James Armstrong, PMP

July 2012 - Present (11 months) • Toronto, Ontario

July 2012 - Present (11 months) • Toronto, Ontario

Skills: Project Management

May 2000 - Present (13 years 1 months) • Toronto

Skills: Project Manager, Project Management Consultant

February 2012 - March 2012 (1 months) • Richmond Hill, Ontario

As a Senior Project Manager / Consultant, I was responsible for the assessment and recommendation of process and template improvements for the in-house PMLC and SDLC for both development and infrastructure projects. Upon conclusion of the assessment, recommended improvements may be applied in order to improve program and project management practices and tools. Assignment Dimensions: Budget: N/A (service); Team Size: Variable; Duration: 1 mth; Technology: MS Office, Sharepoint; Vendors: none; PM Tools: MS Project 2007/2010, MS Office

Skills: Project Management Consultant

June 2011 - January 2012 (7 months) • Toronto, Ontario

As the Senior Project Manager / Consultant representing PSSG (Process Standards and Support Group), I was responsible for the establishment of local and integrated processes for the Hub Group (SOA – Common Services). This large initiative is new to the BMO organization and requires appropriate processes to support the development of common services for the organization. My overall responsibilities included the monitoring, tracking, and day-to-day management of the project to ensure timelines, and scope are adhered to, issues are being resolved, risks are managed in a timely manner, and issues requiring senior management attention are promptly escalated. Assignment Dimensions: Budget: N/A (service); Team Size: Variable; Duration: 8 mths; Technology: MS Office, Sharepoint; Vendors: none; PM Tools: MS Project 2010, MS Office

Skills: Project Management Consultant

December 2010 - June 2011 (6 months) • Toronto, Ontario

As a Project Management consultant representing the Information Technology Services, I was responsible for an assessment of the ITS Project Portfolio. Upon conclusion of the assessment, recommendations were made to improve the overall portfolio and project management practices and tools. Under the direction of the VP of ITS, many of the recommendations were accepted and a plan was created to deliver the recommendations. Assignment Dimensions: Budget: $75K; Team Size: 3; Duration: 8 mths; Technology: Web, Microsoft, Oracle; Vendors: none; PM Tools: MS Project 2010, MS Office, Primavera

Skills: Project Management Consultant

January 2007 - December 2010 (3 years 11 months) • Toronto, Ontario

As a Senior Project Manager representing the Business Solutions Group I was responsible for delivering several concurrent development projects. These projects were for several business units: Corporate Logistics, Dealer Standards and Representation, and Customization and Development and Management. Overall responsibilities included the monitoring, tracking and day-to-day management of the project to ensure timelines, budget and scope were adhered to, issues were being resolved, risks were managed in a timely manner, and issues requiring senior management attention were promptly escalated. Project Descriptions: Scion Launch Project – Vehicle Accessory Flexibility, Logistic Management, Vehicle Processing, and Vehicle Trading: I was responsible for the delivery of the vehicle logistics system changes to support the launch of a new vehicle line (Scion) for Toyota Canada. This large sized multi-year project is one of several projects within a much larger Corporate Initiative to deliver a vehicle line which targets the youth market. Project Dimensions: Budget: $2,005K; Team Size: 20; Duration: 1.5 yrs; Technology: Web, Java, Mainframe, MQ; Vendors: ICL Systems (Vehicle Logistics), Ahearn & Soper (Yard Management), Frazer Wharves (Port Operations); PM Tools: MS Project 2003, MS Office, Lotus Notes VLMS (Vehicle Logistics Management System) Project – Phases 2 and 3: I was responsible for the delivery of the final 2 implementation phases of the new Vehicle Logistics Management System for the Corporate Logistics Department (Business). This large sized multi-year project replaced an old mainframe logistics system that was no longer suitable to support the needs of growing business. Without this replacement it would have been difficult to support the ever-increasing demand of vehicle movement from seaport or manufacturing plants to vehicle processing centers to dealerships. Project Dimensions: Budget: $4,243K; Team Size: 20; Duration: 2 yrs; Technology: Web, Java, Mainframe, MQ; Vendors: ICL Systems; PM Tools: MS Project 2003, MS Office, Lotus Notes

Skills: Project Management Consultant, Project Manager

August 2006 - April 2008 (1 years 8 months) • Toronto, Ontario

As a Senior Project Manager representing the Business Solutions Group I was responsible for delivering several concurrent development projects. These projects were for several business units: Corporate Logistics, Dealer Standards and Representation, and Customization and Development and Management. Overall responsibilities included the monitoring, tracking and day-to-day management of the project to ensure timelines, budget and scope were adhered to, issues were being resolved, risks were managed in a timely manner, and issues requiring senior management attention were promptly escalated. Project Descriptions: eComposite Upgrade Project (v4.0): I was responsible for the delivery of the technology integration components of the new eComposite Financial Analysis Tool for the Dealer Standards & Representation Department (Business). This moderately sized integration project replaced an existing older version of eComposite (v3.5) that was no longer supported by the vendor. This older product no longer supported the needs of Dealership’s and Toyota Head Office for better reporting and analysis of financial information. Without this upgrade it would have been difficult to retrieve and analyze enterprise wide financial data. Project Dimensions: Budget: $392K; Team Size: 10; Duration: 1.5 yrs; Technology: Web, Java, CICS; Vendors: TSi Auto Solutions; PM Tools: MS Project 2003, MS Office, Lotus Notes CDM - Part Supply Management System: I was responsible for the delivery of the Part Supply Management Project (A-SIS – Accessory Supply Integrated System) for the Customization Development & Management Department (CDM). This project replaced a manual parts ordering process with an automated system which enabled the CDM department to more accurately forecast and order Port Installed (PIO) and Dealer Installed (DIO) parts and accessories. Project Dimensions: Budget: $816K; Team Size: 15; Duration: 1 yr; Technology: Web, Java, DB2; Vendors: none; PM Tools: MS Project 2003, MS Office, Lotus Notes Dealer Data Service – Vendor Replacement and Data Security Project: I was responsible for the centralization of all dealer data transmissions (through one Vendor service), and encrypt all sensitive data to better comply with PIPEDA and security requirements for the Dealer Standards & Representation Department (Business). Project Dimensions: Budget: $280K; Team Size: 8; Duration: 1 yr; Technology: HTTPS, Siteminder, EAI (Vendor); Vendors: Reynolds and Reynolds; PM Tools: MS Project 2003, MS Office, Lotus Notes

Skills: Project Management Consultant, Project Manager

November 2005 - May 2006 (6 months) • Waterloo

As an I.T. Project Manager representing the Service I.T. Group, I was responsible for the delivery of the technology components of several concurrent projects. These project were for several business units: Service Operations, Claims, and Underwriting. Overall responsibilities included the monitoring, tracking and day-to-day management of the project to ensure timelines, budget and scope were adhered to, issues were being resolved, risks were managed in a timely manner, and issues requiring senior management attention were promptly escalated. Project Descriptions: Quality Assurance Tool Project: I was responsible for the delivery of the technology components of the Quality Assurance Tool for the Service Operations Department (Business). This moderately sized web project was to replace an existing Lotus Notes tool that had outlived its capabilities which is slow, unstable, and contains security exposures. This tool measures the accuracy and quality of the service being given to the department’s customers. Project Dimensions: Budget: $400K; Team Size: 20; Duration: 6 mths; Technology: Web, Unix, Java, Crystal Reports; Vendors: none; PM Tools: MS Project 2003, ChangePoint, MS Office, Lotus Notes Claims Feasibility Project: I was responsible for the delivery of the technology components of the Claims Feasibility Project for the Claims Department (Business). This initial feasibility project defined the high level requirements and estimates to replace the existing Claims System. The overall budget for the feasibility and delivery projects was $2.9MM of which $200K was spent on the feasibility project. This project was to provide claims functionality for Life (Death), Long Term Care (LTC), Critical Illness Insurance (CII), and Disability Insurance (DI). Claims would also trigger and assess death claims processed for other business areas such as Wealth Management. The main driving factor for this project was the sun-setting of the imaging system and SOX (Sarbanes-Oxley) controls. Project Dimensions: Budget: $200K; Team Size: 12; Duration: 6 mths; Technology: Mainframe, MQ Series, UNIX, Web, Java; Vendors: prospective outsourcing vendor was in negotiation; PM Tools: MS Project 2003, ChangePoint, MS Office, Lotus Notes Underwriting Feasibility Project: This initial feasibility project defined the high level requirements and estimates for enhancements to the existing Underwriting System. The overall budget for the feasibility and delivery project was $360K of which $60K was spent on the feasibility project. This project was to enhance the existing underwriting system to provide more flexible workflow and workload management functionality. Project Dimensions: Budget: $60K; Team Size: 8; Duration: 4 mths; Technology: Mainframe, MQ Series, UNIX, Web, Java; Vendors: none; PM Tools: MS Project 2003, ChangePoint, MS Office, Lotus Notes

Skills: Project Manager, Project Management Consultant

May 2000 - October 2005 (5 years 5 months) • Waterloo

As an I.T. Project Manager representing the I.T. Management Group, I was responsible for the delivery of the technology components of several projects. These project were for several business units: Actuarial, Underwriting, Technical Services. Overall responsibilities included the monitoring, tracking and day-to-day management of the project to ensure timelines, budget and scope were adhered to, issues were being resolved, risks were managed in a timely manner, and issues requiring senior management attention were promptly escalated. Project Descriptions: Business Rules Engine Project: I was responsible for the delivery of the Auto Business Rules Engine Project for the Actuarial and Personal Lines Rehosting Initiatives. This project was one of several projects that were to deliver the new (rehosted) Personal and Commercial Lines System (PLR). This project provided the risk classification, acceptability, and eligibility business rules for the PLR application. Project Dimensions: Budget: $1.1MM; Team Size: 30; Duration: 2 yrs; Technology: UNIX, Window NT, Java, ILOG JRules, MQ Series; Vendors: ILOG Inc; PM Tools: MS Project, MS Office, Lotus Notes Web Environment Project: I was responsible for the delivery of the new development environment and tools for web development. This project was to upgrade to the latest version of WSAD, WAS, and J2EE. This upgrade project would offer the following enhancements: standard development practices, a parallel development environment, improved SCM, automated Java builds, and integrated design. This project was also responsible for conversion of applications developed using the older J2EE standards. Project Dimensions: Budget: $300K; Team Size: 12; Duration: 1 yr; Technology: WSAD, WAS, UNIX, Window NT, Java, ANT, MQ Series; Vendors: IBM; PM Tools: MS Project, MS Office, Lotus Notes Netware Upgrade Project: I was responsible for the upgrade of Novell’s Netware Services and Network Directory Services environment to the latest version. This project was to upgrade the unsupported version of Netware and to significantly improve the security of the internal Novell network. Project Dimensions: Budget: $500K; Team Size: 8; Duration: 1 yr; Technology: Window NT, Novell Netware 5.1, NDS; Vendors: Novell, Metafore, Attache Group; PM Tools: MS Project, MS Office, Lotus Notes Office Servers Replacement Project: I was responsible for the replacement of all office NT servers across Canada. This upgrade project would offer the following enhancements: stable hardware and software, faster dual processors (less down time), dial in capabilities for support, higher security, and UPS support. Project Dimensions: Budget: $200K; Team Size: 8; Duration: 10 mths; Technology: Window NT, Novell Netware; Vendors: IBM, Metafore; PM Tools: MS Project, MS Office, Lotus Notes

Skills: Project Management Consultant, Project Manager

May 2000 - August 2002 (2 years 3 months) • Waterloo, ON

As the Technical Project Manager representing Technical Services, I was responsible for the establishment of the Technical Services Project Management Office (TPMO). This project was to establish a centralized office responsible for the creation of technical project management standards, policies, procedures, and templates with regards to the management of technical projects. While establishing this office, I provided guidance and support to the Technical Project Managers, Resource Management, and Departmental Planning. I was also a key consultant for the establishment of the Corporate Project Management Center of Excellence (the Corporate PMO). Overall responsibilities included the monitoring, tracking and day-to-day management of the project to ensure timelines, budget and scope were adhered to, issues were being resolved, risks were managed in a timely manner, and issues requiring senior management attention were promptly escalated. Assignment Dimensions: Budget: $150K; Team Size: 8; Duration: 2.5 yrs; Technology: Lotus Notes, MS Office; Vendors: none; PM Tools: MS Project, MS Office, Lotus Notes

Skills: Project Management Consultant, Project Manager

May 1999 - April 2000 (11 months) • Toronto, Ontario

As the Project Control Officer representing the Project Management Center (Telecom), I was responsible for the establishment of the Project Management Office for the 416 Overlay Project. I provided project management standards, policies, procedures, and PM coaching and support to be used by the Project Managers, Domain Integrators, and System Leaders. As part of my responsibilities I installed the latest version of ABT’s EPM product: Results Management Suite 5. The 416 Overlay Project was to provide the ability to support multiple exchanges in the same telephone region (IE: 416 and 647 now exist in the same region). The budget for the 416 Overlay Project was $50MM. Overall responsibilities included the monitoring, tracking and day-to-day coordination and support for Project Management. My role was key in ensuring that overall timelines, budget and scope were adhered to, issues were being resolved, risks were managed in a timely manner, and issues requiring senior management attention were promptly escalated. Project Dimensions: Budget: $50MM; Team Size: 200; Duration: 2 mths; Technology: Unix, Windows NT, Mainframe; Vendors: Bell; PM Tools: MS Project, MS Office, ABT Result Management Suite 5, Visio

August 1998 - April 1999 (8 months) • Mississauga, Ontario

As the Project Methodology Analyst representing the Divisional Project Control Office, I was responsible for the improvement of the project management and development processes as well as, implementation of the standard project management and development tools and processes. This department was the centralized office responsible for the overall control of I.T. Projects. While establishing this office, I provided guidance and support to the Project Managers, Directors, and Departmental Planning. Overall responsibilities included the monitoring, tracking and support for all I.T. projects to ensure timelines, budget and scope were adhered to, issues were being resolved, risks were managed in a timely manner, and issues requiring senior management attention were promptly escalated. Assignment Dimensions: Divisional Budget: $29MM; Team Size: 3; Duration: 9 mths; Technology: MS Project, MS Office; Vendors: none; PM Tools: MS Project, MS Office

July 1985 - August 1998 (13 years 1 months) • Toronto, Ontario

During my time at Loblaw Companies, I held several positions from Programmer, to Systems Analyst, to Project Manager, to PMO Architect. The following describes some of the major assignments: PMO Architect: As the PMO Architect representing the Corporate Planning Office, I was responsible for the establishment of the Corporate Project Management Office and the implementation of an EPM Tool (ABT). This project was to establish a centralized office responsible for the creation of project management standards, policies, procedures, templates, and tools with regards to the management of I.T. projects. While establishing this office, I provided guidance and support to the Project Managers, Management (all levels), and Departmental Planning. The budget for the I.T. Division was $54MM. Overall responsibilities included the monitoring, tracking and support for all I.T. projects to ensure timelines, budget and scope were adhered to, issues were being resolved, risks were managed in a timely manner, and issues requiring senior management attention were promptly escalated. Assignment Dimensions: Divisional Budget: $54MM; Team Size: 6; Duration: 4 yrs; Technology: Windows Desktop, MS Access, Visio, HTML; Vendors: ABT; PM Tools: ABT Result Management Suite, MS Office, Lotus Notes Project Manager: As a Project Manager, I was responsible for several internal projects. Those being: Back-haul Distribution Project, GST Implementation Project, Meat Product Management Project, Retail Management Project, Warehouse Management Project, Supply Chain Management Project, and the LAN/WAN Implementation Project. Overall responsibilities included the monitoring, tracking and day-to-day management of the project to ensure timelines, budget and scope were adhered to, issues were being resolved, risks were managed in a timely manner, and issues requiring senior management attention were promptly escalated. Project Dimensions: Budget: various; Team Size: various; Duration: 7 yrs; Technology: SQL, MVS, Novell, DB2, IDMS, ADS, VSAM, COBOL, HCF, CMS, DSX, Ultimate Recall (Honeywell Pick); Vendors: IBM, Novell; PM Tools: ABT Project Workbench, MS Word, TSO/ISPF Other Assignments: Systems Analyst, Programmer Analyst

Skills: Project Manager

May 1980 - July 1985 (5 years 2 months) • Toronto, Ontario

During my time at HBC I was responsible for the creation of system requirements and program specifications, and the development of programs on mainframe, mini systems, and micro platforms. Some of the projects were for Travel Accounting, Credit, and Accounting systems.