SAM MUSA

17 POLO PLACEH: 416 449-5657

scarborough, on M1B 4T8C: 416 428-0324

Profile

Business/technical consultant with experience in strategic planning, operations, technology integration and project management. Skilled at assessing business, banking and securities operations by performing information analysis/generation before implementing operating solutions that control costs, improve productivity and increase profitability. Strong communicator with excellent team leadership and problem solving skills. Consistently deliver projects on time, within specifications and budget.

Career History

Consultant in Project Management and Business analysis

Numerous Assignments 1994 to Present

Provided a variety of business application and technology consulting expertise to numerous organizations within the Financial Services, Telecom, Power, Automotive and Software development industries.

telus mobility, Toronto July 2008 - Present

Project Manager/Business Architect – Business Transformation

Managed the initial phase of CDMA to GSM conversion.

  • Provide daily senior consultation to project management team
  • Using the SID model, created Business Rules to define how data is created, while providing a single number of terms of business objects included in basic business processes
  • Employed SCRUM methodology in the software development lifecycle.
  • Managed all aspects of the conversion project including but not limited to Resources, Budgets, tasks, and skill assignment
  • Managed relationships between internal Business Users and development team
  • Managed all documentation within Sharepoint
  • Created the SLA agreement

Hydro One TELECOM, Toronto Dec 2007 – July 2008

Sr. Business Analyst/Project Manager– Asset Management

Lead the turnaround of failed and blocked projects through progressive management techniques:

Facilitates realistic project planning based upon time-boxed delivery of incremental functionality, centered on use cases, prioritized by business criticality, and driven by technical and organizational risk

Revitalizes software engineering teams through the introduction of Agile best practices, including team programming, test driven development (JUnit), and repeatable builds.

Smart Meter:

  • Managed relationship between Smart Meter, Finance, Development, and Invoicing teams
  • Analysed the collection of business requirements in accordance and relative to Hydro One budget and scope outlines.
  • Provided consultation on ITIL guideline
  • Managed all documentation within Sharepoint
  • Employed SCRUM methodology in the software development lifecycle.
  • Created the SLA agreement between Hydro One Inc. & Hydro One Telecom
  • Monitor all project costs
  • Provide daily senior consultation to project management team
  • Manage all contractual deliverables and provided interface support to clients
  • Developed large scale integrated schedules with Program Office and development teams

Control Networks – Hub Site Management

  • Managed relationship between Control Networks business and development teams
  • Managed all project deliverables and timelines
  • Oversaw the development and implementation of the Commissioning phase
  • Managed project according to ITIL methodology
  • Managed all documentation within Sharepoint
  • Develop large scale integrated schedules with Program Office and development teams
  • Documented As-Is and To-Be business process flows

SAM MUSAPAGE 2

KPMG, Toronto Oct 2007 – Dec 2007

Project Manager/Sr. Business Analyst – Information Technology Services

Using PMBOK and SDLC methodologies, managed the implementation and requirement gathering of Excel Based Accounting Forms to Web Bases applications.

  • Managed the implementation of an Event Management application (GEM)
  • Managed project plan and resource allocation
  • Managed timelines
  • Created implementation plan
  • Managed a team of four and a budget of $150k
  • Managed the migration of T4/T1 tax forms from an Access Database to SQL dB
  • Employed SCRUM methodology in the software development lifecycle.
  • Collected the requirements for the above initiative
  • Developed as-is and to-be process flows

Dynamic Mutual Funds, Toronto Sept 2006 – Oct 2007

Project Manager - PMO Office - Portal/CRM (Siebel), and HRIS Application Architecture

Using PMBOK methodologies, managed several projects ranging from Data Warehouse, CRM, HRIS, process improvement and performance measurement. Projects included:

Human Resource Information System (HRIS)

  • Managed team of 17 and a budget of $900,000. Oversaw scoping, requirements, resource allocation and RFP process in a HRIS selection process.
  • Using Six Sigma principles and methodologies, managed development, vendor selection, implementation and post implementation review phases of Lawson Human Resource Information System (HRIS).
  • Managed the integration of Lawson HRIS with existing ADP HRIS modules along with the integration of Lawson HRIS and ADP & Ceridian Payroll

Portal Initiative (Dynamic Advisor Services – DAS)

  • Managed a team of 12 and budget of $1,000,000 in the requirements gathering, scoping, specification identification and development of a portal initiative.
  • Using Six Sigma principles, managed a 7 week project that improved the process management of a White Labeling initiative for internet portal.
  • Mitigated risk across the eBusiness group.

Eagle Financial Accounting – Financial Data Warehouse

  • Managed a team of 13 and a budget of $1,000,000 for financial data warehouse initiative.
  • Managed the integration of Eagle Accounting/Investment System with Charles River, Mpower and State Street.
  • Managed the integration of all downstream applications (brokerage operations, securities, etc).

SAM MUSAPAGE 3

Royal Bank of Canada (RBC Dexia) – Global Services, TorontoAug 2005 – July 2006

Project Lead/Sr. Business Analyst

Established the Project Management Office (PMO) within RBC Dexia Investor Services Trust.

  • Adhering to PMBOK Methodology, defined project management methodology to be used within the PMO office.
  • Lead workshop sessions to establish the current (AS-IS) Project Management approach.
  • Defined the “TO-BE” project life cycle incorporating the project management life cycle and system development life cycle.
  • Identified, assessed, measured and managed financial, operational and technology-related risks encountered in the RBC Dexia Launch environment, and assisted in the implementation of the processes and controls to enable continued monitoring.
  • Determined whether and how financial accounting application would “rebalance” activities to address risks overshadowed by the intense focus on financial reporting.
  • Established protocols for the implementation of an automated Project Management System.
  • Managed, defined and implemented the “Use Case” approach to collecting business requirements.

Worked on a joint venture operation between RBC Financial and Dexia Bank too create a 100% partnership between RBC and Dexia, resulting in RBC Dexia Investor Services Trust.

  • With a budget of $2,000,000 managed the creation of an Intranet site that incorporated the new line of business.
  • Managed the collection and documentation of business requirements for the Intranet application of RBC Dexia Investor Services Trust.
  • Created and implemented a Business Continuity Management (BCM) process to offset any potential failure of going live on the specified date.
  • Managed the BCM plan including defining alternative business processes, and alternative system processes.

Bank of Montreal/ Harris Bank, TorontoChicagoApril 2005 – Aug. 2005

Project Manager/Sr. BA

Lead a Credit Application System (CAS) migration project from Harris Bank to Bank of Montreal ensuring the alignment of Basel 2 regulations in accordance with PMBOK and the System Development Life Cycle.

Credit Review – Online Ratings Application (ORA) & Managed Assets Reporting System (MARS)

  • Project Manager on a multi-phase implementation of a credit risk management initiative in support of BASEL II Compliance for Bank of Montreal/Harris Bank
  • Documented “to be” process flows incorporating the Basel II accord, particularly Pillars 1, 2, & 3, highlighting gaps in relation to Basel 2 regulations.
  • Successfully delivered Phase 1 of the Credit Risk Management (CRM) Dashboard, a key component in driving Bank of Montreal’s Basel II compliance, this was done in a short time frame (planning to go live was delivered in 6 weeks)
  • Managing communication between Project Management Office (PMO) and Business Sponsor and Technical Manager
  • Responsible for developing and managing a project level and inter Workstream project plan
  • Tracking and monitoring the progress of deliverables and timelines to the project plan
  • Conducting weekly (status) updates to PMO and Business Sponsor
  • Creating and maintaining various scope and requirements documents utilizing the PMLC and SDLC
  • Managing the User Acceptance Testing phase including the management of defects and their accompanying resolutions
  • Development and monitoring the completion of test cases and scenarios
  • Conducting stakeholder meetings to determine scope and requirements by phase

SAM MUSAPAGE 4

  • With a budget of 500k, managed and performed liaison duties in the migration of an old Mainframe system at Harris Bank to the web based system employed at BMO
  • Documented current business processes and future business processes; documented and standardized all trading agreement documentation in accordance with section 404 of SOX.
  • Used SQL scripting to extract data from Oracle dB.
  • Maintained Provision Data Repository with new and existing data model flows.
  • Created requirement specification document for various pieces of credit application system.

CIBC, TorontoSept. 2004 – April 2005

Project Lead/Sr. Business System Analyst

Lead a Basel 2 initiative to ensure the alignment of Basel 2 regulations with existing trading systems (VB Application) in accordance with PMBOK methodology and the System Development Life Cycle.

  • Ensured the alignment of Basel 2 regulations with risk management procedures.
  • Supply Facility for Trading (EDSF-Trading) UAT interaction
  • Responsible for development, completion and approval of UAT Project Plan
  • Monitoring project team’s deliverables against project plan and timeline
  • Development and monitoring the completion of test cases and scenarios
  • Ensured the efficient application of Basel 2 regulatory requirements within TRACS Risk Management system, incorporating Pillars 1, 2, & 3.
  • Identified, assessed, measured and managed financial, operational and technology-related risks encountered in the TRACS environment, and assisted in the implementation of the processes and controls to enable continued monitoring.
  • Determined whether and how TRACS application would “rebalance” activities to address risks overshadowed by the intense focus on financial reporting.
  • Documented current business processes and future business processes and highlighted gaps.
  • Documented use cases, policy, procedures, and processes.
  • Created User Acceptance Testing (UAT) scenarios.
  • Created and implemented a Business Continuity Management (BCM) process to offset any potential failure of going live on the specified date.

Metavante Corporation, Atlanta, Georgia/Markham, ON Jan. 2004 – Sept.2004

Sr. Business Analyst

Adhering to PMBOK, lead implementation of a financial services package that incorporated Wire Transfer, ACH, Account Transfer, Stop Payments and Positive Payfor external clients in the banking sector.

  • Using Microsoft Project; managed deliverables and resources according to applicable timelines in accordance with the software development life cycle.
  • Using Visio, mapped out current process flows and future process flows.
  • Used Visio to define Business Process Re-engineering initiatives.
  • Work with external clients to manage software defects that arise due to implementation.
  • Managed defect circumstances using Mercury Test Director.
  • Used Mercury Test Director to create User Acceptance testing (UAT) scenarios.
  • Documented Anti Money Laundering (AML) policies and procedures.
  • Documented and standardized all trading agreement documentation in accordance with SOX.

SAM MUSAPAGE 5

Scotia Cassels Investment Council, Toronto Aug. 2003 – Dec.2003

Sr. Business System Analyst

Lead a project to redesign quarterly statements for Scotia Cassels while adhering to the PMBOK methodology.

  • Using Microsoft Project, managed deliverables and resources according to applicable timelines in accordance with the software development life cycle
  • Collaborated with vendors, CGI and Symcor, to effectively integrate vendor applications to Scotia Cassels environment.
  • Worked with CGI technology to incorporate MPower trading application with ADP book of records application.
  • Re-engineered existing statement generation process to incorporate existing MPower application, and Symcor Communicator application.

Consultant in Business analysis1994 - 2003

Includes positions with Fifth Third Bank (2003), BellCanada (2002) Enhansiv Canada – CRM initiative (2000 to 2002) 3i Networks (2000) TD Bank (1994 to 2000).

Computer and Technical Skills

Project Management Methodology: PMBOK

Process Management Methodology: Six Sigma Green Belt Certified

Data Mapping Methodologies: DXSI (Progress Software) Shared Information Data Model (SID)

CRM Packages: Siebel, YouCentric, Clarify

Configurator Product: Blue Martini (Cybrant)

Defect Management Tool: Mercury Test Director, FogBugz

Methodologies:Zachman Enterprises Architecture Frame Work, Rational, UML, Agile, Scrum, Project Management Body of Knowledge (PMBOK), System Development Life Cycle (SDLC)

Programming Languages: HTML, VB, and JAVA

Financial Services Regulations: Basel 2, and Sarbanes Oxley

Network: Novell Network

Operating System: DOS, Windows 95/98/NT

Software: MS Office 2000- MS Access, Excel, Word, Power Point, Visio, Lotus Notes

Systems Analysis and Engineering

  • Rational Unified Process (RUP)
  • UML 2
  • Use Case Analysis
  • Requirements Definition
  • Requirements Verification and Validation
  • Model Driven Architecture (MDA) and Development

SAM MUSAPAGE 6

  • Concept of Operations development
  • Design Reviews
  • Requirements Analysis
  • Business Object Analysis
  • Distributed Computing Environments
  • Total Cost of Ownership (TCO)
  • Technical Process Development and Documentation
  • Requirements Traceability and Impact Analysis
  • Reliability, Maintainability
  • Integration and Test
  • Generation of specifications
  • Requirements allocation

Memberships/Certifications

January 2007 Project Manager Institute

January 2007 PMP Certification enrollment

November 2004 Canadian Securities Course

June 1998 Investments Funds Institute of Canada

Education

MBA, LansbridgeUniversity, (in progress)

Honours Bachelor of Applied Arts, Administration and Information Management, RyersonUniversity, 1999

Telecommunications and Information Systems Management Certificate, RyersonUniversity, 1998

Mutual Funds License, 1998