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Groupe CGI
- Consultante en gestion du changement et coaching de gestion
2007 - maintenant
2011 – … ePMO ORGANIZATIONAL DEVELOPMENT CONSULTANT
Products, Sales & Marketing Portfolio Projects
Standard Life Ltee
The ePMO is accountable for implementing cross divisional project and programs. From project prioritization and through the project management life cycle, the ePMO establish process and standards to ensure the desired business benefits. The ePMO strives to create a center of excellence for project management through: disciplined project resourcing and building a team of skilled, experienced project management professionals.
Reporting to the Vice-President Associated, I’m providing project leadership in delivering innovative solution to achieve the ePMO objectives.
• Leading selected projects and oversee performance on a portfolio or other projects;
• Train/mentor/coach/guide projects team members throughout the organization;
• Supporting development of organizational project management capability;
• Supporting demand and resource capacity management throughout the organization
• Supporting organizational change management efforts, related to specific project or otherwise;
• Leading change management efforts for larger projects and supports for smaller initiatives to ensure projects realize their expected impact/outcome.
Mandate 1 New advisor Web Portal
To support the sales efforts, developing a stronger partnership with business partners and increasing the focus digital and to position Standard Life as a thought leader by the New Advisor Portal implementation, my role was:
• Accompanying the digital team members regarding various internal and external communication activities ;
• Developing a roll-out strategy for the new portal for current users as well as potential users; (The objective was to facilitate the cross-selling, increasing the trust and optimize the experience with Standard Life)
• Building the communication plan (internal and external);
• Coordinating activities of the different internal and external groups and third party involved in the project ;
• Promote and presenting the new portal at the National Sales Meeting in Toronto, Montréal and Kelowna.
2007 – 2011 SENIOR CONSULTANT ORGANIZATIONAL DEVELOPMENT
CGI Group Inc.
Senior Consultant
Fédération des Caisses Desjardins
Mandate 1 Transition management (with five projects running simultaneously)
Responsibilities
• Accompanying each project teams in various activities regarding the change to implementation;
• Designing the transition, communication and training strategies;
• Implementing strategies;
• Analyzing the context and impacts prioritizing needs and business objectives and translating them into initiative actions plan;
• Managing the activities and aspects of the transition under organizational and humans impacts, followed by objectives;
• Developing tools and dashboards to support the change;
• Coordinating the activities;
• Measuring the integration of transition and aligning with the project phases and adapting the material when it’s necessary.
CGI Corpo
Enterprise Virtual Workstation (Cloud management)
Mandate 2 Maintaining change and mobilizing the stakeholders and transition teams in each business unit. As part of the workstation virtualization project, I was responsible for change management and communications while supporting clients in migrating more than 10,000 members across some twenty business units, worldwide.
Responsibilities
• Presenting the change management and communication strategies to management;
• Designing the change management plan and the senior level communications plan;
• Leading workshops to analyze and design the impact analysis registry;
• Designing the change management and communication plan and tools;
• Supporting the client in developing the change management and communications strategy;
• Leading the workshops and coaching the client in all activities related to change management and communication activities, from the start-up to the closing phases;
• Supporting the client in all activities related to transition and communication for that phase.
CGI Corpo inc.
Enterprise eMail Exchange 2007 Migration
Mandate 3 Accompanying the client in developing the strategy for change management and communication. Following the client in all activities related to change management from the initiation phase to the closure.
Responsibilities
• Developing the change management and communication strategy;
• Present change management and communication strategy to executive project team;
• Designing the high level change management and communication plan;
• Facilitating workshops for context, stakeholders and impacts analysis and design impact analysis;
• Designing the plan and change management tools;
• Designing kits for all business units of CGI grouped;
• Developing action plan and the chain of realisation of change management and communication activities;
• Achieving the change management activities to sustain change and mobilize stakeholders and transition teams in each business unit;
• Designing FAQs, surveys and lessons learned;
• Performing closure activities and making the post-mortem when the pilot phase is completed;
• Achieving the closure and make the post-mortem when the pilot phase is completed;
• Performing all communication activities throughout the project.
Montreal University RUIS Medicine Faculy.
Telehealth project.
Mandate 4 Telehealth project deployments: a strategy to support the practice of healthcare professionals. A multidisciplinary tele-education and clinical support network linking
Act as Coach-clinic and specialist in transition management (5 clinical areas was covered)
Responsibilities
Charge:
• Supporting the project leaders in the development of clinical strategy;
• Ensuring awareness of the clinical project with various stakeholders clinical partner institutions;
• Anticipating changes created by the implementation identifying strategies to ensure the acceptance of clinicians involved for these changes;
• Identifying and managing issues relating to clinical risks and quality issues;
• Managing the resolution of clinical issues affecting the project, proceeding as required to the escalation of problems to project leaders.
Achievements:
• With the project director, coordinating clinical advisory committees of the project;
• Participating in recruitment and coaching clinic project managers;
• Supporting clinical teams in their analysis of workflow;
• Conducting gap analysis to organizational and human levels and identifying the roles and responsibilities;
• Supporting the technical-coach in some to identify the clinical guidelines for the project;
• Developing and ensuring the implementation of the transition and communication plans;
• Supervising clinic project managers in the analysis of clinical needs and business processes related to the 5 clinical areas covered by the project;
• Supporting different clinical project managers in planning and achieving their deliverables;
• Assisting in overseeing all deliverables to ensure their consistency with the change management, compliance with clinical guidelines for the project;
• Implementing the change management plan in collaboration with the integration project-arguing the interests of stakeholders and clinicians.
Deliverables:
• Activity report;
• Survey design and produce the organizational diagnosis (50 hospitals);
• Analysis of current processes and wishes;
• Impact analysis and risk identification;
• Design and document “as is” and “to be” business processes detailed;
• Change activities Plan;
• Communication Plan.
Caisse Centrale Desjardins
Strategic Consulting and Business Process Improvement
Mandate 5 A diagnoses of organizational effectiveness and operational realignment strategic action plan and developing the turnaround strategy in order to optimize the operations of the department.
Responsibilities
• Analyzing operational effectiveness of the Finance Department and Compliance;
• Designing the survey and implementation of organizational diagnosis;
• Analyzing impacts and identify risks;
• Developing the action plan and proposal for a streamlined organizational structure;
• Facilitating team-building workshop
Achievement
• Result analysis of the operational effectiveness;
• Questionnaire - Organizational Diagnosis;
• Impact Analysis and Risk List;
• Action Plan;
• Organizational suggested;
Deliverables
• Result analysis of the operational effectiveness;
• Questionnaire - Organizational Diagnosis;
• Impact Analysis and Risk List;
• Action Plan;
• Organizational suggested;
Volvo / Prevost Car
Strategic Consulting and Team building
Mandate 6 Accompany HR Vice-President in the strategic realignment of Human Resources department
• Developing and facilitate workshops team building including the operating and manufacturing departments;
• Accompanying the Vice President in the design of the action plan;
• Conducting team building activities and working sessions.
• Providing coaching to the vice-president of Human Resources and conducting team building workshops.
CGI Group inc.
Strategic Consulting and Project Manager
Mandate 7 Conducting preliminary studies (business case) in order to determine and confirm the business needs on the worldwide Global HR Practices including all business units word wide;
• Delivering a business case tied in with the reorganization of the Corporate business unit's HR practices;
• Analyzing the business context and reviewing HR’s organizational structure;
• Analyzing the business needs in terms of HR;
• Analyzing the operational and human impacts, issues and risks;
• Assessing potential benefits;
• Presenting the recommendations to the management committee.
Phase II
• Analyzing the business context;
• Identifying the Global HR (Worldwide) business needs for various business units: India, Australia, Europe, Canada and the United States;
• Analyzing the strengths, weaknesses, feasibility and threats (HR Practices);
• Analyzing the ROI, costs and efforts (including soft benefits);
• Analyzing the impacts, issues and risks and making recommendations.
Achievement:
• Accompanying the Global HR Vice-president in the strategic realignment of Resource Management implementation;
National Bank of Canada
HR Strategic Consulting and Project Manager
Mandate 8 Carried out a preliminary study associated with the human resources and payroll integrated program related to the implementation of an integrated human resources management system
• Analyzing the business conditions;
• Analyzing HR business needs for all NBC business units;
• Establishing the value chain and identifying and analyzing the FFMO;
• Analyzing at a high-level the impacts, issues and risks;
• Evaluating the return on investment, including costs and efforts;
TVA
Transition and Communication Manager
Mandate 9 SAP ECC 6.0 Migration Implementation - Operational changes which led to some important modifications in ways of doing things within the existing teams (HR, equipment management, finances and purchasing). I have supported the client in its SAP ECC 6.0 migration project by taking into account its specific needs.
• Analyzing the background
• Taking inventory of the risks
• Analyzing the impacts and clients of the migration to ECC 6.0
• Developing a strategy adapted to the situation (union, competencies, etc.)
• Drafting communications related to the change
• Supporting and overseeing the teams
Centre de Santé et Services Sociaux Trous-Rivieres (CSSTR)
HR Strategic Consulting and Process Analysis
Mandate 10 Supporting and implementing the transition from Binaire to Logibec, which directly and indirectly affected 1,700 employees
• Making a draft transition plan (to help the organization stabilize the situation) and main steps to improve the current situation;
• Reviewing the practices related to the organization of work, processes, etc.: state the main findings, paint a picture of the current processes (related to payroll production), review processes related to the call-back list and assignments, review time authorization processes (time sheets, electronic reports, etc.) clarify the links between the reviewed processes and determine the impact of these processes on payroll production;
• Making a recommendation on the choice of temporary software to use while considering the impact of the deployment of the CSRA’s regional administrative program planned for May 2008
Phase II
• Organizational Diagnosis;
• Impacts analysis;
• Business processes analysis;
• Action Plan
Phase III
• Validating, analyzing and optimizing the operational flows for the HR departments and the call-back list;
• Producing a mobilization diagnostic and analyzing the organization’s capacity to change;
• Leading workshops on optimizing work flows;
• Leading and establishing various committees to implement the transition activities (transition committee, expert users, work committee);
• Clarifying roles and responsibilities and leading workshops to define them;
• Developing the change management and communications strategies;
• Developing the action and communications plans;
• Clarifying roles and responsibilities;
• Preparing the teams affected by the transition project.
Phase IV
Callback list – Emergency department, Organizational climate analysis and process efficiencies
• Analyzing the current situation;
• Proposing a transition plan to stabilize the conflict situation;
• Proposing an action plan to senior management;
• Reviewing the work organization and operational process practices related to payroll production;
• Reviewing the call-back list, assignment and time authorization processes;
• Reviewing managers’ roles and responsibilities;
• Clarifying the links between the reviewed processes;
• Presenting the main findings to management;
• Presenting recommendations regarding the deployment of the CSRA regional administration program.
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Dominique Forand INC.
- Associée
2003 - 2007
2003 – 2007 ORGANIZATIONAL DEVELOPMENT CONSULTANT
Québec (Montreal Region), Ontario (York, Guelph, Hawkesbury), CANADA
Globally, my role was to develop and implement the change plan driven primarily by process and technology changes to ensure people readiness. Also provide in each mandate, change initiatives and understands how people are impacted by change from both a technology and human perspective.
Responsibilities
• Conducting a business impact assessment to determine changes to process and technology, and to define the impact on colleagues' roles
• Supporting organization and job design initiatives
• Engaging stakeholders to successfully support and deliver the project
• Communicating and preparing people for the change, and building commitment organizationally and individually;
• Defining training and user support programs that educate and skill-up colleagues
• Developing and implementing a stakeholder engagement plan that will create the foundation for all change management elements;
• Developing and implementing transition knowledge, transfer program to ensure sustainability of the new skills/roles etc.;
• Developing a comprehensive communications plan to broad internal stakeholder audiences impacted by the change project and providing communications in a timely, efficient manner to ensuring that impacted user are prepared and committed to the change;
• Consulting with the learning lead to developing a training strategy and plan. Potentially assisting with the implementation and delivery of training depending on the nature of the training requirements identified;
• Consulting with the HR lead to identify impact to roles and identifying potential changes to job descriptions and organization design;
• Consulting with change team, project team and business leaders to develop cultural change and transition plans for impacted users to build readiness and support for the change;
• Developing and implementing the performance support plan to provide programs and support to end users post go live.
• Developing and implementing a plan to measure and monitor the various elements of the change initiative (i.e. scorecard), identify risk areas and determine appropriate interventions and managing mitigation plan;
• Consulting with the different business units on an ongoing basis to implement the change management approaches and plans.
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EXSOURCE H.H. INC
- Directrice des ressources humaines
1994 - 2003
1994 – 2003 HUMAN RESOURCE DIRECTOR
Jenbal inc / Exsource H. H. Inc. (200 employees)
Responsibilities
• Enhance and develop, implement and enforce Human Resources policies and procedures using systems to improve the overall operational effectiveness of the organization;
• Manage, negotiate, influence working conditions and skills required;
• Conceive, maintain, and apply policies and procedures;
• Counsel management on applicable legislations, manage/coach managers on disciplinary files;
• Manage recruitment procedures and training Bill 90;
• Manage different aspects of health and safety at work including CSST administration, labour, and employee relations processes;
• Manage job description and position evaluations – classifications (grade);
• Work on special projects (social committee, employee manual, etc.);
• Plan human resources needs in conjunction with the executive team;
• Coordinate the employee performance evaluation program;
• Supervise the HR staff and manage the department budget.
1996 – 2001 Program, Project Manager, Operation, Products, Sales & Marketing
Jenbal inc / Exsource H. H. Inc. (200 employees)
Achieved Projects as project manager
Project 1 That project involves the development, construction, installation of a new bottling line capable of producing 10,000 bottles per hour;
Project 2 That project involves the successful implementation to start exporting pork to Japan and USA, HACCP certification is mandatory and is issued by the Ministry of Health as the competent authority;
Project 3 That project ensures an efficient control, successful implementation an efficient traceability system in 110,000 square foot warehouse;
Project 4 That project involves the implementation of Enterprise Resource Planning (ERP) applications to get the most out of our back-office systems, (accounting, manufacturing, HR, Inventory, etc.);
Project 5 That project involves the installation of two cleanrooms for aseptic preparation activities and food processing industry: dairy products and grocery products;
Project 6 That project involves the implementation of a new time management system which reduced payroll production time by 50%;
Project 7 That project involves the installation of a diesel generator for standby electrical power indispensable for ensuring the continuity of production.
Reporting directly to the President and with close cooperation of the Director of Operations and external consultants:
Responsibilities
• Developed the business case with emphasis on ROI;
• Managed cost budget to allocate overall cost estimate to individual tasks;
• Produced project status reports, managed the team and resolved day today issues;
• Responsible for the recruiting of consulting staff;
• Responsible for staff/account management and prioritization and forecasting;
• Developed project plans and assumed responsibility for project profit and loss;
• Monitored project activities and advised staff of issues due to resource availability;
• Mentored staff in methodology and encouraged best practice in project management and project planning (PMP)
• Managed budget for the organization to influence organization's financial profitability;
• Proactively managed systems development, implementation and risk
• Design and adapted supervision training programs to develop the skills of first-line supervisors.
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VÉZINA, MILLEN ET LABELLE
- Consultante en relations industrielles
1992 - 1994
1992 - 1994 Assistant Human Ressources
Vézina, Millen et Labelle
Responsabilités
• Work on different aspects of health and safety, labour and employee relations processes;
• Develop a work accident management and investigation procedures and train managers from different companies in their application, to reduce work accidents;
• Develop a new hiring process to facilitate the recruitment;
• Act as a coach, facilitator, trainer and project leader in diagnosis team building, training organisational development projects with clients.
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Desjardins
- Agent informatique - Formateur
Québec
1987 - 1992
1987 - 1992 BANK TELLER – Sales rep.
Caisse populaire Desjardins de St-Césaire
Responsibilities
• Work on special projects, such as Financing at the point of sales, agricultural equipment loan;
• Responsible for the sectors of computing and IT systems. You are also responsible for the security of information assets as well as the development of infrastructure, to ensure optimal and normative management materials;
• Provide support and training to the user for computer and technology problem.
