NOVAK MANAGEMENT CONSULTING

PROFESIONAL PROFILE OF MR. NOVAK

SUMMARYMr. Novak has more than 40 years experience in the information technology industry, including 25 years at senior management positions in Information Systems (I.S). His responsibilities at Bell Canada included Director - Information Architecture, Systems Planning, and Software Development as well as other executive positions in their Corporate Systems Organisation (CSO), Engineering and line organisations. Between 1989-1991 He served as Director General of the Information Systems and Services for the Federal Public Service Commission (PSC) on the Prime Minister’s Executive Exchange Program from Bell., and than, between 1996 and March 2004, on the Business Government exchange program at DND first as a Special Project Officer and from 2000 as the Section Head responsible for Strategic Direction and Business Planning as well as the IM/IT Program Management. His senior management experience, private and public sector as well on the national and international level prepared him for management consulting.

Highlights of Experience: Leading and managing a number of multi-disciplined projects, with both end user and

technical staff involvement. His project management experience includes the development of standards for Bell Canada and management of project life cycle, from requirement definition to delivery, like the Common Service Order System for Bell, or the introduction office services at Bell and PSC.

Project leader and management experience in the private and public sector as well as International, it also includes: conducting operational reviews, program development and management as well as the preparation of project plans and related program plans.

Document and records management or more specifically information management, from data, to information, to knowledge are areas he worked on for years. This includes, preparing cost benefit studies, planning and implementation of solutions like RDIMS/EDRMS from pilot to implementation and support.

Business Transformation Architect experience including planning and implementation of various projects

Use of the various Government Project Management policies, practices and guidelines, like the Enhanced Management Framework (EMF), The Government Strategic Reference Model (GSRM) or the Business Transformation Enablement Program (BTEP).

Managed a number of operational reviews resulting in organisation changes, introduction of improved management controls, change and communication management using business transformation process improvement methodologies.

Directed the development of Project Management Standards for Bell Canada Management of the development of IM/IT strategies, policies, standards, and procedures;

including data, system development standards. Mr. Novak also directed the development of project planning and control processes, both at

DND and in Bell. Directed the development of and delivery of Business Process re-engineering practices and

seminars Option analysis including cost benefit and determining the IM’s value to an organisation are

some of his strong points. Project reviews and gap analysis with focus on identifying cost effective solutions and smarter

use of technology

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During his assignment in Saudi Arabia he was responsible for the establishment of an Information Architecture and he was in charge of all the logistics including the building of a data centre, establishing technical support and resource management affecting the IM/IT part of the overall contract in a very high-risk environment.

Over the years Mr. Novak was either a member of senior committees or chaired them. At DND he chaired the ADM (MAT)’s Information Management Resource Team (IMRT), was the DCIO for ADM(MAT) and attended the Corporate Information Management Requirement Committee (IMRC) meetings.

During his assignment in DND/ADM(MAT) he lead the team in conduction an operational review that resulted in the re-organisation of the Directorate, established budget planning and control procedures, and the establishment of an effective IM program management office

As a former senior manager Mr. Novak is experienced in preparing and presenting progress reports, briefing notes for senior management (VPs, ADMs, DGs), business cases, including cost benefit analysis.

Over the years he constantly represented his senior managers at key interdepartmental meetings. At DND he was a member of a number of working groups, such as the Information Management Requirement Add-Hoc Working Group, IMD 116 Review working group.

SECURITY CLEARANCELevel: SECRETFile#: 95311577Expiry: 2010-11-14

EDUCATION Certificate of Engineering - Sir George University 1964 Bachelor Of Science – Sir George University 1967 Post Graduate Course on Communication Engineering – Queens University Project Management Certification – 1969 IBM IT Institute Project Management Certification – 1972 Bell Canada

MEMBERSHIP Project Management Institute (PMI)

PROFESSIONAL DEVELOPMENT & TRAINING Regional Communication Engineering – Queens University (1967-68) Certified Project Management – IBM and Bell Canada 1969, 1972 Software Development – Bell Canada (1974) Defense Resource Management (DND) Defense Management System (DND) Software Engineering Software Development Data Driven Software Design Business Process Re-engineering MS Office RDIMS (Hummingbird DM/RM) IMS Use in Software design

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Architecture Principles Project Management Strategic Planning Information System Planning Business Planning Business Process Re-engineering Financial management Zachman’s System Planning Methodology

PROFESSIONAL EXPERIENCE

Project #24HRSDCProject Manager – RDIMS ImplementationOctober 2007 – December 2008

Managed the department (HRSDC) wide implementation of Open Text Docs, formerly Hummingbird, Records Document Information Management System (RDIMS). The plan called for the roll-out of the system to some 3500 people in the department. After reviewing the result of the pilot, implemented the necessary changes to the architecture, established and implemented a training plan, established working groups and proceeded to roll-out the system to some 2500 seats before completing his contract in December 2008. The implementation was the first RDIMS installation using PWGSC’s central hosting capability. The implementation was complicated due to the fact that it required coordination between two service provider; PWGSC and Service Canada. Directly managed four contractors, and indirectly managed six HRSDC employees as well as the two service providers. The total investment he assisted in management was $3.3MKey deliverables were:

Project Plan – including costs, schedule and training Training Plan Revised SLA between PWGSC, SC and HRSDC Three party Change Management Plan Communication Plan Risk Management Plan Revised Technical architecture Regular progress reports, time, costs etc. Workshops for Business Transformation Technical and functional support plan

The following tasks were carried out: Completed a Project Plan for the roll-out Revised the SLA between PWGSC, SC and HRSDC for the implementation of RDIMS

using the first centrally hosted RDIMS in the Federal Government. Coordinated the implementation of a revised technology architecture that removed the

used AppGate, Entrust and PKI as part of the solution Established Technical a Functional working groups. Conducted “Client Readiness” surveys. Conducted various workshops Established an interim support organization

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Created a check list for the implementation group. Coordinated the implementation between the Business Unit, Service Canada, PWGSC

and HRSDC

References:Andre Richer – Project Director – HRSDC now at Parks Canada (819)994-1094

Project #23PWGSCRDIMS Project ManagerJanuary 2007 – September 2007

Assigned by PWGSC, as Project Manager, to Service Canada to manage an RDIMS Pilot for the HRSDC..The previously completed POC evaluation report recommended that prior to department wide roll-out of RDIMS, a pilot with about 150 participants be carried out. The Project Scope also included the selection of a hosting environment. After considering various options; Hosting by Service Canada, HRSC and PWGSC, PWGSC was selected to provide hosting and supporting the RDIMS application for HRSDC/SC. Overcoming various security challenges the pilot was established and successfully carried out. The total cost of the pilot including software licenses, professional services, training, technical and functional support was $1.5M. He managed a staff of five contractors and six FTEs. The pilot selected was a Branch of HRSDC with about 150 people. The key deliverables were:

Project plan Revised Technical Architecture Risk Management Plan Change Management plan Communication Plan An SLA between PWGSC, SC and HRSDC Regular reporting of cost, time and progress Pilot Completion Report Work Groups Terms of Reference

The following tasks carried out:

Reviewed and modified a previously completed Project Plan for the pilot Established an SLA between PWGSC, SC and HRSDC for the pilot of the first centrally

hosted RDIMS in the Federal Government. Coordinated the implementation of a technology architecture that used AppGate, Entrust

and PKI as part of the solution Established Technical a Functional working groups. Conducted “Client Readiness” survey. Conducted various workshops Established an interim support organization Created a check list for the implementation group. Coordinated the pilot between the Business Unit, Service Canada, PWGSC and HRSDC Prepared a Pilot evaluation workshop and prepared a report

References:

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Mike Lawlor Senior Director – PWGSC Home (819)827-9100 (Retired)Andre Richer – Project Director – HRSDC now at Parks Canada (819)994-1094Luna Bengio – Project Director - Now at Public Health Agency (613)960-2151

Project #22 PWGSCRDIMS Project ManagerMarch 2006 – December 2006

As Project Manager, working for PWGSC’s RDIMS Project Office, he was assigned to Service Canada to review their previously prepared business case and charter for the possible implementation of a Records and Document Information Management System. Under the direction of SC’s Project Director he completed and updated of the documents with the recommendation to implement the government approved solution using Hummingbird DM/RM product, called RDIMS, was accepted by Service Canada and HRSDC. His project plan called for a step by step approach starting with a Proof of Concept (POC), followed by pilot before the actual department wide roll-out of RDIMS. During the establishment and conducting the POC he managed a staff of five contractors and four Service Canada/HRSDC employees. The cost of this phase of the project was $400K for professional services and the cost of 4 FTEs. The key Deliverables were:

Project Plan Revised Business Case Technical architecture Business Rules and system Profile Forms design POC Completion and evaluation report Preliminary change and risk management plans

The following is the list of specific tasks he was responsible for:

Review and update of the Business Case Preparation of a multi year Project Plan Total cost over $10M Updated the Project Charter Established Technical and Functional working Groups, including formal Terms of

Reference Prepared Project plan for Proof Of Concept (POC) Coordinated activities with Business Groups and Service Canada’s IT stakeholders Managed both the functional and technical testing during the POC. Prepared the POC evaluated report; recommending conducting one or two pilot Obtained approval to move to pilot.

References: Jean Yves Fortin – Project Director - Service Canada (819)956-2127Mike Lawlor Senior Director – PWGSC Home (819)827-9100 Project #21CIDAEDRM Project ManagerSeptember 2005 – February 2006 (6 months)Over $4 million project with 25 team members

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EDRM Program Manager at CIDA, reporting to the Program Director, responsible for managing five projects within the programs. The projects included the Enterprise Document Records Management System (EDRMS) using Hummingbird DM/RM product, including Workflow as the solution, InfoBank project for the foreign missions of the Agency, Grey Literature, Controlled Vocabulary and the Mecoun Records disposition projects. Program management included the management of support team Including change and communication management, the schedule, risks, issues management as well as updating such documentations as Project charter, Program Plan and the preparations of the Concepts of Operation. The program is currently progressing through the pilot stages prior to Agency wide roll-out scheduled for July 2006

Specific Tasks Management and coordination of five project, see above Development and management of program plans including schedule Establishment of quality and risk management plans Creation of Business transformation architecture Program management Option analysis to determine the best Software solution for Records Management

(IRIMS or Hummingbird RM ) use of MS Office tools (Excel, Word, MS Project, Power Point) Development of a “Concept Of Operation” plan for the pilot

Technologies included: Hummingbird core software like Hummingbird RM/DM, iRIMS RM and all the CGI interface software’s Office, MS SQL(query analyzer & language) Oracle

Project# 20Between April 2004 and September 2005

Various national and international consulting assignments including: IM/IT Program Review– Hungarian Post and Telecommunication Prepared Input and comments to IM Strategy of MATEV (Hungarian Post and

Telecommunication) Reply to an RFP from Saudi Telephone – Bell International Preparation of replies to various GoC RFP’s (mostly for RDIMS) – Spearhead

Project #19 DNDProject Manager – EDRMS ImplementationDecember 2001 – March 2004 (2 years 4 months)

Over $4 million project with 15 team members Managed multi-disciplinary teams

Project Manager (DND)- EDRMS, using Hummingbird RDIMS (DM/RM) suite of products, Implementation and support at DND/ADM(MAT) applying the EMF principles when appropriate. (Staff of 8 and $1.5M)

Implementation resource planning, including a business case and requirement analysis for ADM(MAT);

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Project Charter – Including Governance, Org. Structure, Risk Management Plan, Financial and Human Resource plans

Project approval Establishment of governance structure Chairing the Technical WG and co-chairing the Group EDRMS WG ) both functional and

technical. Coordination of a communication plan for the Group Establishment and management of the Business transformation architecture of multiple

libraries across three domains into one centrally hosted environment. Interface with corporate EDRMS PMO Preparation and management of the project’s risk management plan Migration and conversion planning Plan and implement software upgrade from two tier to web based solution (DM4) Member of the corporate WG Use of MS Office tools (Excel, Word, MS Project, Power Point) Established, implemented and managed an RDIMS support plan In line with the corporate architecture, established the ADM(MAT)’s EDRMS

architecture. Provided input to the various “Business Rules” and guidelines to the WG

Technologies included: Hummingbird core software like Hummingbird RM/DM, ForeMost, iRIMS RM and all the CGI interface software. iRIMS, MS Office, DOCS Open, Oracle

Project # 18 DNDProject Manager – EDRMS PilotJanuary 2000 – December 2001 (2 years)

Over $3 million project with 10 team members

As part of the corporate plan to implement EDRMS as the document and records management solution ADM(MAT) was one of the Groups selected to pilot the Hummingbird software solution. Specific tasks:

Feasibility studies for the four pilot sites within ADM(MAT) Option and gap analysis Established Project documentation structure and procedures Establish and manage external contracts Conduct “site readiness” studies and requirement analysis Project Charter Managed the use of RDBMS products Managed the upgrade from PC DOCS to RDIMS DM 4.7 Coordinate with corporate PMO and the other ERPs like MASIS and FMAS Option analysis of using iRIMS or Hummingbird RM (iRIMS was retained for paper

records Establish architecture Establish test sites Established an RDIMS technical and functional support group Communication planning

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Migration and conversion planning Staff development planning Prepare Business Transformation Architecture for change management Project Initiation Use of MS Office tools (Excel, Word, MS Project, Power Point)

Technologies included: Hummingbird core software like Hummingbird RM/DM, ForeMost, iRIMS RM and all the CGI interface software. DOCS Open, MS Office, MS SQL

Project #17DNDProject Leader – “User Pay” Implementation in ADM(MAT)April 2000 – December 2000 (8 Months)

The corporation under the direction of ADM(IM) was studying the possibility of introducing a “user pay” practice for the IT infrastructure support, provided by ADM(IM). ADM(MAT) being one of the largest Groups, with some 5000 people located in Ottawa, was the key organization to introduce the new process. The project scope included:

Establishing the cost and service levels for the installed IT base Conducting a survey to confirm the assets to be included in the base Establishing the cost of the support services Preparing a Service Level Agreement Use of MS Office tools (Excel, Word, MS Project, Power Point) Managing the Divisions expectations and identifying their requirements Identifying possible alternative solutions including the use of RDBMS products.

Technologies included:, MS Office, MS SQL, Oracle

Project #16 DNDProject Manager - Operation Review of DMGIM (ADM(MAT)January 2001 – December 2001 (1 year)(Re-Organization of DMGIM)

Conducted an Operational Review of ADM(MAT)’s IM/IT Directorate Resulting in key recommendations to change organization, establish Program management office

Business Process re-engineering including gap analysis between the existing organization and a proposed service oriented structure

Documented the current functionally oriented organization of DMGIM Assessed and modeled the current organization, including interviews with Division’s

CIOs and DMGIM Section Heads. Assessed the need for establishing an RDBMS support structure Identified alternatives, and recommended a “Role Based” organization, where the

organization would meet the requirements to interface with the corporate group, provide service to the Divisions and managed the overall IM program for the Group.

Program Management including Business case/ impact analysis and transformation Established and performed cost benefit analysis, including risk assessment

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Completed a “Change Management Plan” Prepared presentations and obtained approval to proceed. Transferred project for implementation to the SH Administration.

Technologies included: MS Office, MS SQL, XML, RDBMS, Intranet

Project #15 DNDProject Manager – Strategic Business PlanningMarch 1996 – March 1998 (2 years)

On assignment from the private sector (Ajilon) first as a Special Project Officer and than as a Section Head was responsible for the ADM (MAT)’s IM/IT business and technical planning. Specifically:

Preparation of the annual Level 3 Business plan, including requirement collection and analysis

Input the IM/IT part to the Level 1 Business Plan ($100 plus M) Prepared the input to the corporate IM/IT plan Comments and input to the preparation of ADM(MAT)’s IM strategy Training plans preparation Mentored a number of junior staff Preparing the annual IM/IT technical plan Established the Group (ADM(MAT) IM program, policies and procedures ( $6-10M) Represented ADM(MAT) at corporate planning meeting Conducted planning sessions for the divisions of ADM(MAT) Implemented best of planning practices, based on TB and corporate guidelines:

including Defense Management System (DMS), Capability Based Planning, TB’s Enhanced Framework for Management (EMF), Business Transformation Enablement Program (BTEP) to mention a few

Workshops/focus groups – at DND annually conducted workshops on business planning and program management

Initiated the RFP for the selection of a corporate requirement management tool (DOORS was selected)I

Applied the “Modern Controllership” principles by introducing budget preparation and control at the section level – worked directly with the Director (Al Crosby) to develop an improved program management and budget control system.

Using the DND Capability Based planning method and EMF, improved the IM planning process and made presentations to senior management, MGMC, IBC and IMRT.

Technologies included: MS Office, MS SQL, DOORS, RDBMS,

Project #14 DNDProject Manager Special Projects March 1996 – December 1997 (1 yr. and 9 Months)The overall budget was $1M

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Audit the asset management process Inventoried the installed applications and collected their related costs Assisted in the forming of the architecture group in ADM(MAT) Assisted in implementing the changes using business process re-engineering

techniques. Managed the change and upgrade from WordPerfect to MS Office, including the move

to a new MS Operating system and the move to using Outlook. Managed the introduction of XHTML and XML languages Improved the software procurement process Established a planning framework based on TB guidelines As DCIO represented ADM (MAT) at various senior level meetings including SRBs,

Project Reviews, and steering committees. Attended the IMRC regularly.

Technologies included: MS Office, MS SQL, XHTML, XML, RDBMS,

Project #13 Miscellaneous Project Management Consulting assignments1991 – February 1996 (59 months)

Operation Review/feasibility of alternatives study – Correction Canada, Forestry (3 months $60K)

Efficiency studies, Process reviews and re-engineering, including giving seminars on the subject. (for 3 months - $50K) Feasibility studies and Cost Benefit Analysis, PSC Development of senior management seminars. – Business Planning for ADM(MAT)’s divisions (1995) (for 2 Months - $30K) Development of RDBMS implementation guidelines Evaluation of training/support alternatives (for 3 Months - -$60K) Systems and Technology Architectures reviews (Hungarian Telecom) (for 2 Months - $40K) Software Change management, including Organizational and Process Reviews and Business Process Re-Engineering. (for 6 months - $80K) Software Development Management Business/IM alignment (Hungarian Telecom) Operations Reviews/Audits - for both operational efficiencies and Informatics fit.

(Hungarian Telecom)

Project #12 Director General Information Systems and Services – Public Service Commission1989 – 1991

As a participant on the Business Government Executive Exchange Program from Bell Canada. In addition to managing the Division, and as a Project Leader -his major assignments included:

Management of the IM/IT budget and reporting for the division Management of the development of a corporate system architecture and IM Strategy

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Management of the re-organization of the division, and the resulting business transformation.

Member of the Government Personnel Data steering committee with TB and PWGSC Mentored Second line supervisors Established an RDBMS support group As a Project Leader - initiated the project to re-systemize the commission’s staffing

systems – funding request to TB, including requirement collection, feasibility and cost benefit analysis. The project also included a major move a way from centralized mainframe processing to distribute processing.

Implementation of a Mainframe based “Office Services” system (PROFS) including electronic mail, calendaring etc.

Introduced modern management techniques, including quality management and improved focus on service to the clients

Technologies included: MS Office, PROFS, Lotus notes, Primavera, Oracle

Project #11 Bell CanadaJanuary 1987 – March 1989 (26 months)Responsible for staff of 30 and an operating budget of $3M

Project Leader – Director Information Architecture, Responsible for:

Developing IM/IT Strategic Direction Managed the development of Corporate Information, application and technology

architectures Managed the business transformation from a decentralized to centralized organization. Development of corporate IM/IT training plans Selection of Case tools and modeling software Establishment of the corporate Data and Information Management policies and

standards for the use of RDBMS Evaluation of various system development and analysis tools Introducing modern methodologies e.g. Business re-engineering, John Zachman’s

methodology Development of a Business Process Re-Engineering practice

Project #10Bell Canada 1986- 1987 (January to January – 12 months)

Director Special Assignment – Project manager in charge of a team of senior managers to study the “Office of the Future” for Bell Canada.

Project #9Bell CanadaOctober 1984 – December 1985 (15 Months)Responsible for a staff 15, and an operating budget of $2M to serve 20,000 end users.

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Project Leader - Director Special Assignment – Introduction of Office Automation to the Corporate System organization. Deliverables included:

Developed Project Plans Feasibility study Option analysis Risk Management plan – assessing the impact on office culture Impact analysis and initiation of change management Development, Design and Implementation Plans Change Management planning and implementation User Guides and procedures

Under his direction the first mainframe based (IBM’s PROFS) Integrated Office Services System, including e-mail, electronic forms, document storage and retrieval, calendaring and an executive information system was developed for the Corporate Systems Organisation of Bell Canada. This, Integrated Software System (ISS), later became the base product of a subsidiary of the corporation.

Project #8Bell Canada 1981 – 1983 Responsible for a staff of 6 and a budget of $1M

Project Manager – System Development Life Cycle Standards Development. On his return from international assignment, in 1981, he was appointed to the job of revising Bell Canada's Project Management standards including Software System Development Standards methodology, (Technical and Project Management) also included the planning, systems development and support documentation standards as well as change and risk management plans. These methodologies, based on software engineering principles, resulted in the establishment of corporate wide Data Administration, selection of new CASE tools, data dictionary and generally a new Data driven approach to system development.

Project # 7Bell Canada1978 – 1981 Staff of 70 with a budget of $150M

As one four senior manager/senior consultant and a member of a team of professionals on contract to a major middle-Eastern telecommunications company, He was the chief Information Architect of an Enterprise solution where all applications were driven from four databases. He was also responsible for the establishing the necessary organisation to build a Data Centre, and to recruit and provide the technical support to plan, develop, and implement 54 software systems , within five years, to support the telephone expansion program in Saudi Arabia. System development was done in a unique way; requirements and design in Saudi Arabia, development, including coding in Canada and testing and implementation back in Saudi Arabia. This method was first and received high praises. The project met its objectives within time and budget. Responsibility included the establishment of a technical platform (IBM mainframe), selecting software development methodology (including CASE tools, data dictionary etc), assessing and

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implementing organizational changes. Responsible for a staff of 40 Canadian and 30 local personnel, as well as establishing training program for the local Saudi nationals. The total budget for which Mr. Novak was responsible was over $150 million.

Project #6 Bell Canada – DirectorApplication System Development – Service Order1976-1978

Responsible for the development of first two phases (Proposal and feasibility) of a new On-Line Service Order System for the corporation; including:

Preparation of a Project Initiation Report Definition of high level requirement Approval to proceed – presentations, report Preparation of feasibility study including cost benefit analysis, detailed requirement and

gap analysis; applied Yourdon’s data driven approach to planning Prepared the preliminary Implementation Plan Obtained approval to proceed.

Note this was one of the first IMS on-line systems in Bell

Project #5Bell Canada – DirectorApplication System Maintenance.1974-1976

Responsible for the maintenance of the corporate network systems; including Supervise the staff of 35 Establish and operate a maintenance call centre Establish change management procedures for system changes Established maintenance procedures and standards Established function based estimating procedures for all changes and maintenance Identified major change requests and coordinated the implementation with the

development organisation.

Project #4Bell Canada – DirectorInformation Systems - Strategic Planning1969-1974

Promoted and moved to Bell’s Information System Organisation. Responsibilities included: Strategic Systems Planning using IBM’s system planning methodology Development of SDLC for Bell Implementing a Planning framework Development of Project Management Standards Budget and general management of a staff of 15 Develop and implement a Project Control Framework for the system organisation

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Project #3Bell Canada – Project EngineerBuilding Planning1967-1969

Member of a team of engineers to engineer and manage the telephone switching centres in Montreal

Project #2Bell Canada – Project Engineer/Manager1967 Montreal’s World Fair Telephone Planning and implementation1964-1967

Responsible for the requirement definitions to engineer and implement the first Electronic Telephone Switching System for the 1967 Montreal Worlds fair

Project #1Bell Canada – Telephone Central Office Mtc.1957-1964

ADDITIONAL INFORMATION

ABILITIESMr. Novak’s primary focus has been on cost reductions, and improving the effectiveness of organisations by the use sound management techniques and the economic use of information technology.

FINANCIAL AND HUMAN RESOURCE MANAGEMENTHis ability to manage human and financial resources was demonstrated most recently at DND where he lead the reorganisation of the directorate, set up the planning process and managed the financial aspect of the ADM(MAT)’s IM program. As a senior manager, both in the private and public sector, he not only prepared staffing actions but also conducted reviews and staff selection.

ANALYSISMr. Novak was involved with many new initiatives where creative innovative solutions were called for. For example after he reviewed the software procurement process, at Forestry Canada, he recommended a new centralised approach which resulted in substantial savings to the department. Another example is his approach to selecting the best system development methodology for PSC. His analysis of the situation and selection of the most appropriate and economic option was often complemented. In fact he received awards at Bell for his contribution.

WORK ETHICMr. Novak works extremely well under pressure, yet produces excellent results. He strives on meeting deadlines and makes sure all commitments are met on time within budget. He demonstrated this ability during some highly sensitive projects, like the 1967 Montreal Worlds fair, the building of the data centre in Saudi Arabian, the preparation of the annual IM and business plans on time, to mention a few.

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COMMUNICATIONMr. Novak is team player and his communication skills both oral and written are exceptional. Over the years he demonstrated this ability by producing presentations to senior managers, preparing briefing notes and subject matter papers, which were all well received. At Bell he was instrumental in the development of system development standards, and numerous technical papers. He was often asked to make complicated and highly important presentations to senior management. Most recently at DND, he developed a new improved process for IM investment review and approval and presented the recommendations to his senior management.

SUTABILITYMr. Novak is a very effective leader. He is highly dedicated, with a very creative mind using sound judgments to deliver solutions. At various time during his carrier he demonstrated initiative and determination to achieve maximum results. More specifically:

He demonstrated good interpersonal skills in resolving conflicts between clients and service providers. When he was involved with the centralization of the IT functions, at Bell, he often had to negotiate compromising solutions to achieve sound results and satisfaction. In Saudi Arabia he had to negotiate solutions between many competing suppliers and again with satisfaction by all parties.

Sound judgment is the basic skill for senior manager. Mr. Novak demonstrated this during the many management assignments. He frequently got assigned to key projects, just because his sound judgment. He often faced controversial problems, which he managed to solve to everyone’s satisfaction. One example would be the re systemization of the PSC staffing systems without re writing all the systems. Other examples include the efforts required to centralize the IT environment in Bell. His approach of centralizing the functions one by one rather than taking one large step resulted in improved service levels and satisfied clients.

Mr. Novak is well known for taking initiatives. Examples of this go all the way back to his days in engineering where he took cost cutting initiatives to the clients’ satisfaction. Others included the revision of the IM planning process in DND/ADM (MAT), or his initiative to establish procedures for program management and control. For his initiatives he received the highest award at Bell.

Mr. Novak’s work ethics is also well known. His dedication and commitment to schedules is well respected and he often received praise for his efforts. He has a record of high achievement both at Bell and at DND. Keeping schedules is high on Mr. Novak’s agenda; in fact he gets discouraged when people don’t make the same commitment as he does. A very mature individual who strives for excellence and client satisfaction.

Summary of Technical and Business Experiences:

Languages (4th generation) CommunicationFocusIngresSASSQLOracle

ATM (Asynchronous Transfer Mode)EDI(Electronic Data Interchange)X.25X400X500T1 Carier

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Applications ConsultingTelephone Systems (Service Order, Network DB, Yellow Pages)Telecommunication (network Control, Pay Phone )Records and Document Information Management Systems (PROFS, RDIMS)HR systems (Staff Allocation)Payroll Executive Information Systems (EIS)Correspondence Management (CCM Mercury)Full Text RetrievalCommand and Control Systems (Operation Mgt System)RemedyMarketing Accounting (Accounts Payable)

BP Re-EngineeringConfiguration ManagementEnterprise Systems ManagementFeasibility AnalysisMentoringRisk ManagementQuality ManagementRequirements AnalysisStrategic PlanningSystems ImplementationTechnology ArchitectureBusiness Process Re-Engineering (Training)Zachman Framework

Methodologies and CASE Tools Data BasesIEFIEWExceleratorBachmanEnterprise ArchitectEnhanced Management Framework (EMF)Enterprise Architecture Planning (EAP)Enterprise Architecture Strategies (EAS)BachmanCapability Maturity Model (CMM)Enterprise FrameworkSystems ArchitectGANE & SARSONJADMethod/1YOURDONZachman FrameworkNavigatorInformation System Planning (ISP)

DB2: (DATABASE 2Integrated Data Management SystemInformation Management SystemTotal

Common Systems GroupWarePROFSRDIMS (DM/RM)iRIMSXML and XHTMLOULOOKMS OfficePrimavera Project Planner for the EnterpriseCCM MrcuryWebCIMS MS Project

Lotus notesMS ExchangeMS Office “95, ’98, ‘2000, 2003WordPerfectMS Project

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Hardware MassagingHoneywellDEC/VaxData GeneralIBM (MVS, VM, 400)IBM, Compact, HP, Dell PCUnisys

EnvoyProfsBanyan MailCC MailMS Outlook

Software management LanguagesHummingbird DocsOpenMS ProjectMS Windows (NT)MS Office ’97, 2000, 2003Windows ’95, ’98, 2000

Basic,C, C++CobalFortran

Security System managementEntrustPKIBusiness Recovery Assessment

Asset managementChange & Risk managementOperation managementData MigrationPerformance ManagementService Level Management

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