David Kent, PMP
David Kent, PMPEmail: davidkent@pmresults.caPhone: (c) 403-818-5771ResumePROFILESenior manager with over 15 years of hands-on experience spanning program, project, PMO, productand team management. A diverse background in technical and managerial areas with experience increating vision, strategies, portals, business management, software development, ecommerce, CMSapplications, SEM, SEO, web strategies and for delivering business critical information system projectsto clients located in North America & Europe.PROFESSIONAL EXPERIENCE / ACCOMPLISHMENTSAltaLinkManager, INOIS porfolio projectsAug. 2011 – PresentProject Management Office (PMO) - Worked closely with PM team and senior leadership to developand implement the PMO, including the creation of the Project lifecycle, Frameworks, governance andstandards to be utilized. Mananged a team of 20 project managers delivering approx. 45M in Capital portfolio of projectsspanning 13 programs including(but not linited to) IS, Safety,Facilities, NetCom, SystemOperations and Cyber Security Worked with business units to develop the INOIS General Tariff application(GTA) submission tothe Alberta Regulator Identified he INOIS Identified PMO current state and conducted a process and projectmanagement maturity gaps analysis Identified opportunities during the creation of the PMO governance Identified optimal scalable phases that were agnostic to Project Delivery Methodologies Identified a scalable Project Life Cycle that would deliver projects in a repeatable, consistent andpredictable manor Designed, and developed strategies for the implementation of a new PLC. As a Senior Project Manager and Trusted Advisor provided mentoring and coaching to the ProjectManagersOptimal Payments Plc.Director, Project Support Office (PSO)Mar. 2011 – Aug. 2011Project Management Office (PMO) - Worked closely with PM team and senior leadership to developand implement the PMO, including the creation of the Project lifecycle, governance and artifacts to beutilized. Identified PMO current state and conducted a process and project management maturity gapsanalysis Identified opportunities during the creation of the PMO governance Identified optimal scalable phases that were agnostic to Project Delivery Methodologies Identified a scalable Project Life Cycle that would deliver projects in a repeatable, consistent andpredictable manor Designed, and developed strategies for the implementation of a new PLC. As a Senior Project Manager and Trusted Advisor provided mentoring and coaching to the ProjectManagersDavid Kent, PMP1
David Kent, PMPProduct and IT roadmap – Defined, led and developed the Product and IT Roadmaps to highlight keymilestones when creating the project deliverables, defined requirements, scope, duration and cost ofproject.Optimal Payments Plc.Senior Program / Project ManagerNov. 2010 – Mar. 2011Conversions Program – The planned initiatives to increase member retention include, Sign-up and Signin flow improvements for testing a one and two step sign up process (A/B testing) and proper capturingof member address for other downstream systems, redesign of the member experience within themember application for easier user flows and simpler navigation, implementation of test and targetwithin the application and moving NETELLER.com off the secure site into the new CMS. Managing a team of 40 consisting of: PM’s, business analysts, QA’s , DBA’s, architects anddevelopers Overseeing project & resource planning and the implementation of Agile based execution Managing multiple development teams simultaneously Implementing infrastructure, content management, Java groovy grails development & integrationprojects Project management, design, requirements definition and specification, budgeting and projectcontrol with ability to support multiple simultaneous projects Principal point of contact for the executive steering committee, project managers / team leads &project sponsors Provided program reporting and Co-ordination for the N. American and European StakeholdersSMART Technologies ULC.Senior Manager – Project Management Office (PMO)Apr. 2010 – Nov. 2010Oversaw the PMO associated projects for all IT systems including Infrastructure, software development,Oracle, and Data Warehouse. Worked closely with the PM team and senior leadership conducting,improving and implementing PMO best practices including the specification of the project lifecycle,governance and artifacts to be utilized. Guided business leaders, providing solutions to business needs across 8 departments includingfinance, operations, marketing, sales, product development, services, HR and IT Managed a team of 12 project managers Provided monthly project metrics showing resource capacity versus project demand, and performancemetrics Presented project roadmap timelines, budgets, risks, status, and schedule updates to seniorexecutives Identified PMO current state and conducted a process and project management maturity gapsanalysis Identified a scalable Project Life Cycle that would deliver projects in a repeatable, consistent andpredictable manor Provided project recovery services Designed, and developed strategies for the implementation of a new PLC Developed a net new resource capacity model Worked closely with project managers and stakeholders to ensure compliance with best practice projectdisciplines, monitoring their effectiveness, mentoring and instituting quality systems. Participated in approval and authorisation of bids and proposals. David Kent, PMP2
David Kent, PMPSMART Technologies ULC.Senior Program / Project ManagerSept. 2007 – Apr. 2010Revitalization Project – Project manager responsible for the re-platform of smarttech.com usingSitecore CMS-integrating 27 web properties & 41 languages. 18 month, multi million dollar programsuccessfully delivered on time/ on budget. Performed variance analyses of schedule and cost on a formal and informal basis and presentthem to senior management (i.e.: earned value management system) Managed a team of 75 consisting of: PM’s, business analysts, QA , DBA, architects, developers,sub-contractors, 3rd party vendors, graphic designers html developers, writers and editors Traditional & Agile project methodologies Managed multiple project teams simultaneously Implemented infrastructure, content management, .Net development & integration projects Developed project plans including scope, cost, schedule, quality, resourcing, risk identification &mitigation, training/communication and the implementation of Agile based execution. Contract negotiation with external systems integrators Provided program reporting and Co-ordination for the N. American and European teams Principal point of contact for the executive steering committee, project managers / team leads &project sponsors RFI & RFP developed to select 3rd party vendorsSMART eBusiness Program – Responsibilities as the program manager included defining, managing allprogram related projects that impact the corporate web presence globally. Provided programmanagement, relationship partnering, budget planning, strategic and tactical technology direction.IT Service Advisory Committee (Web SAC) – As the chair for this committee I provided IT leadership,project management direction, relationship partnering, budget planning, strategic/tactical technologydirection and reported KPI’s to all management and operating areas within the company. Thiscommittee prioritized all existing and incoming business requests (outside of roadmap projects) to beallocated to the approprite IT teams when capacity is avaialable.Web Single Sign-on Project (WSSO) project- This project's primary objective was to assess the feasibilityof a corporate WSSO approach and purchase associated hardware and software. RFI & RFP developedto determine appropriate direction and vendor. Decision and direction determined and hardware andsoftware purchased and installed on all environments.SMART Learning Management System (LMS) Project - Provided project management servicesmanaging the migration of data and system integrations from the current LMS to the new Saas basedLMS platform.SMART Exchange - Provided Project Management services for the development of new website andcustom web application designed to share over 30,000 relevant classroom-ready content within anonline web presence.Load Balancer Refresh project - As the Project Manager on this project I worked with the infrastructureand IT mangement teams to complete and distribute an RFI & RFP to select an appropriate vendorproduct offering.Viper hardware & Notebook 10 software product launch / SMART Learning Market place projectProvided project recovery services for the product management and technical teams responsible for thedevelopment and delivery of custom applicatios and new web presence. These projects were newproduct releases that quickly determined the need for a project manager to assist with ensuring theDavid Kent, PMP3
David Kent, PMPdelivery of the releases to the required date. The project was successfully delivered on time as percustomer communicated timing of release.The Forzani Group LTD.Interactive Director / Project ManagerNov. 2002 – Sept. 2007I was the Interactive Director for The Forzani Group where I managed their corporate web propertiesincluding: sportmart.ca(eCommerce) , sportchek.ca , coastmountain.com , forzanigroup.com ,hockeyexperts.ca , mdrunandwalk.com and nationalsports.com. Managing - the development,implementation, design, digital revenue growth , merchandising , online customer care , siteintegrations, project management and digital product development. Hockeyexperts.ca, Coast mountainsports.com, Forzanigroup.com - Project managerresponsible for the re-platform of these web properties. I provided project recovery servicesmanaging the technical and creative teams responsible for the development and delivery of thecustom application and new web presence. Sportchek.ca – Business Project Manager for the Sportchek.ca re-platform from ATG dynamo toa custom java application. Team consisted of approx. 50 people and took over 10,000 manhours to deliver. The site is fully integrated with sales and inventory systems for FGL. Site traffichas tripled and the website now averages over 2.3 million hits per day.AWARDS / RECOGNITION / MEMBERSHIPS PMP , Project Management Institute (PMI)PMI Sothern Alberta Chapter (PMI-SAC)Professional Development Conference (PDC) Chair for the 2011 & 2012 PMI-SAC PDCFellowship Chair (PMI-SAC)EDUCATION / TECHNICAL BACKGROUNDCERTIFICATION PMP CertificationEDUCATION Mount Royal Universityo PMP Certification Exam Preparation Project Management Mount Royal Universityo Project Management Program University of Southern Mississippio Search Engine Optimization University of Illinoiso Web Programming Certificate* University of British Columbiao Internet Marketing Certificate Thompson Rivers Universityo Business Administration Program*David Kent, PMP2009200720052000200019864
David Kent, PMPREFERENCESAvailable upon Request- Please also see http://ca.linkedin.com/in/pmresults for current recommendations*Requires one course to completeDavid Kent, PMP5
David Kent, PMP David Kent, PMP 2 Product and IT roadmap – Defined, led and developed the Product and IT Roadmaps to highlight key milestones when creating the project deliverables, defined requirements, scope, duration and cost of project. Optimal Payments Pl
Option B – PMP credential and PgMP credential will share PDUs including those earned for the PgMP before obtaining the PMP and any PDUs earned after receiving the PMP. The PMP renewal date will be set equal to the existing PgMP renewal date. Therefore, renewal of the PMP credential will need to occur with the renewal of the PgMP credential.File Size: 549KBPage Count: 9Explore furtherHow to fill PMP Application form: Here's PMP Sample .www.izenbridge.comYour PMP Application Checklist - Project Management Institutewww.pmi.orgAre you stressing out over completing the application to .www.margaretmeloni.comRecommended to you b
In the 3 GHz band, the PMP 450m AP is capable of communicating with up to 4 subscribers simultaneously, supporting a total of up to 8 streams. The PMP 450m AP is interoperable with PMP 450, PMP 450i and PMP 450b subscribers (referred to as PMP 450 series subscribers). The rest of this document describes the PMP 450m AP in the 5 GHz band.
Source: PMI PMP Certification Handbook PMP Exam Format PMP Exam Blueprint From the PMP Examination Content Outline Domain Percentage of Questions Initiation 13% Planning 24% Executing 31% Monitoring and Controlling 25% Closing 7% TOTAL 100% Note: PMP Exam Format will change from July 01, 2020. Source: PMI PMP Certification Handbook
Rachel Foot, KENT STATE UNIVERSITY, rfoot@kent.edu Alicia, R. Crowe, KENT STATE UNIVERSITY, acrowe@kent.edu Karen Andrus Tollafield, KENT STATE UNIVERSITY, ktollafi@kent.edu Chad Everett Allan,KENT STATE UNIVERSITY, callan1@kent.edu Exploring Doctoral Student I
4. Fix a date for your PMP exam after you have received confirmation from PMI or passed the audit, if applicable. 5. Study hard for the PMP exam with your PMP study materials. Working on as many as practice exams as possible. 6. Pass the PMP exam. 7. Begin earning PMP PDUs for your 3-year recertification cycle.
4. The PMTI PMP Certification training Boot Camp a. About the course b. MasterItFaster adult learning techniques c. What is covered in the PMP certification boot camp course? d. Where can I take PMTI PMP training? e. What is the 4-day PMP course schedule? f. Do you offer a money-back guarantee? g. How does PMTI PMP training compare with .
About PMP The PMP enhance increases on job productivity. As part of the PMP certification, participants learn a set of tools they can utilise in building well organised projects, improving efficiency and productivity. The PMP improves your earning potential. The PMP certification holders earn 20% more than their non-certified peers
ALEX RIDER SERIES POINT BLANK GOING DOWN MICHAEL J. ROSCOE was a careful man. The car that drove him to work at quarter past seven each morning was a custom-made Mercedes with reinforced steel plates and bulletproof windows. His driver, a retired FBI agent, carried a Beretta subcompact automatic pistol and knew how to use it. There were just .
