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Pablo Donoso, PMP - Resume

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Pablo Donoso has over 20 years of experience as a senior project manager, with expertise in team building, project management methodology, and managing multi-level customer projects. He is currently a manager at the Appeals Branch of the Canada Revenue Agency, where he oversees multiple development initiatives and project teams. Previously, he has held roles such as acting senior HR advisor and acting manager/team leader at the Canada Revenue Agency, demonstrating a track record of leading teams and implementing strategic initiatives.

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Pablo Donoso, PMP® Pablo Donoso, PMP Page 1 A determined and tenacious Senior Project Manager with 20+ years of experience in the public and private industry specializing in team building and team motivation. SUMMARY OF QUALIFICATIONS  ProjectManagementProfessional, PMP®  20 years of experiencemanagingand coordinatingmulti-level customer projects  Strongknowledgeof ProjectManagementMethodology (PMI)  PMexperiencethrough all stagesof theapplication developmentlifecycle  Fluentin spoken andwritten English,French(CEE) and Spanish  Security Clearance–Secret  MiddleManagementDevelopmentProgram (MMDP) Alumnus.  Currentsubstantivelevel:MG-06 / PM-06 Equiv. EDUCATION  ProjectManagementCertificate(Honours), Algonquin College,Ottawa  B.A. Psychology,University Of Ottawa,Ottawa  SystemAnalystAnd Computer Programmer Certificate,INACAP College,Santiago-Chile CAREER EXPERIENCE Manager, AppealsBranch (AB) April 2013 – Present Duration:6 years.Level: MG-06 (substantive) / Equivalentto ProgramAdministration(PM-06) level Reporting to the General Director of the Tax & Charities Appeals Directorateat the AB,and Director of the Risk & National ManagementDivision. Responsibleforthemanagementand supportof theRisk Management,Litigation Support,and BusinessManagementSection.  Currently managingmultipledevelopmentinitiativeswithinthedirectorate;fromdevelopingan information managementframework to efficiently manageour resources,to thecreation of a businessintelligencestructure in supportof our operational commitments.  Workingwithcross-functional projectteams to develop and executestrategic projectplansincludingschedules,budgets, and resources;in an effortto identify andeliminateproductionwasters,and maximizeefficiency.E.g.Re-vampingof directoratecommunication tools,which includesprocessanalysis,recommendationsto Sr.Managementto improve productmanagement,re-design of knowledgedatabaseand end-user interface.Developmentof an information managementframework,which includecreatinga strategy to managecurrentand historical information.Creation of central pointof accessto knowledgeresourcesto facilitateonboardingprocessandensureknowledgetransfer.Re- design of ATIP information gathering,validation andresponsepreparation.  Leadingteamof professionalsprovidingcorebusinessprocessesand supportrelatingto programdelivery activities; settingteamprioritiesanddirecting theestimation of humanandfinancial resources required for thedelivery of my team’s mandate.  Providingfunctional direction,expertadviceand supportto staff inRegional and fieldoffices.  Keeping teammembers informed of corporateinitiatives,issuesand activities thatcould affecttheir work or theircareer development.Ensuringthatteammembers areinformed of theirrights,obligations,and opportunitiesfor trainingand developmentas partof thepromotion of a continuouslearningenvironment.  Developing statements of performanceexpectationsforteammembers,and providingfeedback on resultsachieved.  Providingexpertadviceto seniormanagersand partners(other CRABranches and Departmentof Justice) on costsharing partnership andprogramchangesrequired to supporteffectiveprogramdelivery.  Directingthedevelopmentof strategies,optionsand businesscasesaspartof continuousprocessimprovementto respond to changeinitiatives frominternal or external sources(e.g.Optimizationof Registry process,Strategic Managementof Litigation).  Analysed ExpertWitnessexpensesand courtcases judgements to providerecommendations to theDirector General related to expensetrends so to considertheir impacton operations.  I conceptualized and planned theimplementation of a prediction model for theExpertWitness portfolio.I presented and obtained approval fromseniormanagement(DGand AC) to implementa stakeholder consultativemodel thatcombined historical financial data.Thenewapproach took advantageof historical variancedataand included predictionsfromDOJ
Pablo Donoso, PMP Page 2 counsel.Thiswasground breaking initiativeasno oneever involved DOJin a forecastingexercise, dueto thecomplexity and unpredictability of thelegal process.  LiaisingwithLitigationManagers,Tax ServiceOffices,Accessto Information PrivacyOfficers,other CRAbranches and external GovernmentAgencies/Departments (Departmentof Justice,Tax Courtof Canada).  Providingassistanceand interpretation to questionsand/or concernsrelated to theimpactof Information Technology initiativesover AppealsBranch Initiatives/projects.  Performed directorate’s projectionsand expenditurevarianceanalysis;tracked projections/actuals,fundingpressuresat the directoratelevel;identified and reported on variances/problemsand worked with managersto ensurecorrective action wastaken. CANADA REVENUE AGENCY(CRA) Assistant Director, Finance and Administration Branch (FAB) May 2018 – Sept.2018 Duration:5-monthsassignment.Level:MG-06 (substantive)/ Equivalentto ProgramAdministration(PM-06) level Reporting to the Director of the Physical Security and ProgramManagementDivision. Responsibleforthemanagementand supportof the Physical Security Section.  Led team of professionals responsiblefor building,maintainingand implementing thephysical security programthat supports thedirectoratesecurity programs,servicesand priorities.  Provided corebusinessprocessesandsupportrelatingto programdeliveryactivities;setteampriorities and directed the estimation of human and financial resourcesrequired for thedelivery of my team’s mandate.  Maintained workingrelationship with HQ and Regional AssistantDirector of Security. Attended regular meetingsto assessprojectprogress (Physical Security Modernization Project) and facilitatethe implementation theI.D.Card Pilot;National replacementof theRC121Acardandcompletion of thePhysical Security Repositorycompletion cycle(complianceto physical security regulationsof CRAbuildingsacrossCanada). A/SeniorHR Advisor, Human ResourcesBranch (HRB) April 2012 – May 2013 Acting Assignmentas part of the Middle ManagementDevelopment Program(MMDP) Duration:1 year. Level: A/HR-06 Reporting to the AssistantDirectorof the Business Planning andReporting section fromthe StrategicBusiness Integration Directorate (SBID),at HRB. Responsibleforthedevelopmentand implementation of theHuman Resources Performance MeasurementFramework (HRPMF).  Planned,developed andimplemented HRPMF projectactivities;recommended implementation strategies based on section priorities and analysisof HRprograms’structureand mandate.  Provided adviceon implementation strategy options to adaptto HRB’s newAssistantCommissionerMandate.  Provided interpretationand recommendations to seniormanagementregardingstrategicHRplans,operational strategiesand theirimpactto HRactivitieswith emphasisto theHRPMF.  Prepared background papers,briefingnotesand presentationsto beused by Director,DirectorGeneral and Assistant CommissioneratHuman ResourceCommitteeand Agency ManagementCommitteemeetings.  Analyzed and provided interpretationof HRBcorporatedocuments,suchas:HRB BusinessPlan;Agency Strategic WorkforcePlan (ASWP);Annual Reportto Parliament;andBoard of ManagementOversightFramework.  Liaised with HRprogramrepresentativesto ensuretheirinputand interests were represented on theoverall HRMPF implementation strategy;chaired workinggroup meetings;metwith other branchesrepresentatives (SIB) and external entities (PWGSC,Parliamentof Canada) to implementframework. Acting Manager/Team Leader October2009 – April 2012 Duration:A/Manager:2 years,2 months. Level:A/MG-06~PM-06./ TeamLeader:4 months.Level: CS-03 Reporting to the Director of the DevelopmentCentre,Best Practices and Architectureand GovernmentOn-Linedirectorate, ITB. Responsibleforleading and translating theagency’s mandatein regards to data exchanges with partners whilebeing accountablefortheoverall result and key performancemeasures forthe project.  Liaised with CorporateBranches,ProgramAreas,ITSolutionsApplicationsand other clients(OGD,provinces and external partners) to converttapedata exchangesto secureelectronicmedia.
Pablo Donoso, PMP Page 3  Identified a conversion strategy;managed project,communication and risk plans;and negotiated/obtained consensus fromall stakeholdersand addressed allissuesarisingfromtheprojectactivities.  Managed Data FileTransfer project;gathered and assessed work estimates fordeliveryteam;prepared and maintained integrated work plan;identified critical path,timelines,milestonesand projectdeliverables;defined rolesand responsibilities,scopeand approval authority.  Anticipated potential operational and political issues,exposures,risksandthreatsdirectly impactingthedata filetransfer and developed contingency plansandcoursesof action.  Established apositiveand supportivework environmentbetween DTIM,ITApplications,Businessprograms,and external clientsin order to alignto theagency’s vision,mission andvalues.  Led and managed matrixteamof technologyspecialists (Supervised,assigned,directed andmonitored team’s activities; estimated work,tracked deliverables,controlled projectcosts;Developed,withemployees,learningplans,career plans, performanceexpectationsand performanceappraisal documents).  Managed thedevelopmentand preparationof issuepapers,reportsandbriefingsfor seniormanagement. Directorate’sFinancial Officer(FO) April 2009 – October2009 Duration:7 months. Level: CS-03 Reporting to the A/DirectorGeneral Best Practices and Architecture and GovernmentOn-Linedirectorate.Responsiblefor providing operational andprogrammaticsupportto thedirectoratethru financial planningand record-keeping,as well as financial reporting to theA/DG.  Assisted theA/Director General on all strategicand tactical mattersasthey relateto budgetmanagement,costbenefit analysis,forecastingneedsand thesecuringof newfunding.  Oversawthemanagementand coordinationof all fiscal reportingactivitiesfor thedirectorateincluding:organizational revenue/expenseand balancesheetreports,developmentand monitoringof organizationalbudgets.  Performed directorate’s projectionsand expenditurevarianceanalysis;tracked projections/actuals,fundingpressuresat the directoratelevel;identified and reported on variances/problemsand worked with managersto ensurecorrective action was taken. Team Leader November2005 – March 2009 Duration:3 years,4 months.Level: CS-03 Reporting to the Managerof DevelopmentEnvironmentSupportSection,BestPractices, Architecture and GovernmentOn-line Directorate. Project Leader responsibleforthemanagementand supportof the DevelopmentEnvironmentSupportSection (both Mainframeand Distributed Teams).  Led and managed both,Distributed andMainframeteams,on a full timebasis. Established,assigned and monitored the work of subordinatestaff. Developed implementationstrategies,prepared work plans,established priorities,objectives and projectactivities;initiated and followed through on all personnel actions,implementingand ensuringcompliance with CRA regulationsand respectingstaff (researched CollectiveAgreement,Staff Relations,Security and HRpoliciesto addressemployeequestionsand concerns).  Managed and planned theactivitiesof theSection,includinghumanandfinancial resources and providing inputto the divisional budget. Planned,managed and followed through to ensurethelocal flowand timelycompletion of activities thatdelivered work results;allocated thenecessary resourcesto deal with critical situations;coordinated and supervised the team’s activities.Validated and approved activity reportsand authorized leaveand reallocated resourcesto compensatefor teammembers’absences.  Coached staff,provided supportand leadership,identified skill requirements,weaknessesand strengths,reviewed and selected trainingcourses,andprepared trainingplansand strategiesfor staff developmentpurposes.  Provided expertadvice,recommendationsand direction forimprovingBranchpolicies,processes,standardsand methodologies. Contributed to theestablishmentof guidelinesand standardsby presentingdefacto best practices at the BestPractices SteeringCommitteefor approval and publishing.  Managed thedevelopmentand preparationof issuepapers;wrotedocuments,reportsand briefingsfor senior management  Discussed businessplansand objectivesand established thegroup’sbudget,prepared expenditureforecasts,resource submissionsand businessplans;andprovideon-goinginformation to supportthebudgetprocess.  Estimated staff and resourcerequirements forprojectsandassignments(Identified technical expertise,humanand financial resourcerequirements).
Pablo Donoso, PMP Page 4  Negotiated and approved servicelevel agreements with other division groupsand ensured my teamfollowed prescribed practicesand recommended theexpenditureof cost-effectiveovertimeto my manager.  Performed theduties of DevelopmentCentre’s representativefor Solutionsin frontof theChangeAdvisoryBoard and EnablingManagementCommitteeand chaired theMainframeTechnical Forum(TECHNET).  Prepared Human Resourcesperformanceevaluations,classification and staffing. Successfully ran selection processesto staff vacantpositions(PLMandTLM). IT Analyst/Developer January 2005 – November2005 Duration:11 months.Level:CS-02 Reported to theDistributed and Mainframe-Netron supportTeamLeader, responsibleforproviding supportand maintenance of mainframetools;and reported to theTeam Leader of the Assessing MasterTeam,from theAssessmentSupplementary Application Processing Section.  Provided general applicationdevelopmentsupportandknowledgetransfer for newtoolsand technology.  Provided technical andadministrativesupportfor theT1 AssessingMaster Group. Provided correctiveand preventive maintenancein order to ensuretheaccessibility and integrity of T1 Assessingmaster data and allchangesto thatdata. EDS CANADA/ SHL Systemhouse SeniorProject Manager August2000 – February2004 Duration:3 years,6 months. Level: ProjectManager Professionally led and managed mediumto large-scalecustomerprojectswithin theCanada Post(CPC) account.  Developed strategies,businesscasesandlong-termplans,cost/benefitanalysis,risk analysis,feasibility studies,and technical specificationsanddocumentation.  Planned projects;maintained integrated work plan;identified criticalpath,timelines,milestonesand project deliverables;defined rolesand responsibilities,scopeand approval authority.  Managed theproject’sbudgetconsistingof salary,capital,operatingand lineitems.  Led and managed matrixed teamof technologyspecialists on a short,mediumand long-termbasisthroughcomplete lifecycleof projectdevelopment. Prepared and conducted teammember’s annual performancereviews.  Managed thedevelopmentand preparationof issuepapers,reportsandbriefingsfor seniormanagement.

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Pablo Donoso, PMP - Resume

  • 1. Pablo Donoso, PMP® Pablo Donoso, PMP Page 1 A determined and tenacious Senior Project Manager with 20+ years of experience in the public and private industry specializing in team building and team motivation. SUMMARY OF QUALIFICATIONS  ProjectManagementProfessional, PMP®  20 years of experiencemanagingand coordinatingmulti-level customer projects  Strongknowledgeof ProjectManagementMethodology (PMI)  PMexperiencethrough all stagesof theapplication developmentlifecycle  Fluentin spoken andwritten English,French(CEE) and Spanish  Security Clearance–Secret  MiddleManagementDevelopmentProgram (MMDP) Alumnus.  Currentsubstantivelevel:MG-06 / PM-06 Equiv. EDUCATION  ProjectManagementCertificate(Honours), Algonquin College,Ottawa  B.A. Psychology,University Of Ottawa,Ottawa  SystemAnalystAnd Computer Programmer Certificate,INACAP College,Santiago-Chile CAREER EXPERIENCE Manager, AppealsBranch (AB) April 2013 – Present Duration:6 years.Level: MG-06 (substantive) / Equivalentto ProgramAdministration(PM-06) level Reporting to the General Director of the Tax & Charities Appeals Directorateat the AB,and Director of the Risk & National ManagementDivision. Responsibleforthemanagementand supportof theRisk Management,Litigation Support,and BusinessManagementSection.  Currently managingmultipledevelopmentinitiativeswithinthedirectorate;fromdevelopingan information managementframework to efficiently manageour resources,to thecreation of a businessintelligencestructure in supportof our operational commitments.  Workingwithcross-functional projectteams to develop and executestrategic projectplansincludingschedules,budgets, and resources;in an effortto identify andeliminateproductionwasters,and maximizeefficiency.E.g.Re-vampingof directoratecommunication tools,which includesprocessanalysis,recommendationsto Sr.Managementto improve productmanagement,re-design of knowledgedatabaseand end-user interface.Developmentof an information managementframework,which includecreatinga strategy to managecurrentand historical information.Creation of central pointof accessto knowledgeresourcesto facilitateonboardingprocessandensureknowledgetransfer.Re- design of ATIP information gathering,validation andresponsepreparation.  Leadingteamof professionalsprovidingcorebusinessprocessesand supportrelatingto programdelivery activities; settingteamprioritiesanddirecting theestimation of humanandfinancial resources required for thedelivery of my team’s mandate.  Providingfunctional direction,expertadviceand supportto staff inRegional and fieldoffices.  Keeping teammembers informed of corporateinitiatives,issuesand activities thatcould affecttheir work or theircareer development.Ensuringthatteammembers areinformed of theirrights,obligations,and opportunitiesfor trainingand developmentas partof thepromotion of a continuouslearningenvironment.  Developing statements of performanceexpectationsforteammembers,and providingfeedback on resultsachieved.  Providingexpertadviceto seniormanagersand partners(other CRABranches and Departmentof Justice) on costsharing partnership andprogramchangesrequired to supporteffectiveprogramdelivery.  Directingthedevelopmentof strategies,optionsand businesscasesaspartof continuousprocessimprovementto respond to changeinitiatives frominternal or external sources(e.g.Optimizationof Registry process,Strategic Managementof Litigation).  Analysed ExpertWitnessexpensesand courtcases judgements to providerecommendations to theDirector General related to expensetrends so to considertheir impacton operations.  I conceptualized and planned theimplementation of a prediction model for theExpertWitness portfolio.I presented and obtained approval fromseniormanagement(DGand AC) to implementa stakeholder consultativemodel thatcombined historical financial data.Thenewapproach took advantageof historical variancedataand included predictionsfromDOJ
  • 2. Pablo Donoso, PMP Page 2 counsel.Thiswasground breaking initiativeasno oneever involved DOJin a forecastingexercise, dueto thecomplexity and unpredictability of thelegal process.  LiaisingwithLitigationManagers,Tax ServiceOffices,Accessto Information PrivacyOfficers,other CRAbranches and external GovernmentAgencies/Departments (Departmentof Justice,Tax Courtof Canada).  Providingassistanceand interpretation to questionsand/or concernsrelated to theimpactof Information Technology initiativesover AppealsBranch Initiatives/projects.  Performed directorate’s projectionsand expenditurevarianceanalysis;tracked projections/actuals,fundingpressuresat the directoratelevel;identified and reported on variances/problemsand worked with managersto ensurecorrective action wastaken. CANADA REVENUE AGENCY(CRA) Assistant Director, Finance and Administration Branch (FAB) May 2018 – Sept.2018 Duration:5-monthsassignment.Level:MG-06 (substantive)/ Equivalentto ProgramAdministration(PM-06) level Reporting to the Director of the Physical Security and ProgramManagementDivision. Responsibleforthemanagementand supportof the Physical Security Section.  Led team of professionals responsiblefor building,maintainingand implementing thephysical security programthat supports thedirectoratesecurity programs,servicesand priorities.  Provided corebusinessprocessesandsupportrelatingto programdeliveryactivities;setteampriorities and directed the estimation of human and financial resourcesrequired for thedelivery of my team’s mandate.  Maintained workingrelationship with HQ and Regional AssistantDirector of Security. Attended regular meetingsto assessprojectprogress (Physical Security Modernization Project) and facilitatethe implementation theI.D.Card Pilot;National replacementof theRC121Acardandcompletion of thePhysical Security Repositorycompletion cycle(complianceto physical security regulationsof CRAbuildingsacrossCanada). A/SeniorHR Advisor, Human ResourcesBranch (HRB) April 2012 – May 2013 Acting Assignmentas part of the Middle ManagementDevelopment Program(MMDP) Duration:1 year. Level: A/HR-06 Reporting to the AssistantDirectorof the Business Planning andReporting section fromthe StrategicBusiness Integration Directorate (SBID),at HRB. Responsibleforthedevelopmentand implementation of theHuman Resources Performance MeasurementFramework (HRPMF).  Planned,developed andimplemented HRPMF projectactivities;recommended implementation strategies based on section priorities and analysisof HRprograms’structureand mandate.  Provided adviceon implementation strategy options to adaptto HRB’s newAssistantCommissionerMandate.  Provided interpretationand recommendations to seniormanagementregardingstrategicHRplans,operational strategiesand theirimpactto HRactivitieswith emphasisto theHRPMF.  Prepared background papers,briefingnotesand presentationsto beused by Director,DirectorGeneral and Assistant CommissioneratHuman ResourceCommitteeand Agency ManagementCommitteemeetings.  Analyzed and provided interpretationof HRBcorporatedocuments,suchas:HRB BusinessPlan;Agency Strategic WorkforcePlan (ASWP);Annual Reportto Parliament;andBoard of ManagementOversightFramework.  Liaised with HRprogramrepresentativesto ensuretheirinputand interests were represented on theoverall HRMPF implementation strategy;chaired workinggroup meetings;metwith other branchesrepresentatives (SIB) and external entities (PWGSC,Parliamentof Canada) to implementframework. Acting Manager/Team Leader October2009 – April 2012 Duration:A/Manager:2 years,2 months. Level:A/MG-06~PM-06./ TeamLeader:4 months.Level: CS-03 Reporting to the Director of the DevelopmentCentre,Best Practices and Architectureand GovernmentOn-Linedirectorate, ITB. Responsibleforleading and translating theagency’s mandatein regards to data exchanges with partners whilebeing accountablefortheoverall result and key performancemeasures forthe project.  Liaised with CorporateBranches,ProgramAreas,ITSolutionsApplicationsand other clients(OGD,provinces and external partners) to converttapedata exchangesto secureelectronicmedia.
  • 3. Pablo Donoso, PMP Page 3  Identified a conversion strategy;managed project,communication and risk plans;and negotiated/obtained consensus fromall stakeholdersand addressed allissuesarisingfromtheprojectactivities.  Managed Data FileTransfer project;gathered and assessed work estimates fordeliveryteam;prepared and maintained integrated work plan;identified critical path,timelines,milestonesand projectdeliverables;defined rolesand responsibilities,scopeand approval authority.  Anticipated potential operational and political issues,exposures,risksandthreatsdirectly impactingthedata filetransfer and developed contingency plansandcoursesof action.  Established apositiveand supportivework environmentbetween DTIM,ITApplications,Businessprograms,and external clientsin order to alignto theagency’s vision,mission andvalues.  Led and managed matrixteamof technologyspecialists (Supervised,assigned,directed andmonitored team’s activities; estimated work,tracked deliverables,controlled projectcosts;Developed,withemployees,learningplans,career plans, performanceexpectationsand performanceappraisal documents).  Managed thedevelopmentand preparationof issuepapers,reportsandbriefingsfor seniormanagement. Directorate’sFinancial Officer(FO) April 2009 – October2009 Duration:7 months. Level: CS-03 Reporting to the A/DirectorGeneral Best Practices and Architecture and GovernmentOn-Linedirectorate.Responsiblefor providing operational andprogrammaticsupportto thedirectoratethru financial planningand record-keeping,as well as financial reporting to theA/DG.  Assisted theA/Director General on all strategicand tactical mattersasthey relateto budgetmanagement,costbenefit analysis,forecastingneedsand thesecuringof newfunding.  Oversawthemanagementand coordinationof all fiscal reportingactivitiesfor thedirectorateincluding:organizational revenue/expenseand balancesheetreports,developmentand monitoringof organizationalbudgets.  Performed directorate’s projectionsand expenditurevarianceanalysis;tracked projections/actuals,fundingpressuresat the directoratelevel;identified and reported on variances/problemsand worked with managersto ensurecorrective action was taken. Team Leader November2005 – March 2009 Duration:3 years,4 months.Level: CS-03 Reporting to the Managerof DevelopmentEnvironmentSupportSection,BestPractices, Architecture and GovernmentOn-line Directorate. Project Leader responsibleforthemanagementand supportof the DevelopmentEnvironmentSupportSection (both Mainframeand Distributed Teams).  Led and managed both,Distributed andMainframeteams,on a full timebasis. Established,assigned and monitored the work of subordinatestaff. Developed implementationstrategies,prepared work plans,established priorities,objectives and projectactivities;initiated and followed through on all personnel actions,implementingand ensuringcompliance with CRA regulationsand respectingstaff (researched CollectiveAgreement,Staff Relations,Security and HRpoliciesto addressemployeequestionsand concerns).  Managed and planned theactivitiesof theSection,includinghumanandfinancial resources and providing inputto the divisional budget. Planned,managed and followed through to ensurethelocal flowand timelycompletion of activities thatdelivered work results;allocated thenecessary resourcesto deal with critical situations;coordinated and supervised the team’s activities.Validated and approved activity reportsand authorized leaveand reallocated resourcesto compensatefor teammembers’absences.  Coached staff,provided supportand leadership,identified skill requirements,weaknessesand strengths,reviewed and selected trainingcourses,andprepared trainingplansand strategiesfor staff developmentpurposes.  Provided expertadvice,recommendationsand direction forimprovingBranchpolicies,processes,standardsand methodologies. Contributed to theestablishmentof guidelinesand standardsby presentingdefacto best practices at the BestPractices SteeringCommitteefor approval and publishing.  Managed thedevelopmentand preparationof issuepapers;wrotedocuments,reportsand briefingsfor senior management  Discussed businessplansand objectivesand established thegroup’sbudget,prepared expenditureforecasts,resource submissionsand businessplans;andprovideon-goinginformation to supportthebudgetprocess.  Estimated staff and resourcerequirements forprojectsandassignments(Identified technical expertise,humanand financial resourcerequirements).
  • 4. Pablo Donoso, PMP Page 4  Negotiated and approved servicelevel agreements with other division groupsand ensured my teamfollowed prescribed practicesand recommended theexpenditureof cost-effectiveovertimeto my manager.  Performed theduties of DevelopmentCentre’s representativefor Solutionsin frontof theChangeAdvisoryBoard and EnablingManagementCommitteeand chaired theMainframeTechnical Forum(TECHNET).  Prepared Human Resourcesperformanceevaluations,classification and staffing. Successfully ran selection processesto staff vacantpositions(PLMandTLM). IT Analyst/Developer January 2005 – November2005 Duration:11 months.Level:CS-02 Reported to theDistributed and Mainframe-Netron supportTeamLeader, responsibleforproviding supportand maintenance of mainframetools;and reported to theTeam Leader of the Assessing MasterTeam,from theAssessmentSupplementary Application Processing Section.  Provided general applicationdevelopmentsupportandknowledgetransfer for newtoolsand technology.  Provided technical andadministrativesupportfor theT1 AssessingMaster Group. Provided correctiveand preventive maintenancein order to ensuretheaccessibility and integrity of T1 Assessingmaster data and allchangesto thatdata. EDS CANADA/ SHL Systemhouse SeniorProject Manager August2000 – February2004 Duration:3 years,6 months. Level: ProjectManager Professionally led and managed mediumto large-scalecustomerprojectswithin theCanada Post(CPC) account.  Developed strategies,businesscasesandlong-termplans,cost/benefitanalysis,risk analysis,feasibility studies,and technical specificationsanddocumentation.  Planned projects;maintained integrated work plan;identified criticalpath,timelines,milestonesand project deliverables;defined rolesand responsibilities,scopeand approval authority.  Managed theproject’sbudgetconsistingof salary,capital,operatingand lineitems.  Led and managed matrixed teamof technologyspecialists on a short,mediumand long-termbasisthroughcomplete lifecycleof projectdevelopment. Prepared and conducted teammember’s annual performancereviews.  Managed thedevelopmentand preparationof issuepapers,reportsandbriefingsfor seniormanagement.