“Find a job you enjoy doing, and you will never have to work a day in your life.”―Mark Twain

Profile Summary

Resourceful & knowledgeable, I am a well-trained and accredited Project Management practitioner/specialist and Knowledge Management aficionado. Having earned PMP®, MoP® - Portfolio Management Practitioner, PRINCE2® Project Management Practitioner and ITIL® IT Service Management, Foundation accreditation—I have a good knowledge-base of tactical and strategic project management theory, frameworks, techniques, methodologies, foundational standards, practice standards and good/approved best practices.

An individual of refreshing candor, an exceptionally conscientious practitioner/specialist who works honorably and with dedication; I foster project management success—by design. Continuous learning and putting project & knowledge management into action are hallmarks of my work! Speaking "truth to power" is important to me. I believe that effective enterprise/corporate-level management oversight and governance requires me to be transparent, honest and fair at all times.

Mark E. Geres - Project/Program/Product Management—Technical or Non-Tech | PMP® MoP® PRINCE2® ITIL®

Many project challenges and failures catch executives by surprise. But not all such surprises are truly unforeseeable—if you know where to look!

15+ years' work experience—an insightful mix of private and public-sector organizations.

Earned accreditations—PMP® Project Management Professional, MoP® Portfolio Management Practitioner, PRINCE2® Project Management Practitioner and ITIL® IT Service Management, Foundation.

It's important to note that being a certified project manager doesn't necessarily make you better than any other project manager. It just indicates that you have a certain level of knowledge and expertise, and that you can work proficiently in a project environment. Organizations are increasingly looking for certified project managers because the presence of a certified project manager on a project will increase the odds of project success. The assumption is that someone who has devoted thousands of hours to preparing for his/her certification exams plus ongoing participation in professional development activities, for instance, has learned something that will help keep the project running on time and on budget. Maintaining certification keeps you relevant and helps you better position yourself as the answer to what companies’ demand.

Where Work Opportunities Have Taken Me over the past 10+ Years! Project Offices—Providing Advice, Counsel, Governance and Oversight Support

Project management infrastructure.  Building an organizational structure and practices that supports and furthers project management success. Implementing project management offices. Policies and procedures. Forms. Methodology. Best practices. Assistance for troubled projects. Mentoring and coaching. PM Aid and assistance. Advice on project management throughout the organization. Lessons learned repository. Benchmarking information. Training for PMs. Project specific documentation. Project-specific processes, forms etc..

"There is no such thing as an ‘IT project’. There are only business projects with an IT component.”—June Drewry, CIO of Chubb Corp., InfoWorld, 2006

Delivering Business Projects with an IT Component

JOB TITLES/ROLES FOR WHICH I'D LIKE TO BE CONSIDERED

• Project Control or Project Administrator role.  To support a Project Manager or Program Manager to take over some of the routine administrative tasks that need to be done.

• Project Manager or Delivery Lead responsible for successful execution of assigned business and IT-enabled projects.

• Advisor-Analyst or Officer (within a Project Portfolio Office). Capacity management, capacity planning, supply and demand management, supply and demand optimization, capability assessment, capability development, performance reporting and analytics. Learning & Development: I'm seeking boundless opportunities to develop as a subject-matter-expert with CA PPM (formerly CA Clarity™ PPM) and/or Microsoft Project Server enterprise project portfolio management tools.

• Knowledge Management Project Delivery Administrator/Manager/Lead. Responsible for successful execution of assigned knowledge management (KM) projects.  A classic one-line definition of Knowledge Management (Davenport, 1994) is: “Knowledge Management is the process of capturing, distributing, and effectively using knowledge.", FYI.

N.B. Employee or Independent Contractor? I much prefer an Employee designation but, if required, I have an incorporated company, "PM by Design Canada Inc." in place for Independent Contractor scenarios.

Innovation is my strength; it’s my way of working!

It’s an attitude of enthusiasm and curiosity. It’s about observing what we currently do and wondering how it can be done better.

I Foster Project Management Success—by Design

Speaking "Truth to Power" Is Important

I believe that effective enterprise / corporate-level management oversight and governance requires me to be transparent, honest and fair at all times. An individual of refreshing candor, an exceptionally conscientious employee who works honorably and with dedication; I foster project management success—by design.

Delivering Successful Projects Is Important to Me

Project resources—people, money and material goods, etc.—are precious. Reducing waste, improving organizational performance and fostering customer service excellence are entrenched in my personal values. The ultimate purpose of project management is to create a continuous stream of project successes.

Bringing Together Project Stakeholders, Technologies, Ideas, and Information

I simplify project management through the application of tools and techniques and the application of international standards. It's all about PM success by design—simple is better—bringing together project stakeholders, technologies, ideas, and information.

Creating a Project-wide Culture of Workplace Wellness & Health

Promoting and encouraging stakeholder happiness and work life balance—reducing chronic worry and emotional stress.

Organizational Standards Are Important

A standard is a document, established by consensus and approved by a recognized body, which provides for common and repeated use, rules, guidelines or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context. Developed under a process based on the concepts of consensus, openness, due process, and balance. Standards provide guidelines for achieving specific project, program and portfolio management results.

Competencies That Often Underlie My Successful Performance at Work

BUSINESS | MANAGEMENT | TECHNICAL | BEHAVIORAL

Procedures and Tools

Ability to understand and apply established policies and procedures, tools and technical requirements to the project.

Strategic Thinking

Ability to analyze the future impact of decisions by taking a big-picture approach, and to strategically position the project within the business to relate to short and long-term objectives.

Client Focus

Understand who the client is and what the client's current & future needs are; be able to provide realistic expectations and to reach agreement with the client from the project's outset.

Values, Ethics, & Professional Conduct

Fostering and supporting the principles and values of the Project Management Institute (PMI®).

Creative Thinking

Questioning conventional approaches, exploring alternatives and responding to challenges with innovative solutions or services, using intuition, experimentation and fresh perspectives.

Located in Canada's National Capital Region | Ottawa-Gatineau

CONTACT 

Mark E. Geres

Phone (Canada): 1.819.827.2558

Mailing Address: 2 rue des Pins, Cantley, QC J8V 3L9 CANADA