Specialist for digital Transformations and technology integrations

3/2024 – 7/2024

Business Process Reengineering and Integration of SAP S/4 Hana
Requirements Analysis and Tracking
Performance Management and KPI development
Outcome/Results Management

Business Analyse, Business Process Model and Notation (BPMN), Business Process Reengineering (BPR), SAP S/4HANA, Six sigma, Technologieplanung

1/2004 – offen

• Mentoring and support for business transformations and digital transformations (including strategic planning and business plan development)
• Mentoring, training and development of
- Business processes
- Operating processes
- Service processes
- eDiscovery processes (electronic discovery or e-discovery: identification, collection and creation of electronically stored information (ESI) in response to a request for production in a litigation or investigation and includes, but is not limited to, emails, documents, presentations, databases, voicemail , audio and video files, social media and websites)
• Conducting organizational analyzes (capability assessments)
• Mentoring and training in performance management development and integration, including development of key performance indicators (KPIs)
• Training for development of process instructions, work instructions, process maps and RACI matrices
• Training for information management, records management and data security
• Evaluations of applied project methods to assess the chances of success of a project

• Mentoring und Unterstützung für Geschäftsumwandlungen und digitale Transformationen (inklusive strategische Planungen und Entwicklung von Geschäftsplänen)
• Mentoring, Training und Entwicklung von
- Geschäftsprozessen
- Betriebsprozessen
- Dienstleistungsprozessen
- eDiscovery Prozessen (Electronic Discovery oder E-Discovery:Identifizierung, Sammlung und Erstellung elektronisch gespeicherter Informationen (ESI) als Reaktion auf eine Anfrage zur Herausgabe in einem Rechtsstreit oder einer Untersuchung und umfasst unter anderem E-Mails, Dokumente, Präsentationen, Datenbanken, Voicemail, Audio- und Videodateien, soziale Medien und Webseiten)
• Durchführung von Organisationsanalysen (Fähigkeitsbewertungen)
• Mentoring und Training in Leistungsmanagementwicklung und Integration, einschließlich Entwicklung von Leistungsindikatoren (KPIs)
• Training für Entwicklung für Verfahrensanleitungen, Arbeitsanweisungen, Prozesskarten (Process Maps) und RACI Matrices
• Training für Information Management, Datensatzverwaltung and Datensicherheit
• Bewertungen von angewandten Projekmethoden um die Erfolgsausichten eines Projektes zu beurteilen


PROJECT 39

Client: Department of National Defence, Canadian Armed Forces
Project: DefenceX, Transformation of Defence Supply Chain Processes and SAP S/4 Hana integration
Duration: March 2024 - current


PROJECT 39

Client: Innovapost
Project: Project Reviews
Duration: October 2023 (1 month)


PROJECT 38

Client: Shared Services Canada
Project: Project Reviews
Duration: May 2023 (1 month)

PROJECT 37

Client: NRCan
Project: Development of a Business Plan for Records and Information Management
Duration: February 2023 (1 month)


PROJECT 36

Client: Elections Canada
Project: Organizational Capability Assessment incl. Supply Chain and Financial Management Practices
Duration: November 2021 – September 2022 (10 months)

Elections Canada’s business and operational management practices, including the management and distribution of election material and technology equipment that support the Elections Canada manual voting process, have been working well in the past for Elections Canada (EC) but are now hindering the agency from becoming user-centric and agile workforce to be able to adapt and respond quickly to economic, legislative and/or geographical changes as in the redistribution of federal electoral districts.

To transform its primarily manual and paper-based business and operational environment, Elections Canada has prepared the Elections Canada Strategic Plan 2020-28 and the EC Digital Transformation Strategy, October 19th, 2021 to layout the transformational foundation, which aims to achieve the following business requirements by 2028:

o Access to sound and trusted data to understand the needs of Canadians and be able to make informed business decisions
o Services and tools that are responsive to user needs and can be accessed virtually by all stakeholders
o Effective and efficient processes with well integrated technologies to be able to meet evolving business needs

Part of Elections Canada’s business transformation planning was an organizational and processes capability and maturity assessment, which resulted in a comprehensive assessment report.

Summary of Services:
a) Collection and analysis of Supply Chain Management practices
 Supply Chain planning and integration
 Corporate Governance (Departmental business plans, mandate, policies, procedures, processes)
 Processes and Procedures
 Roles and Responsibilities
 Transportation and Distribution
 Warehousing/Storage
 Records and Information Management
 Demand Management and planning
 Stock/Inventory Management
 Financial Planning, Management, and integration of processes
 Vendor Management and Contracting
 Technology Infrastructure, Systems and Applications
 Performance Measurements and KPIs
 Business Continuity and Disaster Recovery
 Departmentalized Functions, Organizational Structure
 Return of Election Materials
 Training

b) Collection and analysis of Financial Management practices
 Financial Planning, Management, and Integration of Processes (incl. use of and reporting on Petty Cash, Acquisition Cards, Special Accounts form, Special requests for additional funding, budgeting, personal expense claims/travel)
 Processes and Procedures
 Departmentalized Functions, Organizational Structure
 Roles and Responsibilities
 Records and Information Management
 Systems and Applications
 Performance Measurements and KPIs

c) Establishment of new Organizational Change Management (OCM) Function
 Reviewed and made recommendations for OCM Strategy development
 Assisted in the establishment of a OCM departmental function
 Developed OCM program key performance indicators and metrics
 Reviewed and made recommendation to Stakeholder engagement practices




PROJECT 35

Client: Employment and Social Development Canada (ESDC), IITB
Project: ESDC Network Modernization Project and digital Transformation
Duration: November 2020 – December 2020 (1 month)

Business Operations Solutions Services (BOSS) is undertaking several increasingly complex and demanding projects. One of which is Network Modernization project (NMP). Network Modernization is a multi-year project whose goal is to replace and modernize the ESDC Corporate network infrastructure.

Summary of Services:

 Reviewed Project Management Methodology and provided recommendations
 Analyzed and updated Project documentation such as project charter and project management plan, business case, impact Assessment Report
 Developed Stakeholder Engagement Strategies
 Collected and documented requirements (includes business, stakeholder, functional and non-functional requirements)
 Analyzed Business Continuity and Disaster Recovery Plans and provide recommendations
 Developed a Requirements Traceability Matrix
 Reviewed, drafted new or updated existing IM/IT documentation (process maps, procedures, work instructions, guidelines, disaster recovery and business continuity plans, internal IT policies and directives)
 Developed IT Service Performance Measurements and Key Performance Indicators (KPIs)
 Developed Project Performance Measurements and Key Performance Indicators (KPIs) as part of project baselining




PROJECT 35

Client: Employment and Social Development Canada (ESDC), Business Architecture and
Alignment Office (BAAO)
Project: ESDC Service Transformation, Benefits Delivery Modernization and digital transformation
Duration: January to March 2020 (3 months); August to September 2021 (1 month)

Over the years Employment and Social Development Canada (ESDC)/Service Canada has been investmenting in automation and service improvement initiatives for Employment Insurance (EI), Canada Pension Plan (CPP) and Old Age Security (OAS) for improving service delivery and operational process efficiencies.

The Benefits Delivery Modernization (BDM) program was created to support a demanding and dynamic business environment and future service delivery expectations. The scope of BDM includes service delivery process improvements and enabling technology renewal.

Summary of Services:

 Analyzed investment and project planning documents and provide recommendations for improvement
 Analyzed ESDC’s current EA/BA governance structure and make recommendations for improvement
 Analyzed newly drafted SDLC methodology and Project management life cycle integration and made recommendations for improvement
 Developed and/or analyzed/updated business cases, blue print and (IT) project plans for BDM, ESDC Service Transformation, Channel Management Centre as part of TB submissions and to determine BDM’s project approach as part of overall alignment requirements for ESDC’s service delivery transformation; made recommendations on how to change BDM’s and ESDC’s current transformation approach for developing business and operational processes and efficient integration of technologies and applications
 Analyzed IT projects to determine how these are aligned with ESDC’s business objectives
 Analyzed IT project management approaches and made recommendations for improvement (how to align with business objectives and goals; how to assure integration of projects to assure project success)
 Analyzed ITSM, CPP, OAS and EI processes to determine maturity levels and integration of technologies/applications and made recommendations on how to effectively model processes and integrate technologies/applications; provided a list of initial ESDC business processes that currently don’t exist or are not documented and communicated such as the program application process, complaint process, appeal process, Fraud Reporting process, Self-Serve Registration process (i.e. ROE Web account, MyService Canada account)
 Analyzed iGrafx repository, it’s hierarchy and overall inventory; made recommendations for re-design and how to establish control of process development and governance
 Defined and recommend KPIs and metrics as part of ESDC program and service performance and ITSM performance management
 Mapped current state ITSM processes and functions such as Incident Handling, Change and Release Management (incl. Service Desk Solution BMC), Configuration Management, and assessed their maturity level for future ITSM process development
 Analyzed current Departmental Value Stream Model (DVSM) and Process Classification Framework and made recommendations for improvement
 Engaged with various teams to assist in process design activities such as defining official ESDC business processes and discuss a new process classification scheme
 Developed ESDC’s Service Delivery Model and made recommendations for business and operational process development and growth opportunities
 Researched and analyzed requirements for alignment with business objectives and goals (project outcomes) as part of ESDC’s overall project management life cycle and SDLC and made recommendations for improvement
 Reviewed ESDC’s departmentalized functions and recommend necessary changes for efficient process development and alignment to develop an effective and controlled ESDC enterprise architecture; made recommendations for improvement


PROJECT 34

Client: Department of National Defence, Defence Information Management Engineering Integration
(DIMEI)
Project: Operational Process Development and Organizational Assessment
Duration: April to June 2019 (3 months)

In 2017 Canada adopted its new Defence policy called Strong, Secure, Engaged (SSE).The policy outlines a clear path for the future of the Department of National Defence and for the Canadian Armed Forces(DND/CAF) and repeatedly calls for the effective use, dissemination, management, protection and defence of information fundamental to DND/CAF initiatives and operations.
ADM/IM has identified Directorate of Information Management Engineering and Integration (DIMEI) as the lead engineering and architecture team for the DND/CAF information network to support the DND/CAF IM Program. The newly designed interim Directorate of Information Management Engineering and Integration (DIMEI) Intake Process would be defined as the standard process for handling all engineering service requests.
As an input to the DIMEI Intake Process the DIMEI Engineering Service Request (DESR) form is used to collect client information and prioritize and assign tasks to DIMEI service owners as part of request fulfillment.

Summary of Services:

 Analyzed DIMEI’s current organizational and functional structure and advised on how to change structures
 Prepared a questionnaire and collected tasks and activities performed within DIMEI to determine and clearly define DIMEI’s business and advised client how to set mandate, goals and objectives for current and future fiscal year
 Analyzed EITSM processes developed by NSMO during the EITSM project 2014-2017 to determine integration gaps and advised clients to create cross-functional processes
 Developed DIMEI’s service request intake process
 Collected and analyzed current DIMEI’s IT services as part of DND/CAF EITSM service catalogue development and integration with ITSM processes
 Performed change impact analysis (including the potential impact on external clients, internal users, stakeholders, services and ITSM and corporate planning processes)
 Provided onsite change management mentoring and advisory services for group of stakeholder and individuals if and when required
 Developed Process Guidance document
 Drafted new DIMEI SharePoint website
 Developed and/or updated business cases, blue print and (IT) project plans for DIMEI IT Service Transformation as part of TB submissions and Gating process
 Analyzed IT assets/materiel management practices and provided recommendations including the benefits of implementing and integrating a Configuration Management Database (CMDB).
 Collected and analyzed DBRM’s Business Investment planning process and requirements development practices as part of DIMEI services delivery; analyzed project management life cycleand project portfolio management (incl. Major and Minor projects funding and approvals)
 Reviewed DIMEI’s roles and their responsibilities to determine future skill and knowledge requirements when changing processes and procedure
 Performed change management activities, developing project and change management plans, change management strategies, communication strategies and plans, HR Engagement
 requirements strategy due to anticipated changes in operational roles and responsibilities when delivering services, working with target stakeholders to ensure alignment with business objectives and goals and update/correct skills and knowledge levels where necessary to enable and institutionalize the change;
 Reviewing IT/IM Security practices for logical and remote access controls
 Developed practical and actionable tools and templates such as visual communications tools (business and service models,) to enable stakeholder engagement for implementing and institutionalizing change and implement new technical and process solutions.
 Identified any issues, problems or areas of concern as they arose
 Scheduled and facilitated interviews and meetings with stakeholders



PROJECT 33

Client: Public Services and Procurement Canada, Chief Information Officer Branch/Digital Services Branch (DSB)
Project: Cloud Readiness Assessment for digital transformation projects
Role: Business Process Consultant/ Business Architect
Duration: January 2019 (1 month)

The Enterprise Architecture team within the DSB Branch provides leadership and oversight in the area of Public Cloud Development.

Additionally to performing a PSPC’s Cloud Readiness Assessment Ms. Kleen also,

 Analyses and/or develops business success "critical success factors"; Analysis and development of architecture requirements design, process development, process mapping and training;
 Performs Stakeholder impact and business and operational requirements analysis
 Performs gap analysis of PSPC’s capability to provide client services using the traditional network infrastructure to cloud services
 As part of business requirements and process analysis, research, interpret and align business rules to policies
 Performs maturity assessment of the PSPC Cloud implementation Strategy
 Performs application migration prioritization / readiness as part of the Cloud Readiness Assessment

PROJECT 32

Client: Canadian Border Services Agency
Project: Advanced Passenger Information/ Passenger Name Record (API/PNR) program management and delivery assessment for digital transformation projects
Duration: December 2018 to February 2019 ( 3 months)

CBSA is responsible for border management that contributes to the safety and security of Canada and facilitates the flow of persons and goods, thereby contributing to Canada’s prosperity. The CBSA carries out its responsibilities with a workforce of approximately 14,000 employees, including over 6,500 uniformed CBSA officers who provide services at approximately 1,200 points across Canada and at 39 international locations.

CAST is the first point of contact for all Advance Passenger Information (API)/ Passenger Name Record (PNR) Program clients. It provides daytime support to API/ PNR clients through email and telephone and advises all internal and external clients of system outages. The information collected under the Program allows the CBSA to perform risk assessments on air travelers and crew while they are on their way to Canada. Commercial airlines are required by law to provide the CBSA API and available PNR data for all travelers before a flight arrives in Canada.

API data is basic information about passengers and crew members. It includes your name, date of birth, gender, citizenship, and travel document data (e.g. passport number). This information is available from the machine-readable area of your passport.

PNR data is information which comes from commercial airline's departure control and reservation systems. PNR data collection varies from one airline to the next. It can include: the type of ticket you have, the date of travel, the number of bags, and your seating information.

Ms. Kleen is undertaking an assessment of the API/PNR program including the future integration of the Entry/Exit and PPP requirements and a review of the Carrier Account Support Team (CAST) who perform critical task and activities of the API/PNR program delivery.

Summary of Services:

 Prepare and manage Project plan
 Analyze background material provided by CBSA Project Authority including corporate and ITIL processes, procedures, MOUs, Service Catalogue, organizational structure and functions
 Map and analyze business and operational processes such as carrier registration process, incident handling process, escalation and complaint handling activities, record and information management practices to determine workload and process maturity levels
 As part of business requirements and process analysis, research, interpret and align business rules to policies
 Schedule and facilitate workshops to collect and document process tasks and activities performed by CAST and other stakeholders (hand-offs of responsibilities)
 Schedule and facilitate individual interviews
 Prepare and deliver API/PNR program assessment report that presents findings and recommendations for improvements for collecting and managing API/PNR and future Air Entry/Exit and PPP data and improve client services
 Review job and work descriptions and their TBS classifications as part of employee performance management
 Review API/PNR program performance management including KPIs and metrics
 Analyze CBSA’s functional departments (organizational functions and their structure)


PROJECT 31

Client: Department of National Defence - ADM IM
Project: Information and Records management Program Transformation
Duration: June 2018 – September 2018 (4 months)

In April 2014, the Defence Capability Board approved the essential need for an Electronic Document and Records Management (EDRMS) to support decision making, enable to shift to electronic records, and achieve compliance with GC legislation and directives. Implementing an EDRMS to its knowledge workers will modernize many aspects for a Department of National Defence/Canadian Armed Forces’ (DND/CAF) information management while concurrently enabling the transformation of business processes towards greater effectiveness and efficiency.

The absence of a Department of National Defence/Canadian Armed Forces (DND/CAF) enterprise-wide information and records management (EDRM), coupled with a fragmented, non-standard Information Management (IM) program, creates acute challenges for the effective management and security of information, as well as for knowledge sharing and collaboration.

In the past, DND/CAF has developed and implemented a number of solutions to support the management of its documents and records, including the implementation of Record Document Information Management System (RDIMS) in various areas, e-mail, shared drives, and collaborative tools. As information becomes increasingly complex and abundant, managing information becomes progressively challenging and time-consuming.

DND/CAF Information and Record Management practices need to align with the DND’s Defence Plan, the DND reporting framework and ADM IM’s mission and vision to achieve efficient, effective and standardized information and records management to support DND’s programs and military operations, fostering informed decision-making using Data Intelligence and Analytics, facilitating accountability, transparency and collaboration while preserving historical military records and address Government of Canada (GC) mandated changes for consistent and complete information.

Summary of Services

 In-depth analysis of DND’s Information and Records Management governance and practices including policies, processes, procedures such DND’s records classification manual and Enterprise Information Architecture (EIA)
 Analyzed and provided recommendations on project management to align individual, stove-piped IM/RM initiatives with DND Defence plan and ADM IM information plan and attain better overview of project performance
 Collected and analyzed Metadata as part of a future migration
 Collected and reviewed Security classification as part of Information and Records Management
 Reviewed file naming conventions and made recommendations for a universal DND standard naming convention and taxonomies
 As part of business requirements and process analysis, research, interpret and align business rules to policies
 Analyzed and drafted new ASP GCDOCS folder structure
 Analyzed existing reporting capabilities and develop new KPIs and metrics as part of IM Program performance management and reporting
 Analyzed of Data and Information Security
 Analyzed and documentation of DND’s e-Discovery processes for Litigations
 Analyzed DND’s departmentalized functions, groupings and ‘chain of command’ structure as part of ASP GCDOCS Folder structure development
 Performed in-depth Options Analysis for migrating folder structure from previously migrated systems
 Reviewed and made recommendations on DND’s Disposition process incl. records classifications, retentions and transfer activities to LAC and information digitization as part of DND’s Electronic Imagining Management program
 Performed an migration options and cost-benefit analysis
 Planned and documented DND IM Program transformation
 Project management
 Prepared detailed presentation of DND/CAF’s information and records management practices and recommended a new project approach on how to establish DND/CAF’s e-Discovery capabilities, develop efficient processes, align with the new Defence policy and DND strategic plan and integrate with DND/CAF’s new Data Analytics organization


PROJECT 30
Client: Employment and Social Development Canada
Project: Investment Planning and Business Case Development for digital transformation projects
Duration: March 2018 – June 2018 (4 months)

TISMB was established as the focal point within ESDC to provide the horizontal and integrated business planning required to deliver on the goals of the Service Strategy, including leading transformation initiatives such as the Service Transformation Plan (STP), Benefits Delivery Modernization (BDM) and Integrated Service Management (ISM) to position the Department to realize the ESDC Service Strategy and business goals.

While the STP and other modernization initiatives will lead towards a common service delivery end-state, capability gaps have been identified within ESDC pertaining to the integrated management of services.

In March 2017, the Service Management Committee approved an initial suite of ISM initiatives, including the establishment of a Channel Management Center (CMC) to collect, analyze business and operational data and to manage and report on current and emerging business and operational needs.

Summary of Services

 Collect and analyze documentation for investment planning
 Develop Investment proposal/business case, blue prints and (IT) project plans for ESDC’s Service Transformation as part of TB submission and ESDC gating process
 Review and make recommendation on how to improve ESDC’s investment planning activities and review cycle to reduce cycle times and eliminate redundancies
 Determine business, stakeholder, user and initial functional and non-functional requirements for implementing a CMC to
 Review ESDC Corporate Risk profile, ESDC service transformation plans (2 separate documents), ESDC Departmental Plan, ESDC Service Strategy, the Open Government Implementation Plan-Employment and Social Development Canada, IITB’s IT/IM plan to ensure the ‘CMC project’ aligns with ESDC’s corporate and operational objectives and goals and made recommendations on how to align
 Make continuous recommendations to senior management on how to change the current ESDC service transformation approach for successfully transforming service delivery and how to integrate transformation projects to be able to report on ESDC’s overall transformation progress
 Developing visual communication material such as ESDC Service Delivery Model and Data collection model to establish Business Intelligence and Data analytics practices
 Reviewing and developing ITIL processes on how they support ESDC’s (future) business processes (to be developed) for all ESDC programs incl. Passport and EI) and integration with ServiceNow cloud environments
 Review ESDC’s organizational structure and functions and make recommendations for consolidations to eliminate redundant activities/responsibilities (incl. data and information management and analytics) for greater program and service management and oversight
 Review data management practices and current BI solutions for the development and implementation of an enterprise-wide BI solution and tools
 Analyze operational and business processes to determine how, how data is collected, entered into databases, accessed and shared






PROJECT 30
Client: Parliamentary Protective Services (PPS)
Project: Organizational Assessment and Shift Management Review
Duration: July 2017 – November 2017 (5 months)

Established under the Parliament of Canada Act, the Parliamentary Protective Service (PPS) is an independent Parliamentary entity which is responsible for all physical security matters throughout the Parliamentary Precinct and Parliament Hill.

Under the leadership of the RCMP, the PPS division is to provide integrated security operations in accordance with an agreement entered into by the Speaker of the Senate, the Speaker of the House of Commons (HoC), and the Commissioner of the RCMP and ensure the safety of parliamentarians, employees and visitors throughout the Parliamentary Precinct and the grounds of Parliament Hill while maintaining an open and secure Parliament.

 Assess organizational governance, capacity and capability for service delivery and support
 Map current and develop future state processes relating to event planning, request handling, scheduling, review and approvals;
 Develop a requirements document as a supporting document for RFIs and/or RFPs for a new technical scheduling solution and its integration with newly designed processes, work flows and other technologies such as PeopleSoft, Open Text Content Management Server (GCDOCS) and MS Sharepoint.
 Advise on frameworks, methodological approaches and designs for Service Management;
 Developing and recommending PPS’ initial corporate governance system of policy, rules/specifications, practices and processes by which the department would be directed and controlled when delivering its services and programs and to balance the interests of many stakeholders including corporate and operational managers, employees, customers, suppliers, HR, and Finance
 Drafted a business case, blue print and ITSM improvement plan as part of TB submissions to implement new operational processes to improve shift management
 Develop/draft initial Transformation plan and initial Communications Plan
 Provide subject-matter expertise on Service Management (incl. IT) to various stakeholders on effective management practices to improve performance, how to define Key Performance Indicators (KPIs) and how to address key issues; identifying and evaluating critical success parameters, factors and performance measurements and defined metrics to commence benchmarking performance of processes and delivery of services and programs
 Deliver an organizational assessment report with findings and recommendations how to improve scheduling, reduce operational costs, and sustain/increase PPSs capacity and capacities for protecting life and property and to maintain peace and public order within the Parliamentary precinct
 Present findings and recommendations to senior management
 Schedule meetings and process design/JAD workshops to engage stakeholders to understand their responsibilities and operational environment

PROJECT 29
Client Correctional Services Canada
Project: Information and Records Management Program Development and digital transformation
Duration October 2016 – June 2017 (9 months)

Assignment A)
Information and Records Management Program Development and integration of GCDOCS technology (Opentext Content Management Server)

Summary of Services

 Develop Information, Data and Records Management practices and processes
 Research and analyze IM governance documentation such as acts and regulations, policies, guidelines as part of operational and business alignment and integration requirements;
 Develop GCDOCS project material and onboarding strategy
 Advised on frameworks, methodological approaches and designs for Service Management;
 Provided subject-matter expertise on Service Management (incl. IT) to various stakeholders on effective management practices to improve performance, how to define Key Performance Indicators (KPIs) and how to address key issues; identifying and evaluating critical success parameters, factors and performance measurements and defined metrics to commence benchmarking performance of processes and delivery of services and programs
 Analyze CSC’s capabilities and capacity and the maturity of processes for implementing GCDOCS (Opentext Content Management Server) and developed an initial corporate governance system of policy, rules/specifications, practices and processes by which the department would be directed and controlled when delivering its services and programs and to balance the interests of many stakeholders including corporate and operational managers, employees, customers, suppliers, HR, and Finance in support of improving CSC’s program and services delivery (incl. IT)
 Map current state Information and Record Management processes and develop future state processes to be able to develop a clear folder structure in GCDOCS (Opentext content management server)
 Analyze CSC’s current organizational functional structure, programs and services and make recommendations on how to change them for GCDOCS (Opentext Content Management Server)and PAA alignment
 Analyze laws and regulations related to correctional services and document compliance issues

Assignment B)
eDiscovery Environmental assessment and integration with GCDOCS project

CSC has a legal obligation to collect and produce physical and electronic documents for the purposes of litigation. There is significant opportunity to improve upon the current state.

CSC is currently defending several large legal challenges on administrative segregation in relation to the mentally ill, women and aboriginal offenders as well as the general policy framework around segregation provisioned in CCRA, CCR and CSC Policy.

In 2015, a collection was completed the Department of Justice (DOJ). It was performed manually by CSC OPI at the national, regional level as outlined in the Administrative Segregation Litigation Collection guide.
The judge in the BCCLA/JHS constitutional challenge directed CSC to update its collection as soon as possible.

Summary of Services

 Schedule and facilitate process review workshops/meetings
 Develop Requirements Traceability Matrix
 Analyze and document current state eDiscovery process relating to ATIP, Legal and Investigations;
 Perform operational assessments of CSC sections and branches to collect and map current processes and develop future Information Management processes (incl. eDiscovery ) and enabling and supporting technologies such as GCDOCS (Opentext Content Management Server), Sharepoint, InfoFusion, MS Dynamics;
 Gathered, analyzed and documented business, stakeholder, user, and solution requirements (functional and non-functional);
 Analyze corporate and IT/IM Governance structure (incl. corporate and operational processes and policies) and provide feedback and recommendations for improvement
Assignment C) Incident Investigation Branch (IIB) Capability and Capacity Assessment
CSC is required by the Corrections and Conditional Release Act (CCRA) section 19 to investigate,
(1) Where an inmate dies or suffers serious bodily injury, the Service shall, whether or not there is an investigation under section 20, forthwith investigate the matter and report thereon to the Commissioner or to a person designated by the Commissioner.

Similarly, in accordance with Section 20 of the CCRA, the Commissioner may appoint a Board of Investigation (BOI) to investigate and report on any matter relating to the operations of Federal Correctional institutions.

In accordance with Directive (CD) 041 and CCRA Sections 97 and 98 the Director General (DG) of the Incident Investigation Branch (IIB) has delegated authority to arrange (convene) investigations into any matter relating to the operation of Federal Correctional institutions and to carry out CCRA sections 19 and 20 by convening Boards of Investigation (BOI) (aka incident investigation teams) to investigate and document the circumstances of incidents that result in serious bodily injury and/or death in federal correctional institutions.

The outcome of an incident investigation is an investigation (BOI) report with fact findings about the incident(s) and recommendations to make improvements to CSC’s policies and/or practices to prevent the same or similar incidents.

An equally important part of IIB’s mandate is to assist with identifying gaps, lessons learned, and best practices through an analysis of investigation data and trends to provide staff with the tools and supports to prevent incidents of Serious Bodily Injury (SBI) and deaths.
Based on a 2016-17 Mid Year review, CSC is exploring a renewed approach for data governance (collection to reporting) with recognition that data is a key corporate asset, which is the foundation to deliver the established key performance indicators (KPIs) to successfully measure CSC’s corporate and IIB’s operational performance.

Summary of Services

 Analyzed the capabilities and capacity of the branch to fulfill its mandate as required by the Corrections and Conditional Release Act (CCRA);
 Developed business, user and functional and non-functional requirements for a case management solution
 Developed a Business Case for IIB’s branch as part of TB submissions, funding requirements and project gating process and project integrations
 Mapped IIB’s current investigation management processes
 Developed future state management processes that demonstrated how to save time, costs and assured more effective resource utilization by integrating technologies such as GCDOCS and MS Dynamics


PROJECT 28
Client: Health Canada
Project: Information Management Services Directorate (IMSD) Transformation and Strategic Business Planning
Role: Business Architect /Business Process Reengineer
Duration July 2016 – September 2016 (3 months)

The Strategic Planning group has a number of reporting responsibilities and must liaise with external resources to complete planning activities. Processes are not well documented or very efficient and tool functionality is limited. Most planning activities are manual. In addition, the Information Management Services Directorate (IMSD), under which Strategic Planning and other groups reside, is undergoing transformation.

Although a number of processes will need to be addressed, assistance is required initially with three areas of focus, as identified by an in house working group.

Summary of initial services

 Lead the development of process documentation such as process maps and procedure documents
 Lead the improvement and integration of processes used by Strategic planning group
 Review current planning activities for the development of IMSD Operational plan and IT plans
 Assist in improving the processes
 Developed an initial corporate governance system of policy, rules/specifications, practices and processes by which the department would be directed and controlled when delivering its services and programs and to balance the interests of many stakeholders including corporate and operational managers, employees, customers, suppliers, HR, and Finance.
 Integrating strategic planning with project portfolio management
 Hold briefings and training sessions
 Perform knowledge transfer


PROJECT 27
Client: Transport Canada
Project: Multimodal Digital Transformation of Safety and Security Services
Duration Jan 2016 – June 2016 (6 months)



In August 2013, the Deputy Minister (DM) initiated Safety and Security 2020. Its objective was to develop recommendations for the transformation of delivery of Transport Canada’s regulatory programs and services.

The feedback from Safety and Security 2020 consultations in 2013-2014 was themed, ranked and validated and the top twenty (20) results indicated there was a need for,
- more efficient and integrated data systems;
- expansion of mobile technology for safety and security inspectors inspectorate and officers;
- creating a common safety and security lexicon and definitions;
- establishing better management practices to improve the delivery of regulatory programs and service.

In September 2015 an executive management committee approved the establishment of a Multimodal Business Transformation team (MBTT), that was launched in November 2017.

As a member of the MBTT, Ms. Kleen designed and/or re-designed the departmental Internet and/or Intranet information architecture as part of re-engineering Transport Canada’s business processes and business service model development

Summary of Services

 Gathered, analyzed and documented business, stakeholder, user, and solution requirements (functional and non-functional);
 Mapped business processes and their supporting and enabling technologies and applications and assured integration TC’s internal and external Web information architecture and assured compliance with GoC web standards and common look and feel for websites to improve customer service and response times(aka process optimizations incl. automation of process activities or entire processes)
 Advised on frameworks, methodological approaches and designs for Service Management;
 Provided subject-matter expertise on Service Management (incl. IT) to various stakeholders on effective management practices to improve performance, how to define Key Performance Indicators (KPIs) and how to address key issues; identifying and evaluating critical success parameters, factors and performance measurements and defined metrics to commence benchmarking performance of processes and delivery of services and programs
 Developed Business Case, Business Transformation (BT) Project Charter and plan (WBS) to establish and demonstrate funding requirements and prepare for TB submissions for the gating process
 Developed and documented network related policies, standards, procedures and processes including interfaces/integration points of manual to automated operations/activities;
 Served as the liaison between the development team and business representatives; coordinated with the Solution Architect (s) (or those accountable for developing the solution, and the vision for the solution).
 Analyzed the current functional organizational structure, business architecture and their supporting processes and the use of best practices for managing and maintaining Internet and Intranet site , determining integration of processes and flow of information, core competencies and responsibilities of various positions;
 Drafted and recommended an initial corporate governance system of policy, rules, practices and processes by which the department would be directed and controlled and to balance the interests of many stakeholders including corporate and operational managers, employees, customers, suppliers, HR, and Finance to support the delivery of new Transport Canada’s service and programs and operational changes involving mobilization of reporting practices of inspectors
 Prepared oversized architectural drawings/process maps (business and operational governance posters) for meetings and coaching sessions to present how to integrate business with technology;
 Based on a detailed, end-to-end Process analysis, developed/drafted a new EA model that defined the future structure and operation of the organization and policies that would enable the organization to better carry out its mandate and functional responsibilities, and demonstrated how they would integrate with the organization's current actual and planned capabilities in terms of computers, data, information, human resources, communication facilities, and software and management responsibilities;
 Analyzed business plans and project documentation to identify and analyzed business transformation impacts to the organization and performed options analysis and financial analysis
 Planned the requirements development process, determining which requirements are the highest priority for implementation, and managing subsequent change;
 Assessed and recommended implementation alternatives to multi stakeholder groups including development teams and business clients through the creation of artifacts;
 Serve as the liaison between the development team and business representatives; coordinate with the Solution Architect (s) (or those accountable for developing the solution, and the vision for the solution).


PROJECT 26
Client: Global Affairs Canada
Project: Digital Transformation project for Service Delivery and Asset Management
Duration October 2015 – Dec 2015 (3 months)

Global Affairs Canada’s primary responsibility is the promotion and protection of Canada’s values and interests abroad and the conduct of Canada’s international relations with other countries. Currently, Canada operates 160+ diplomatic missions in 110+ countries, including numerous missions to multilateral organizations.

The spread and complexity of Canada’s representation abroad has a profound impact on the nature and scope of the Department’s IM/IT infrastructure, equipment, business practices, and services.

As part of Global Affairs Canada ongoing IM//IT transformation activities DFATD’s there is a powerful imperative to provide an extensive, effective, and efficient world-wide communications platform for all Canadian departments and provinces that strive to maintain an international presence. This communications platform must be a highly reliable system, capable of operating around the clock and around the globe to give Canada its network of always-connected individuals and offices, world-wide.

Summary of Services

 Provided strategic advice and guidance to the Deputy Director—Solution Architecture, SAM/APM Program Operations Team Lead, and SAM/APM Team;
 Provided subject-matter expertise on Service Management (incl. IT) to various stakeholders on effective management practices to improve performance, how to define Key Performance Indicators (KPIs) and how to address key issues; identifying and evaluating critical success parameters, factors and performance measurements and defined metrics to commence benchmarking performance of processes and delivery of IT services and programs
 Developed IT Governance model and policies;
 Reviewed and make recommendation to current work and job descriptions
 Assisted in developing estimates and costing tables while developing a business case and Business Requirements document;
 Developed and maintained project plan
 Advised on frameworks, methodological approaches and designs for Service Management;
 Drafted and recommended an initial corporate governance system of policy, specifications/ rules, practices and processes by which the department would be directed and controlled and to balance the interests of many stakeholders including corporate and operational managers, employees, customers, suppliers, HR, and Finance integrating business with operations
 Analyzed and modeled the current and future organizational structure due to redesign of business and operational processes;
 Reviewed DFATD’s current organizational structure and processes to determine the core competencies and responsibilities of various positions during process design and recommend new key responsibilities and accountabilities;
 Mentored the SAM/APM Team, providing strategic, operational, and tactical advice, guidance, and insight in order that she/he can simultaneously run the SAM/APM business and change the SAM/APM program;
 Coach members of the integrated SAM/APM Program Team to develop, broaden, and deepen their understanding, knowledge, experience, and expertise regarding the SAM/APM Program’s needs, requirements, and expectations;
 Analyzed the statement of requirements (SOR) and other project documentation to identify and analyze business transformation impacts to the organization and performed options analysis and financial analysis for detailed cost estimates
 Establish an enterprise-level Interest Working Groups (IWG) in order to effectively and efficiently manage the complete lifecycle of DFATD’s existing and future desktop software/solutions and corporate applications;
 Prepared and presented briefings and presentations, to DFATD’s executive-management team and various partners and stakeholders as required;
 Addressed day-to-day issues and concerns, and propose risk-mitigation strategies and plans to ensure the Program’s ongoing success;
 Assisted with the development of an operational cost model for the delivery of SAM/APM Program business practices;


PROJECT 25
Client: HRSDC/ESDC
Project: Digital Transformation project for Employment Insurance
Duration: July 2015 – September 2015 (3 months)

The Employment Insurance (EI) Service Delivery Transformation project was in the early stages of discovery and research and engagement with business & technology leaders with increased focus on gathering in depth research into business transformation in areas related to IT service delivery. This included activities such as common benefits processing potential (multi-program), business process re-design, technical renewal & other modernization themes.

HRSDC was positioning itself to be able to respond to business changes quickly and continue to improve service delivery while reducing ongoing operational effort and costs. Work completed included a current state assessment document to develop and socialize a standard Business Architecture Model.

As a member of the EI Transformation team, Ms. Kleen designed and/or re-designed the departmental Internet and/or Intranet information architecture as part of re-engineering HRSDC’s business processes such as EI Application and Dispute Resolution process and HRSDC’s business service model development

Summary of services

 Analyzed previously established process documentation (maps, procedures);
 Analyzed the initial EI Service Delivery Modernization Concept of Operations;
 Recommended/provided detailed roadmaps/strategic transformation plans for IT and general business management and governance practices development in support of establishing ITIL-compliant IT business practices;
 Analyzed business plans and project documentation to identify and analyzed business transformation impacts to the organization and performed options analysis and financial analysis for detailed cost estimates
 Mapped (internal/external) client service processes and assured integration HRSDC’s internal and external Web information architecture and to assure compliance with GoC web standards and common look and feel for websites to improve customer service and response times(aka process optimizations incl. automation of process activities or entire processes);
 Prepared/authored presentations and presented to stakeholders, and facilitated meetings and discussions ,Coached various stakeholders including senior management;
 Performed high-level organizational assessment including the use of best practices for managing and maintaining Internet and Intranet sites for processing applicant information and service requests.
 Reviewed organizational structure and processes to determine the core competencies and responsibilities of various positions during process design and recommend new key responsibilities and accountabilities;
 identifying and documenting the approach to be used in defining business processes;
 Prepared process workshop material using Powerpoint and/or Visio and facilitate workshops;
 Mapped business and operational processes (incl. Service Desk) and developed business models using Visio and/or iGrafx;
 Performed a solution option analysis and made solution recommendations to align business and operation management practices.
 Worked with multiple stakeholders to consider process improvements including automation, stream-lining, reducing volumes and improving controls
 Developed Gap analysis table using MS Excel;
 Coached staff/stakeholders to define processes in support of transformation and change management activities.




PROJECT 24
Client: Department of National Defence, Canadian Armed Forces
Project: Digital Transformation project for Operational Service Delivery and Support (Service Desk Consolidation)
Duration: Jan 2015 – June 2015 (6 months)


The current climate of deficit reduction, spiraling IT delivery costs and the transition to a shared services culture within government drives the need to adopt common standards leveraging industry best practices to achieve efficiencies and optimize the use of limited resources available across all levels of government. DND’s current IT environment consists of a complex collection of costly, decentralized silos of service delivery units which prevents resource optimization and hinders achievement of operational efficiencies for the department. Additionally, there is a lack of integration of IT service delivery information, causing difficulty in providing consistent, accurate, and meaningful IT management information for the situational awareness of decision makers. The newly established DND/CF Information Technology Service Management (ITSM) program will transform the current IT/IM service support and delivery method and will address the previously mentioned deficiencies.

The key objective of the DND/CF IT/IM transformation initiative is to address the rationalization and optimization of IT services provisioned across Department of National Defence/Canadian Forces (DND/CF), with the implementation of a new service delivery and governance model, based on the concept of centralized control and distributed execution to support the evolution of enterprise service delivery and management.
As a member of the ITSM Transformation team, Ms. Kleen designed and/or re-designed the departmental Internet and/or Intranet information architecture as part of re-engineering DND’s ITSM processes such Business Intake process and Service Request Handling and ITSM Service model development

Summary of Services:

 Analyzed the statement of requirements (SOR) and other project documentation to identify and analyze business transformation impacts to the organization and performed options analysis and financial analysis for detailed cost estimates
 Examined and analyzed the current state data in the areas of finance, HR, IT/IM Service Support and Delivery processes;
 Performed an organizational review, analyzing and documenting current Governance and functional organizational structure using MS Visio and/or iGrafx, ;
 Reviewed the core competencies and responsibilities of corporate/senior management and operational positions during process design and recommend new key responsibilities and accountabilities;
 Assisted in developing estimates and costing tables while working on business case and business requirements documentation;
 Developed corporate IT/IM governance structure to support DND CAF IT/IM Program and provided subject-matter expertise on Service Management (incl. IT) to various stakeholders on effective management practices to improve performance, how to define Key Performance Indicators (KPIs) and how to address key issues; identifying and evaluating critical success parameters, factors and performance measurements and defined metrics to commence benchmarking performance of processes and delivery of services and programs
 Integrating operations with business business functions and processes with operational functions and processes;
 Performed a solution option analysis and made solution recommendations to align business and operation management practices.
 Drafted business cases, blue print and (IT) project plans to collect and document business, stakeholder, functional and non-functional requirements as part of TB submissions and gating process
 identifying and documenting the approach to be used in defining business processes
 Drafted and recommended an initial corporate governance system of policy, rules/specifications, practices and processes by which the department would be directed and controlled, integrated and to balance the interests of many stakeholders including corporate and operational managers, employees, customers, suppliers, HR, and Finance.
 Mapped ITSM processes and assured integration of DND’s internal and external Web information architecture and to assure compliance with GoC web standards and common look and feel for websites to improve customer service and response times(aka process optimizations incl. automation of process activities or entire processes);
 and developed their documentation in support of TBS ITPIN compliance
 Reviewed cultural change management issues such as employee rewarding system, HR policies (hiring/firing strategies, employee retention plans, stress management), during business transformation activities and made recommendations to senior management how to address issues incl. Union issues;
 Reviewed organizational structure and processes to determine the core competencies and responsibilities of various positions during process design and recommend new key responsibilities and accountabilities;
 Identify potential areas for optimization of services, resources and processes (process optimization);
 Analyze and identify impacts and opportunities resulting from the transformation to a new centralized IT service delivery model;
 Developed/recommended and delivered an Asset and Portfolio Management Practice for corporate applications and/or software (Corporate Software Asset Management (SAM) Practice and a Corporate Application Portfolio Management (APM) Practice as part of the IT Governance structure)
 Develop/update operational and/or business processes and procedures using MS Visio, MS Excel, Word and/or Powerpoint application;
 Document the project’s transformation plans, O&E and HR strategies as it relates to the new service delivery model;
 Document the project’s new organizational structures and toolkits as it relates to the new regional organizational models.
 Execute project’s communications plans and strategies in support of the project change management strategy;
 Propose and develop new content and messaging for intranet site in support of the transformation and leveraging existing capabilities and resources;
 Performed project and risk management activities, prepared communication releases, briefings, presentations, warning orders, audio-visual marketing materials in support of building awareness, support and buy-in from stakeholder communities for the transformation initiative;
 Developed transfer agreements between the key service provider organizations
 Examined and analyzed the current state data in the areas of IT Services, processes and IT resources establishing baselines for each of the stakeholder;
 Prepared and documented transfer agreements using MS Word for stakeholder consideration in the context of the project’s transformation objectives to a new service delivery model;
 Provided support to project leadership in the advancement of the organizational transformation, governance and communications work package(s) created awareness and recommendations relating to systems certifications and accreditation and security compliance requirements.

PROJECT 23
Client: Department of National Defence, Canadian Armed Forces
Project: Digital Transformation for IT&E (Individual Training and Education) / Defence Learning Network (DLN)
Duration: June 2014 – December 2014 (7months)


Led by the Military Personnel Generation (MILPERSGEN) Core Team and the IT&E Modernization Working Group the strategic savings and the modernizing of IT&E Modernization (CAF Campus) are products of a learning architecture that identifies and leverages technical innovation and best practices from within the CAF and throughout industry, academia, our allies, and other government departments, and synchronizes IT&E investment across the Force.

This initiative will bring significant transformation to the CAF learning culture that will be motivated by the implementation of this modern learning architecture. CAF Campus will affect traditional training approaches and embrace the nature of a true modern learning organization.

The Defence Learning Network and the Maritime Security Operations Center projects will transition from project implementation (developing and delivering capabilities) to in-service support (sustaining the developed capabilities) at or around effective project close-out. This transition will require detailed planning and execution to ensure the smooth transition from the project delivery organization to the in-service support organization(s).

As a member of the DLN Transformation team, Ms. Kleen designed/ re-designed the departmental Internet and/or Intranet information architecture as part of re-engineering DND’s DLN business processes such as course application process/Business Intake process, Service Request Handling and ITSM Service model development


Summary of Services

 Performed an organizational review, analyzing and documenting current Governance and functional organizational structure
 Drafted and recommended an initial corporate governance system of policy, rules/specifications, practices and processes by which the department would be directed, integrated and controlled and to balance the interests of many stakeholders including corporate and operational managers, employees, customers, suppliers, HR, and Finance.
 Mapped new functional governance and operational models/processes to demonstrate future alignment and integration between business and operations; assuring integration between DND’s internal and external Web information architecture and to assure compliance with GoC web standards and common look and feel for websites to improve customer service and response times(aka process optimizations incl. automation of process activities or entire processes);
 identifying and documenting the approach to be used in defining business processes;
 Developing Project Close out process;
 Reviewed organizational structure and processes to determine the core competencies and responsibilities of various positions during process design and recommend new key responsibilities and accountabilities and prepared oversized architectural drawings (business and operational governance posters) for meetings and coaching sessions to present how to integrate business with technology;
 Developed/recommended and delivered an Asset and Portfolio Management Practice for corporate applications and/or software (Corporate Software Asset Management (SAM) Practice and a Corporate Application Portfolio Management (APM) Practice).
 Reviewed the core competencies and responsibilities of corporate/senior management and operational positions during process design and recommend new key responsibilities and accountabilities;
 Documenting transfer of Vote funding to internal organizations (handover of financial responsibilities);
 Reviewing, updating current and/or developing new operational and/or business processes;
 Managing project and operational documentation (i.e. procedures, work instructions) and provide recommendations for improvements (incl. the usage of common Terms and Definitions, documentation structure);
 Gather, review and document business and operational requirements for integration with various financial and HR systems incl. DND’s the human resource information system (SAP, People Soft, and/or Oracle);
 Reviewed cultural change management issues such as employee rewarding system, HR policies (hiring/firing strategies, employee retention plans, stress management), during business transformation activities and made recommendations to senior management how to address issues incl. Union issues;
 Performed a solution option analysis and made solution recommendations to align business and operation management practices.
 Performed project management activities such as preparing initial project/transition (project close out) management plan for project to in-service support integration and transition, risk management; participating on defining transition schedule;
 Designing governance structures to integrate technology with business practices and parliament reporting requirements;
 Developing Performance Reporting documents using MS Word and initial key performance indicators (KPIs) for measuring business and operational performances, increase process efficiency and achieve program effectiveness;
 Coaching senior management;
 Reviewed DND’s current organizational structure and processes to determine the core competencies and responsibilities of various positions during process design and recommend new key responsibilities, accountabilities and authority levels;
 Provided support to project leadership in the advancement of the organizational transformation, governance and communications work package(s) created awareness and recommendations relating to systems certifications and accreditation and security compliance requir

Business Analyse, Business Process Model and Notation (BPMN), Business Process Reengineering (BPR), Corporate design, ITIL, Six sigma

5/2001 – 8/2003

- Development and modeling of business processes with IT integration
- Interdisciplinary collaboration with cross-functional IT teams and departments
- Project planning and management
- Develop a data collection process
- Development of documents and policies
- Professional advice in the requested area of responsibility


Entwicklung und Modellierung von Geschäftsprozessen mit IT Integrierung
- Interdisziplinäre Zusammenarbeit mit cross-funktionalen IT-Teams und Fachbereichen
- Projekt planung und –management
- Entwicklung eines Datenerfassungsprozesses
- Entwicklung technischer Dokumente
- Fachliche Beratung im angeforderten Aufgabenbereich

Business Process Model and Notation (BPMN)