Ltd. - Principal Project Manager 1987 to 1990 Successful project delivery of a portfolio investment management system for a superannuation fund. Established project office for major Federal tax systems modernization project including multiple systems and applications conversion projects across all states. Transition of new outsource accounts and development of knowledge transfer material. Mentored and trained new staff in all aspects of project management. DMR and Associates Ltd. (Edmonton) Principal Project Manager 1979 to 1987 As Project Manager, achieved smooth start-up of $5M system for provincial tax initiative. Successful project manager on many other projects including systems development projects, system upgrades and conversions, technology consulting, strategic planning, and requirements analysis and design. Delivered client seminars on Project Auditing, Structured Systems Analysis, and Project Planning. As Project Manager on six-month assignment to Australia, achieved recovery of $1M health insurance project. As Systems Development Manager, established DMR Edmonton marketplace reputation. Other Key Achievements 1967 to 1977 At AGT (now Telus) as a Business Systems Planner, determined requirements, prepared requests for proposal, and evaluated IT systems. A major project during this period justified and implemented a leading edge IBM 3800 printing system to achieve major savings. At IBM as a Senior Systems Engineer, installed first IBM 3750 PABX in the UK. Received SE Performance Awards twice, and IBM s European Systems Research Institute award. At Queens University as a Researcher, awarded the RAeS Hafner Award for VTOL research. GENERAL INFORMATION ---- EDUCATION ---- Master of Science (Applied Science) Queens University Belfast, Northern Ireland 1968 Bachelor of Science (Aeronautical Engineering) Queens University Belfast, Northern Ireland MEMBERSHIPS ---- Member of Project Management Institute (PMI) Certified as a Project Management Professional (PMP) Member of the Canadian Information Processing Society (CIPS) Holder of the CIPS Information System Professional (ISP) Designation Member of the Australian Computer Society (ACS) Member of the Royal Aeronautical Society (RAeS) Robin Hornby Page 6

7 ---- PROFESSIONAL DEVELOPMENT ---- Seminar Leader, Trainer, Author Co-Chair of the CIPS Calgary Project Management Special Interest Group Board member CIPS Edmonton, PMI SAC, and PMI Quality Group Conference Presenter PMI Calgary 1993 (Quality Management) Conference Presenter PMI Calgary 1996 (Engineering Methods in IT) Conference Presenter PMI Houston 2000 (Enterprise Project Management) Conference Presenter PMI Nashville 2001 (Flexibility in Project Management) Conference Presenter ProjectWorld Ottawa 2001 (Seven Habits of Effective Delivery Organizations) Conference Presenter PMI San Antonio 2002 (PMBOM! A Guide to the Project Management Body of Mistakes) Conference Presenter PMI Den Haag 2003 (Journey to the Ten Commandments of Project Management) Conference Presenter GITA 2003 (Ten Commandments of Project Management) Keynote Presenter Alberta Agriculture PM Community 2006 (Ten Commandments of Project Management) Recipient PMISAC 2005 Project Management Literature Award Nominee PMISAC 2005 Project Management Distinguished Contribution Award Conference Workshop Presenter CIPS Informatics 2006 Conference Seminar Presenter PMI Nova Scotia 2007 Seminar Presenter CIPS PMSIG Calgary 2010 Conference Presenter ProjectWorld Vancouver 2010 (A New Risk Model) Robin Hornby Page 7