file · web viewhe has gained extensive experience analyzing business, functional, non-functional,...

MR. FRANCO [email protected]

Position Description Senior Business Analyst/IT Specialist

Profile Mr. Zappavigna is a motivated Senior Business Analyst with over sixteen (17) years of information technology (IT) experience including business analysis, development and project management. He has gained extensive experience analyzing business, functional, non-functional, data warehousing requirements and business intelligence (BI), writing business and technical specifications, project charters and plans, test plans and end user documentation as well as reporting on and managing application development projects through the entire systems development life cycle (SDLC).

Mr. Zappavigna has successfully acted as a project and relationship manager liaising between various facets of IT, the business units, as well as the end users in order to analyze define and document the business processes and the business needs required to design business applications. He has been extremely successful in meeting project goals.

Language English

Per Diem $775/Day

Security Clearance Level: SecretFile No: 95-26-0643Expiry: 17-May-2026

Education 1999, Bachelors of Business Administration, University of Ottawa

2000, e-Business Web Developer, e-Commerce/WebDevelopment Program, Algonquin College of Applied

Arts and Technology

Professional Development 2007, ITIL Foundation

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mailto:[email protected]

2012, Developing Rule Solutions in IBM WebSphere Operational Decision Management, IBM Software

Group Education

2009, IT Relationship Management, Learning Tree International

2008, Hands-On Microsoft Project: Managing Multiple and Complex Projects, Learning Tree Management Institute

2007, Foundation Certificate in IT Service Management, EXIN – Examination Institute for Information Science

2006, Business Systems Requirements Analysis, The Institutefor System Analysis

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PROFESSIONAL EXPERIENCE

Project 1Innovation, Science and Economic Development Canada (ISED) October 2016 – October 2017Senior Business Analyst (13 months)

IP Case and Workflow Transformation ProjectRequired to develop functional/business architecture and design artifacts to assist in the redevelopment the CIPO’s principal Business Intelligence (BI) software solution from Oracle Forms to JAVA, ultimately creating a suite of User Interfaces and BI solutions that features online querying, reporting, analytical processing, data mining in order to improve the submission and collection of IP Case Applications and information within Canada, through the entire Systems Development Lifecycle (SDLC).

Responsibilities:1.1 Involved in ETL (extract, transform and load) to transmit and verify data – Intellectual Property

(IP) applications via secure channel and data transmitted would be verified to determine whether the data is transforming correctly according to business requirements. Verification would be performed to ensure that the IP information that is loaded into the data warehouse meets the minimum requirements and is transmitted without any data loss. Ensure the ETL application reported invalid data, not allow the data to be imported into the data mart and report back to project authorities as a non-compliant participant. Ensure that data loads at expected time frame to improve scalability and performance.

1.2 Elicit, document and analyze current (as-is) business processes, business needs/problems and identify various options to resolve that issue (to-be), translated the requirements into system functional specifications as well as recommended a solution to the project stakeholders. {R4}

1.3 Analyzed and documented project feasibility and a gap analysis based on the business and user requirements.

1.4 Documented and presented a stakeholder analysis and mapping including identifying key stakeholders and defining their concerns and issues and well as providing an assessment of their level of commitment and change readiness.

1.5 Led Joint Application Development (JAD) sessions/workshops and teleconferences with the various key project stakeholders (internal and external stakeholders) to elicit, analyze and document functional requirements, identify information artifacts, processes/procedures and decision flows.

1.6 Analyzed existing business processes/procedures and identified candidates for future business processes/procedures, future business process/procedure improvements as well as business functional requirements to be used to evaluated various business intelligent resources in order to achieve the desired outcomes of the business requirements within the associated budgets and acceptable timeframes.

1.7 Developed the business requirements specification through Enterprise Architect, which included the use of UML to create use-case models and use-case descriptions in order to define business processes, business rules, work-flows and actors, as well as functional and non-functional requirements.

1.8 Translated existing business processes and high-level requirements into Functional Design Documentation.

1.9 Analyzed and recommended alternatives and options for solutions.

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1.10 Developed technical specifications for systems development, design and implementation.1.11 Adhered to Agile and Scrum methodology for the project life cycle as well as developed use

cases, use case diagrams and user stories. 1.12 Set standards for modeling including process, workflow and data models; building on

Government of Canada departmental standards where required. 1.13 Collaborated with the Solution and Application Architect and Application Developers at an

enterprise strategic level in the creation of the conceptual business solution and presented it to senior management as well as the key stakeholders.

1.14 Analyzed the existing data sets in order to define and document data warehousing requirements utilizing the Kimball methodology, as well as developed the information

1.15 Analyzed existing business processes procedures and methods; to identify and map database content, structure, and application subsystems.

1.16 Analyzed current business processes as well as identified and recommended business process improvements such as manual to automated processing of Intellectual Propert to the project stakeholders.

1.17 Evaluated the strengths and weaknesses of the COTS software and prototyped potential solutions to perform trade-off analysis and recommended courses of action. Developed a GAP Analysis by analyzing the specific strengths and weaknesses of existing in-house COTS products by leveraging existing vendor relationships in developing Proof Of Technology/Concept as well as reaching out to external vendors through Requests For Information which formulated an options analysis and recommendation based on the users requirements and departmental policies, budget constraints and exiting infrastructure.

1.18 Followed the TBS Stage Gate Model of Project Management in order to implement Gates 1 through 5 in order to proceed to development of the COTS software. Complete deliverables within these gates included Project Plan, High Level Requirements, Budget and Resource Plan, Project Plan, as well as Detailed Functional Requirements.

1.19 Provided advice to application developers in developing and integrating process and information models between business processes to eliminate information and process redundancies.

1.20 Worked along-side information architects and database analysts at an enterprise and strategic level when defining the requirements in order to design the solution.

1.21 Created project briefing materials and reported project status including project goals, completion, issues and risk mitigation strategies to both stakeholders and senior management over the course of the project.

1.22 Maintained effective project communications with all stakeholders (internal and external) including conducting and participating in workshops.

1.23 Developed and maintained the requirements Traceability Matrix to record the relationship of the requirements and validate the requirements through the design, development, testing and release of the solution.

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Project 2Canada Border Services Agency (CBSA) October 2013 – April 2016Senior Business Analyst (31 months)

Business Analytics & Reporting Division – eManifest ProjecteManifest is a Major Crown IT Project initiated to enable the CBSA to better target threats to Canadian health, safety and security prior to the arrival of individuals or goods in Canada. The web application system assists the Government of Canada (GoC) in processing electronic manifests for Cargo and Conveyances entering into Canada via: Air, Highway, Marine and Rail by Commercial Entities using an internet portal and in doing so, provides all trade chain partners with the capability for electronic reporting, transforming how they do business with the GoC and enhancing the government’s capabilities for risk assessment. eManifest is a .NET development initiative (Microsoft .NET development Framework), with Crystal Reports, Windows Forms development and Oracle 10G back-end databases; development followed an iterative Systems Development Lifecycle (SDLC) methodology, using Rational Unified Process (RUP) process and Rational Suite tools for artifact production. As Senior Business Intelligence Analyst/IM Architect, Mr. Zappavigna reported to the Chief of the Business Analytics & Reporting Division and worked in collaboration with the various program areas in order to carry out CBSA’s mandate and functional responsibilities for the eManifest project.

Responsibilities:2.1 Developed, in collaboration with the project team, all project artifacts such as project charter,

project plan, Work Breakdown Structure (WBS), project schedules, estimates, and supporting documentation as required. Managed his project activities in accordance with identified project constraints, such as time, cost, and project scope.

2.2 Led the Joint Application Development (JAD) sessions/workshops and teleconferences with the various key project stakeholders (business and technical representatives) to elicit, analyze and document functional requirements, identify information artifacts, processes/procedures and decision flows.

2.3 Analyzed existing business processes/procedures and identified candidates for future business processes/procedures, future business process/procedure improvements as well as business functional requirements such as: the receipt of inbound data (including images) from Importers and Brokers; the validation of inbound data by SWI; the use of hosted participating government agency or department (“PGA”) business rules to determine recommendations; the analysis exams (at front counter and secondary) associated with SWI/PGA recommendations; the transmission of outbound Notices to trade chain partners; and non-functional requirements such as: User Security & Accessibility; Data Capacity; Disaster Recovery; SWI Submission Efficiency as well as Interim Solutions.

2.4 Designed and documented operational workflows, developed business models and business requirements definition in CBSA acceptable formats, and developed business use cases using the Rational Unified Process (RUP) methodology (i.e. Business Requirements Document (BRD), Functional Specifications and Test Plans).

2.5 Developed and utilized process analysis and assessed business needs and translates functional requirements into system functional specifications in order to manage and provide solutions to program areas and supported the development of automated business processes for project improvements in analyzing mail packages received coming into Canada.

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2.6 Performed business analysis to determine, document, and translate user requirements into software requirements, CBSA Business Intelligence (BI) requirements, and business management requirements.

2.7 Provided full lifecycle Project Management discipline and project leadership on Information Management projects.

2.8 Used SWOT (Strengths, Weaknesses, Opportunities and Threats) for data analysis to develop data models, data schemas, and data dictionaries.

2.9 Set standards for data and metadata models; building on Government of Canada departmental standards where required.

2.10 Defined and developed process for managing amendments and/or extensions to departmental IM standards and models.

2.11 Provided business analysis to existing capabilities and requirements, redesigned frameworks and recommended areas for improvement and integration.

2.12 Defined designs for business intelligence dashboards, Key Performance Indicators (KPI) and Process Performance Indicators (PPI) through the use SAS.

2.13 Defined and documented interfaces of manual to automated operations within application subsystems, to external systems, and between new and existing systems.

2.14 Prototyped potential solutions perform trade-off analysis and recommend courses of action.2.15 Provided advice in developing and integrating process and information models between business

processes to eliminate information and process redundancies.2.16 Defined roles and responsibilities and terms of reference for all team participants and

stakeholders.2.17 Implemented the TBS Stage Gate Model of project management, where, prior to beginning, each

gate or phase had the required resources including budget, physical goods, and personnel, needed to be successfully completed. Mr. Zappavinga managed the eManifest project following TBS’ stage-gate model of project management. Ensured each phase (gate) was completed and obtained approval from the project sponsor before moving on to the next phase. Phases (gates) he followed were:

2.17.1 Project Approval and Approach 2.17.2 Initial Business Case Planning 2.17.3 Post Implementation

2.18 Worked alongside information architects and database analysts at an enterprise and strategic level when defining the requirements in order to design the solution;

2.19 Developed and managed the risk management plan including the coordination of policies, processes, and systems.

2.20 Implemented change management controls. 2.21 Created project briefing materials and reported project status including project goals,

completion, issues and risk mitigation strategies to both project stakeholders and senior management over the course of the project.


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Project 3 First Notations Inuit Health Branch (FNIHB) January 2015 – June 2015Senior Business Analyst (6 months)

Business Analytics & Reporting Division - Population Health Data Warehouse InitiativeAs a Senior Business Intelligence Specialist/Business Analyst, Mr. Zappavigna reported to the Chief Public Health Officer of Canada and worked in collaboration with FNIHB`s senior management, program officers, health practitioners, and the information technology office, towards FNIH-Atlantic’s vision and mission, of the need to have data for community health plans, evaluations, health status reporting, health surveillance, and community profiles accessible and available to as part of the community based health plan. By implementing the Population Health Data Warehouse project the data access and availability theme of the 2010-15 HIM Strategic Plan previously mentioned above, aims to get access to external data sources as well as develop data sources at the community level. This theme builds on work from the first five year Health Information Management strategic plan, namely integration with provinces on public health surveillance and having health promotion evaluation and analysis focus. The Population Health Data Warehouse Project was designed to develop the infrastructure needed to facilitate First Nations and Inuit communities and FNIHB to become more evidence-based in their health policies, programs and decision-making.

Responsibilities:3.1 Led the Joint Application Development (JAD) sessions/workshops and teleconferences with the

various key project stakeholders (business and technical representatives) to elicit, analyze and document functional requirements, identify information artifacts, processes/procedures and decision flows.

3.2 Analyzed existing business processes/procedures and identified candidates for future business processes/procedures, future business process/procedure improvements as well as business functional requirements for the receipt of inbound data from rail companies; the validation of inbound data by data recorders; the analysis of health and benefit records; and non-functional requirements such as: User Security & Accessibility; Data Capacity; Disaster Recovery; Submission Efficiency as well as Interim Solutions in order to build the business case to develop the PHDW.

3.3 Developed, in collaboration with the project team, all project artifacts such as current state assessment, project plan, Work Breakdown Structure (WBS), project schedules, options analysis, and supporting documentation as required. Managed his project activities in accordance with identified project constraints, such as time, cost, and project scope.

3.4 Analyzed, designed and documented operational workflows, developed business models and business requirements definition in FNIHB acceptable formats, and developed business use cases using the Rational Unified Process (RUP) methodology (i.e. Business Requirements Document (BRD), Functional Specifications and Test Plans).

3.5 Developed and utilized process analysis and assessed business needs and translated functional requirements into system functional specifications in order to manage and provide solutions to program areas.

3.6 Performed business analysis to determine, document, and translate user requirements into software requirements, FNIHB Business Intelligence (BI) requirements, and business management requirements.


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3.9 Analyzed and documented feasibility, gap and options analysis based on the business and user requirements.


3.11 Defined storage and capacity requirements and strategies for the configuration databases and the central administration content databases including estimates of the size and expected growth rate and required bandwidth of the program and its data.

3.12 Prototyped recommended IM/IT solutions, performed trade-off analysis and recommended courses of action.

3.13 Provided advice in developing and integrating process and information models between business processes to eliminate information and process redundancies.

3.14 Defined roles and responsibilities and terms of reference for all team participants and stakeholders.

3.15 Analyzed current business processes as well as identified and recommended business process improvements such as manual to automated processing for the submission and retrieval of various sources of data across Canada to the project stakeholders.

3.16 Worked alongside information architects and database analysts at an enterprise and strategic level when defining the requirements in order to design the solution;

3.17 Worked alongside the various stakeholders in preparing, completing and presenting Treasury Board Submission documentation during the pre-submission, and submission phases of the process to help identify Expenditure and financial management; Costing; Estimates; Performance measurement, evaluation and audit; Regulations for which Treasury Board Approval is required; Information management and information technology; Asset management such as real property; Security; Procurement; Project Management; Risk management; Legal services; and Executive organization and classification.

3.18 Followed a Treasury Board of Canada Secretariat (TBS) Stage Gate model of Project Management to manage the project. Developed project deliverables such as Project Approval Document (Project Charter), Project Management Plan, Project Communication Plan, Control Sheet, Project Schedule, Risk Registrar and Issue Management spreader. The project was broken into five individual phases (gates), which had to be completed in its entirety and approval/sign-off from the project sponsor obtained before the next phase could start: {R5}

3.18.1 Approach3.18.2 Business Case3.18.3 Pre-Construction

3.19 Created project briefing materials and reported project status including project goals, completion, issues and risk mitigation strategies to both project stakeholders and senior management over the course of the project.


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Project 4Shared Services April 2013 – October 2013Senior Business Analyst (7 months)

Voice Telecommunications Services – Cost Effective Telephone Services IM/IT InitiativeAs Senior Business Analyst/Business Architect, Mr. Zappavigna reported to the Director of the Converged Communications Services Division and worked in collaboration with SSC management, engineering, marketing/sales, service delivery, information technology office, acquisitions and business management resources, key partners and industry suppliers in order carry out SSC’s mandate and functional responsibilities for the project. He was responsible for supporting the business transformation from a functional perspective to ensure the Contracted resources provide Shared Services Canada (SSC) partners, and clients, Internet Protocol Telephony systems (IPT system(s)) which includes, at a minimum, Hardware, Licensed Software and related components) for this IM/IT initiative. The overall budget (contract value) of this project was $150M in Canadian funds.

Responsibilities:4.1 Developed in collaboration with the project team, all project documents such as project charter,

project plan, Work Breakdown Structure (WBS), project schedule, estimates, and supporting documentation as required while considering cost, time (schedule) and project scope.

4.2 Designed and documented operational work flows and developed business use cases using the Rational Unified Process (RUP) methodology for business modelling and business requirements definition in accordance to SSC acceptable formats (i.e. Concept of Operations (ConOps), Business Requirements Document (BRD), Methods of Procedures (MoPs).

4.3 Facilitated Joint Application Development (JAD) sessions/teleconferences and interviews with the various key project stakeholders (business and technical representatives) to analyze functional requirements to identify information, procedures and decision flows and to identify and define existing business processes, future business process improvements, manual to automated processes as well as identify functional and non-functional requirements for the extranet component.

4.4 Developed and analyzed process to assess business needs and translated requirements into system functional specifications in order to manage and provide solutions to new business unit ideas, trends, and concepts appropriately through the latest technological paths and support the development of automated business processes.

4.5 Analyzed, evaluated, documented, and translate functional user information and requirements into software requirements, SSC business requirements, and business management processes.

4.6 Provided full lifecycle Project Management discipline and project leadership on his projects. Managed in accordance with the project management documentation and defined constraints (cost, time, scope);

4.7 Conducted consultations and one-on-one interviews with Shared Services Canada (SSC) partners, and clients, and functional primes.

4.8 Worked alongside application architects at an enterprise and strategic level when defining the requirements in order to design the solution.

4.9 Managed IT project end-to-end delivery from business requirements through to production deployment and transition to ongoing operations. This was done following the TBS Stage Gate Model of Project Management which involved the exit point/gate sign offs and creating project documentation (Project Charter, Statement of Requirements, Statement of Work, Functional and

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Design Specs, Test Cases, Test Strategy, etc.). The following TBS 7 step Stage Gate Model of Project Management consisted of:

4.9.1 Strategic Assessment and Concept4.9.2 Project Approach4.9.3 Business Case and general readiness4.9.4 Project Charter4.9.5 Detailed Plan4.9.6 Construction Completion & Deployment Readiness


4.11 Developed and managed the risk management plan including the coordination of policies, processes, and systems.

4.12 Managed and controlled project activities/deliverables by facilitating weekly team meetings to ensure the project progresses on target and escalates issues for resolution when necessary.

4.13 Managed the performance of the project team in meeting project milestones to satisfy client requirements and, when necessary, took corrective action to bring the project back on schedule.




4.17 Developed and coordinated policies, processes and systems related to the assessment of risk and operational surveillance.

4.18 Experience assisting with the scoping of new projects and change requests related to key lines of business such as Canada Revenue Agency, Department of National Defence and RCMP.

Project 5Health Canada June 2012 – March 2013Senior Business Analyst (10 months)

National Dose Registry (NDR)As a Senior Business Intelligence Analyst/Information Architect, Mr. Zappavigna was recruited to develop functional and business specifications, policies and rules to discover, support, define, map and document the current business processes of the IM/IT National Dose Registry (NDR), which contains the dose records of individuals who are monitored for occupational exposures to ionizing radiation. The overall budget of this project was $15M in Canadian funds. In this multi-disciplined environment.

Responsibilities:5.1 Developed, in collaboration with the project team, all project artifacts such as Project Charter,

Project Plan, Work Breakdown Structure (WBS), project schedules, estimates, and supporting documentation as required. Managed project activities in accordance with project management documentation and defined constraints in time, cost and resourcing.

5.2 Led the Joint Application Development (JAD) sessions/workshops and teleconferences with the various key project stakeholders (business and technical representatives) to elicit, analyze and

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document functional requirements, identify information artifacts, processes/procedures and decision flows.

5.3 Analyzed existing business processes/procedures and identified candidates for future business processes/procedures, future business process/procedure improvements as well as business functional requirements such as the collection, retention and dissemination of dose records of individuals who are monitored for occupational exposures to ionizing radiation; assisting in regulatory control by notifying regulatory authorities of overexposures within their jurisdiction; evaluating dose trends and statistics to answer requests from regulators and others; reporting dose histories to individual workers and organizations for work planning and for compensation and litigation cases; as well as non-functional requirements such as application accessibility, data security compliance and data storage in accordance to IM policies and procedures.

5.4 Adhered to Agile and Scrum methodology for the project life cycle as well as developed use cases, use case diagrams and user stories.

5.5 Developed and applied process analysis and assessed business needs and translated functional requirements into system functional specifications in order to manage and provide solutions to program areas and to support the development of automated business processes for project improvements.

5.6 Analyzed, evaluated, documented, and translated user information and requirements into software requirements, and business management requirements.



5.9 Defined process for managing amendments and/or extensions to departmental IM standards and models.

5.10 Analyzed existing capabilities and requirements, developed redesigned frameworks and recommended areas for improvement and integration.

5.11 Defined designs for business intelligence dashboards, Key Performance Indicators (KPI) and Process Performance Indicators (PPI).








processes to eliminate information and process redundancies. 5.20 Developed and managed the risk management plan including the coordination of policies,

processes, and systems.

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5.21 Analyzed current business processes as well as identified and recommended business process improvements such as manual to automated processing of works dose testing to the project stakeholders.

5.22 Responsible for organizing and conducting interviews (one-on-one) and consultations with representatives from the Canadian Nuclear Safety Commission CNSC, IM/IT, Occupational Health & Safety, and Occupational Radiation, in order to gather and define business processes and requirements.

5.23 Followed a seven phase Stage Gate Project Management model for the project by developing phase process in which one phase (gate) was completed prior to commencing the following phase. Confirmed project objectives and then determined the approach to achieve these objectives. Ensured the business case received approval providing funding for the project and then created project artifacts, including the project charter. Ensured business and technical specifications were confirmed before development of solutions began. The following TBS 7 step Stage Gate Model of Project Management consisted of:

5.23.1 Strategic Assessment and Concept5.23.2 Project Approach5.23.3 Business Case and general readiness5.23.4 Project Charter5.23.5 Detailed Plan


5.25 Worked alongside information architects and database analysts at an enterprise and strategic level when defining the requirements in order to design the solution.


5.27 Lead the User Acceptance Testing by documenting test cases and acceptance criteria as well as working with QA and development to obtain final confirmation that the application was built according to the specifications and that all defects were resolved before delivery of the final product.




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Project 6 IBM – Bank of Canada (BoC) April 2012– May 2013Senior Business Analyst (13 months)

Information Technology Services (ITS) – Business Initiative ProgramIn this multi-disciplined environment, Mr. Zappavigna acted as Senior Business Architect/Analyst to support business transformation on the IT services Business Initiative Program by developing functional and business architecture and defining, mapping and documenting the current business processes of the various business lines within the Bank of Canada (BoC). The effort included management of Operational Events as well as identifying and developing a streamlined set of common processes that could be adopted bank wide. The program was $15M in Canadian funds.

Responsibilities:6.1 Developed in collaboration with the project team, all project artifacts such as project charter,

project plan, Work Breakdown Structure (WBS), project schedules, estimates, and supporting documentation as required. Performed project activities in accordance with the project documentation, while adhering to project constraints (time, cost, and schedule).

6.2 Led business requirements including facilitating internal and external stakeholder workshops, interviews, and Joint Application Development (JAD) sessions with technical and business project stakeholders and analyzed functional requirements, identified information artifacts, business processes/procedures and decision flows, identified opportunities for re-design and business process improvements in the effort to improve the processing and handling of Operation Events.


6.4 Designed and documented operational workflows and developed business use cases using the Rational Unified Process (RUP) methodology for business modelling and business requirements definition in BoC acceptable formats (i.e. Business Requirements Document (BRD), Functional Specifications and Test Plans.).

6.5 Developed and used process analysis to assess business needs and translated functional requirements into system functional specifications in order to manage and provide solutions to program areas and to support the development of automated business processes for project improvements.

6.6 Analyzed, evaluated, documented, and translated user information and requirements into software requirements, BoC Business Intelligence (BI) requirements, and business management requirements.

6.7 Analyzed current business processes as well as identified and recommended business process improvements such as manual to automated processing of the recording, processing and handling of operational events to the project stakeholders.


6.9 Set standards for data and metadata models; building on BoC departmental standards where required.

6.10 Defined process for managing amendments and/or extensions to departmental IM standards and models.

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6.11 Analyzed existing capabilities and requirements, redesigned frameworks and recommended areas for improvement and integration.









processes to eliminate information and process redundancies. 6.21 Worked alongside information architects and database analysts at an enterprise and strategic

level when defining the requirements in order to design the solution.6.22 Defined roles and responsibilities and terms of reference for all team participants and

stakeholders.6.23 Developed and managed the risk management plan including the coordination of policies,

processes, and systems.6.24 Implemented change management controls. 6.25 Created project briefing materials and reported project status including project goals,



Project 7Health Canada, Patented Medicines Pricing Review Board (PMPRB) August 2009 – March 2012Senior Business Analyst (32 months)

BI Software Redevelopment ProjectThis project was for the redevelopment the PMPRB’s principal Business Intelligence (BI) software solution from SAS to .NET. As a Senior Business Architect and Project Manager, Mr. Zappavigna was required to develop functional/business architecture to manage the design, transformation and redevelopment the PMPRB’s principal Business Intelligence (BI) software solution from SAS to .NET, ultimately creating a suite of Data Warehousing and BI solutions that features online querying, reporting, analytical processing (OLAP), data mining and price performance measurement testing in order to improve the analysis which by PMPRB uses to regulate prices of patented medicines sold within Canada as well as reports to Canadians price trends of all medicines sold within Canada, through the entire

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Systems Development Lifecycle (SDLC). As a result he was also tasked with defining documenting and implementing a formal project management process for the Information Services Division as well as analyzing and documenting the IT needs of the Board in the form of a three year strategic plan. Web application development environment included .NET.

Responsibilities:7.1 Analyzed and documented project feasibility and performed a gap analysis based on identified

business and user requirements.7.2 Elicited, analyzed, defined, documented and developed a roadmap for and enterprise wide

solution for monitoring and regulating pharmaceutical prices within Canada.7.3 Created the Project Charter and Business Case detailing the Project Scope, Objectives and

Estimates and on behalf of the key project stakeholders, presented them to the Board for endorsement. Performed project activities in accordance with project management documentation and defined constraints.

7.4 Led business requirements including facilitating internal and external stakeholder workshops, interviews, and Joint Application Development (JAD) sessions with technical and business project stakeholders and analyzed functional requirements, identified information artifacts, business processes/procedures and decision flows, identified opportunities for re-design and business process improvement (e.g. the collection of price and sales information about their patented drug products at introduction and twice a year thereafter for the strength of each dosage for each patented drug product sold in Canada, which assesses the level of therapeutic improvement of a new patented drug product; the classification of patented drugs as “Within the Guidelines” or “Does Not Trigger an Investigation”).

7.5 Developed and applied process analysis to identify and assess any business needs/issues, translated the functional requirements into system functional specifications to support the development of automated processes. He recommended necessary options to resolve needs/issues and presented the solutions to the project stakeholders.

7.6 Followed the TBS Stage Gate Model of Project Management in order to implement Gates 1 through 5 in order to proceed to development of the COTS software. Complete deliverables within these gates included Project Plan, High Level Requirements, Budget and Resource Plan, Project Plan, as well as Detailed Functional Requirements.

7.7 Conducted one-on-one interviews and consultations with Internal Departmental Representatives, External Pharmaceutical IT representatives, economists as well as Legal Representatives.

7.8 Reviewed and analyzed the existing SAS application and components as well as the existing SAS code in order to evaluate, define, document and support the current application and its functionality.


7.10 Collaborated with the Solution and Application Architect at an enterprise strategic level in the creation of a design brief and presented it to senior management and various stakeholders.

7.11 Analyzed the existing data sets in order to define and document data warehousing requirements utilizing the Kimball methodology, as well as developed the information.

7.12 Developed business requirements specifications which included use-case models and descriptions as well as defined business processes, functional and non-functional requirements, work-flows and actors through the use of Enterprise Architect.

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7.13 Elicited, analyzed, defined and documented SAS/Business Intelligence (BI) requirements in order to transform the raw data being gathered into meaningful and useful information used to enable more effective strategic, tactical, and operational decision-making.

7.14 Developed and obtained client approval for the necessary project documentation including the Project Charter, Project Schedule, Project Management Plan (following PMBOK guidelines) and Service Agreements in order to execute the project successfully and within the defined constraints (cost, resources, time, etc.).

7.15 Created detailed Statements of Work in order procure the necessary resources required to complete the project.

7.16 Analyzed current business processes as well as identified and recommended business process improvements such as manual to automated processing of Drug Manufactures’ submission of quarterly sales data to the project stakeholders.









processes to eliminate information and process redundancies. 7.26 Worked along-side (e.g. workshops) information architects and database analysts at an enterprise

and strategic level when defining the requirements in order to design the solution.7.27 Developed and coordinated policies, processes and systems. 7.28 Defined roles and responsibilities and terms of reference for all team participants and

stakeholders.7.29 Developed and managed the risk management plan including the coordination of policies,

processes, and systems.7.30 Monitored project progress against the project schedule. 7.31 Created and presented status reports to both senior management/executives and the client

stakeholders on the status of the project related to project goals, issues, areas of risk, risk mitigation strategies and operational surveillance.


7.33 Mentored, lead, trained, and managed the intermediate Business Analysts.7.34 Created, executed and presented to the client, the User Acceptance Test Plan including

specification-based test scripts as well as integration test scripts to test the functionality of the

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application against the signed-off business requirements specification and the integration with existing applications and third party applications.

7.35 Developed and obtained final sign-off for Project Acceptance and the Deployment Plan by the key project stakeholders.

7.36 Defined and implemented a Change Management Process following ITIL framework and implemented change management controls.

7.37 Reported, managed and monitored defects and change requests through the use of Bugzilla.7.38 Worked with the project representatives in defining, managing and implementing change

requests through the change management process.7.39 Acted as a liaison between the business and ISD through the entire System Development

Lifecycle to ensure project success.7.40 Created project briefing materials and reported project status including project goals,


Technical Environment: C#, .NET, AJAX, XML, SQL Server, SharePoint, RUP, Enterprise Architect, Microsoft Project, Microsoft Office (Excel, Word & PowerPoint), Microsoft Visio, SAS 8, SAS 9, Oracle, Bugzilla.

Project 8 Public Health Agency of Canada (PHAC) June 2007 – July 2009Senior Business Analyst (26 months)

Portfolio Management Office – Data Warehousing and BI SolutionsAs a Senior Business Architect/Analyst, and Client Relationship Manager, Mr. Zappavigna was responsible for developing the functional / business architecture to support and manage the development of custom built Data Warehousing and BI solutions in the areas of disease surveillance, evaluation and inventory that support public health infrastructure at the Public Health Agency of Canada (PHAC). He led the analysis by working with the key project stakeholders and identifying, defining and refining business processes, business requirements, BI requirements, Data Warehousing requirements and feature requirements; as well as collaborating with the various program areas by acting as a liaison between the business and IM/IT in order to build a strong alignment between IM/IT and the business. He was also tasked with assisting senior management with the development and implementation of a Governance Model for managing IM/IT projects in specific client areas. The overall budget of this project was $25M in Canadian funds. He successfully completed the following custom built Data Warehousing and BI solution projects for PHAC including: Canadian Adverse Event Following Immunization Surveillance System (CAEFISS), Infectious Diseases Surveillance System (WebIDSS), Canadian Tuberculosis Reporting System (CTBRS), Transfusion Transmitted Injury Surveillance System (TTISS), Program Data Collection and Analysis System (PDCAS), Canadian Integrated Program for Antimicrobial Resistance Surveillance System (CIPARSS). Working through the entire SDLC in this multi-disciplined environment.

Responsibilities:8.1 Defined, documented and developed a roadmap for an enterprise solution working with

application architects, developers and program specific representatives at an enterprise strategic level.

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8.2 Created or assisted in creating Treasury Board Submissions, Business Cases and Project Concept Documents and Design Briefs detailing the Project Scope, Objectives and Cost, Resource and Effort Estimates as well technical design for Program Directors and IT Directors. Performed his project activities in accordance with these stipulated constraints.

8.3 Led the identification of business requirements for the project by facilitating internal and external project stakeholders (business and technical representatives) Joint Application Development (JAD) sessions, workshops, consultations, individual interviews, and teleconferences, and analyzed functional requirements to identify and define information, procedures and decision flows. Defined existing and new business processes/procedures, and functional requirements such as the collection, analysis and dissemination of disease and health information as well as non-functional business requirements such as privacy and sensitivity of case information stored, accessed and viewed by various audiences (i.e. Health Practitioners, Epidemiologists, etc.).

8.4 Followed a gate model matching TBS Gate Stage model of project management for each project framework wherein each stage (gate) required completion and executive sign off prior to the commencement of the next phase (gate). Wrote project progress documents in each phase (gate) in order to demonstrate to management readiness to move to the next phase and obtain approval. Following this process, ensured risks were mitigated before becoming a larger issue in later stages of the projects. Gating Process consisted of:

8.4.1 Strategic Assessment and Concept8.4.2 Project Approach8.4.3 Business Case development8.4.4 Charter Development8.4.5 Project Plan8.4.6 Construction Completion


8.6 Developed business use cases using the Rational Unified Process (RUP) methodology for business modeling and business requirements definition (i.e. Business Requirements Document (BRD) and Test Plans).

8.7 Analyzed the current business need/problem, identified various options to resolve that need/problem as well as recommended a solution to the project stakeholders.

8.8 Analyzed current business processes as well as identified and recommended business process improvements such as manual to automated processing of inmate test data records to the project stakeholders.






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8.14 Analyzing the existing data sets in order to define and document data warehousing requirements utilizing the Kimball methodology, as well as developing the information model and ETL components.

8.15 Collaborated with the Enterprise Architect in the creation of a conceptual design and presented it that to senior management and various stakeholders.


8.17 Developed and maintained a requirement Traceability Matrix.8.18 Developed and analyzed business processes and assessed business needs and problems and

translated functional requirements into system functional specifications to support the development of automated business processes for project improvements.

8.19 Developed and obtained client approval for the necessary project documentation including the Project Charter, Project Management Plan, Project Schedule and Service Agreements in order to execute the project successfully.

8.20 Defined, analyzed and documented the specialized analytical needs of various programs in order to meet their reporting requirements, which were developed using SAS and ranged from traditional statistical analysis of variance and predictive modeling to exact methods and statistical visualization techniques.


8.22 Tracked the project progress against the Project Schedule through the use of MS Project as well as created and presented status reports to both senior management and the client stakeholders which outlined the status of the project, project goals, issues, areas of risk and risk mitigation strategies.

8.23 Developed and coordinated policies, processes and systems resulting out of risk assessments and operational surveillance.

8.24 Created, executed and presented to the client, the User Acceptance Test Plan including specification-based test scripts as well as integration test scripts to test the functionality of the application against the signed-off business requirements specification and the integration with existing applications and third party applications.

8.25 Reported, managed and monitored defects and change requests through the use of Remedy.8.26 Worked with the Subject Matter Experts by performing workshops and interviews/discussions

during the User Acceptance Testing process to obtain final confirmation that the application was built according to the specifications and that all defects were resolved before delivery of the final product.

8.27 Created project briefing materials and reported project status including project goals, completion, issues and risk mitigation strategies to both project stakeholders and senior management over the course of the project.

8.28 Gathered, analyzed, defined and documented Business Intelligence (BI) requirements in order to transform the raw data being gathered into meaningful and useful information used to enable more effective strategic, tactical, and operational decision-making through the use of SAS. {R4}

8.29 Mentored, led and managed the junior and intermediate Business Analysts.8.30 Developed and obtained final sign-off for Project Acceptance and the Deployment plan by the

key project stakeholders.

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8.31 Worked with the various project representatives in defining, managing and implementing change requests through the change management process.


8.33 Created user manuals as well as conducted training sessions for end users.8.34 Acted as a liaison between the business and IM/IT through the entire System Development

Lifecycle to ensure project success.

Technical Environment: Java, .NET, AJAX, XML, Oracle, Oracle Forms, Java DB, Oracle Lite, SQL, Tomcat, RUP, Enterprise Architect, RUP, SAS, SPSS, Microsoft Project, Microsoft Office (Excel, Word & PowerPoint), Remedy, Microsoft Visio, and Lotus Domino 6.5.

Project 9Public Health Agency of Canada (PHAC) June 2005 – May 2007Senior Business Analyst (24 months)

Application for Leveraging Public Health Applications – ALPHA ProjectAs a Senior Business Architect/Analyst, and Client Relationship Manager, Mr. Zappavigna was responsible for the development of the requirements for a public health surveillance architecture, as well as identifying and defining a set of common components to address the collection, analysis and dissemination of disease and health information across various health areas. These components were developed and configured as per the specification to produce services used in the rapid development of various public health applications. This layered software architecture, also known as the ALPHA architecture, has been used to build eleven surveillance applications for the Public Health Agency of Canada, Health Canada and its partners in the areas of disease surveillance, survey, distributed data collection as well as inventory management. Working through the entire SDLC in this multi-disciplined environment.

Responsibilities:9.1 Defined, documented and developed a roadmap for an enterprise solution working with

application architects, developers and program specific representatives at an enterprise strategic level.

9.2 Created or assisted in creating Treasury Board Submissions, Business Cases and Project Concept Documents and Design Briefs detailing the Project Scope, Objectives and Cost, Resource and Effort Estimates as well technical design for Program Directors and IT Directors. Performed his project activities in accordance with these stipulated constraints.

9.3 Led the elicitation of business requirements for the project by facilitating Joint Application Development (JAD) sessions with both internal and external stakeholders (business and technical representatives), workshops, consultations, individual interviews, and teleconferences, and analyzed functional requirements to identify and define information, procedures and decision flows. Defined existing and new business processes/[procedures, functional requirements such as the collection, analysis and dissemination of disease and health information

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(information artifacts), as well as non-functional business requirements such as privacy and sensitivity of case information stored, accessed and viewed by various audiences (i.e. Health Practitioners, Epidemiologists, etc.).


9.5 Developed business use cases using the Rational Unified Process (RUP) methodology for business modeling and business requirements definition (i.e. Business Requirements Document (BRD) and Test Plans).

9.6 Analyzed the current business need/problem, identified various options to resolve that need/problem as well as recommended a solution to the project stakeholders.

9.7 Analyzed current business processes as well as identified and recommended business process improvements such as manual to automated processing of patient records to the project stakeholders.






9.13 Analyzed the existing data sets in order to define and document data warehousing requirements utilizing the Kimball methodology, as well as developing the information model and ETL components.

9.14 Collaborated with the Enterprise Architect in the creation of a conceptual design and presented it that to senior management and various stakeholders.


9.16 Developed and maintained a requirement Traceability Matrix.9.17 Developed and analyzed business processes and assessed business needs and problems and

translated functional requirements into system functional specifications to support the development of automated business processes for project improvements.

9.18 Developed and obtained client approval for the necessary project documentation including the Project Charter, Project Management Plan, Project Schedule and Service Agreements in order to execute the project successfully.

9.19 Defined, analyzed and documented the specialized analytical needs of various programs in order to meet their reporting requirements, which were developed using SAS and ranged from traditional statistical analysis of variance and predictive modeling to exact methods and statistical visualization techniques.


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9.21 Tracked the project progress against the Project Schedule through the use of MS Project as well as created and presented status reports to both senior management and the client stakeholders which outlined the status of the project, project goals, issues, areas of risk and risk mitigation strategies.

9.22 Developed and coordinated policies, processes and systems resulting out of risk assessments and operational surveillance.

9.23 Created, executed and presented to the client, the User Acceptance Test Plan including specification-based test scripts as well as integration test scripts to test the functionality of the application against the signed-off business requirements specification and the integration with existing applications and third party applications.

9.24 Reported, managed and monitored defects and change requests through the use of Remedy.9.25 Worked with the Subject Matter Experts by performing workshops and interviews/discussions

during the User Acceptance Testing process to obtain final confirmation that the application was built according to the specifications and that all defects were resolved before delivery of the final product.

9.26 Gathered, analyzed, defined and documented Business Intelligence (BI) requirements in order to transform the raw data being gathered into meaningful and useful information used to enable more effective strategic, tactical, and operational decision-making through the use of SAS. {R4}

9.27 Mentored, led and managed the junior and intermediate Business Analysts.9.28 Developed and obtained final sign-off for Project Acceptance and the Deployment plan by the

key project stakeholders.9.29 Created project briefing materials and reported project status including project goals,



9.31 Worked with the various project representatives in defining, managing and implementing change requests through the change management process.

9.32 Created user manuals as well as conducted training sessions for end users.9.33 Acted as a liaison between the business and IM/IT through the entire System Development

Lifecycle to ensure project success.

Technical Environment: Java, .NET, AJAX, XML, Oracle, Oracle Forms, Java DB, Oracle Lite, SQL, Tomcat, RUP, Enterprise Architect, RUP, SAS, SPSS, Microsoft Project, Microsoft Office (Excel, Word & PowerPoint), Remedy, Microsoft Visio, and Lotus Domino 6.5.

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Project 10Alcatel February 1999 – May 2005Business Systems Analyst (76 months)

North American IT HR Systems, IT eBusiness Development, and Marketing & Communications Division – Web and Business SolutionsAs a Business Systems Analyst/Architect and Web Developer in the North American HR Systems group, IT eBusiness Development, and Marketing & Communications Divisions at Alcatel. Mr. Zappavigna was responsible for business and functional architecture and analysis of custom built web applications and for supporting and implementing business solutions to the North American HR/Payroll business groups. He was also responsible for coordinating the development of the Global Sales and Marketing web portal and developing key components of the site, as well as creating the documentation related to project implementation, technical specifications and user guides for it. In this multi-disciplined environment.

Responsibilities:10.1 Responsible for developing business use cases, facilitating Joint Application Development

(JAD) sessions, workshops, consultations, teleconferences and one-on-one interviews with the various internal and external project stakeholders (business and technical communities) and analyzing functional requirements to identify information, procedures and decision flows. Defined existing business processes and identified areas for improvement. Identified functional requirements such as the recording of time to create pieces of marketing collateral, cost recovery model, fund reconciliation for each piece of marketing collateral created and internal and external access within Alcatel as well as non-functional requirements such as security requirements for different levels of management, fulltime staff and contractors, support and maintenance procedures as well as training programs.

10.2 Gathered, wrote, analyzed processes and documented the business, functional and non-functional requirements and specifications for various custom built applications in both a JAVA IDE and .NET framework. Developed functional specifications to support the development of automated business processes for project improvements.

10.3 Adhered to the Rational Unified Process (RUP) as the project life cycle methodology when developing business models, business requirements definition and use cases.

10.4 Prototyped potential solutions, initiated business process improvements and suggested recommended course(s) of action to both senior management and various stakeholders.

10.5 Utilized Object-Oriented concepts and methodologies with this being a 3-tier architecture application.

10.6 Analyzed, defined and documented the information, features, services policies and procedures, processes and systems required to support the requirements related to the assessment of risk and operational surveillance.

10.7 Developed the business requirements specification including use-case models and descriptions as well as defining business processes, work-flows and actors through the use of Enterprise Architect(UML) and collaborating with application architects at an enterprise strategic level.

10.8 Designed, wrote and conducted integration and acceptance tests along with the creation of test plans.

10.9 Created system and end user documentation.10.10 Coordinated implementation activities within the HR Systems team members and other IT and

business personnel.

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10.11 Liaised with HR and Payroll customers, as well as IT personnel, led and managed HR and Payroll system projects as required.

10.12 Mentored, led and managed junior Business Analysts.10.13 Reported, managed and monitored defects and change requests through the use of Rational.10.14 Ensured that all reported problems were rectified within predetermined time scales, and

conducted business systems support activities.10.15 Used SWOT for data analysis to develop data models and data dictionaries and schema in order

to define and document data warehousing requirements utilizing the Kimball methodology, as well as developing ETL components.

10.16 Programmed scheduled jobs through UNIX shell scripting and COBOL.10.17 Gathered, analyzed, defined and documented Business Intelligence (BI) requirements in order to

transform the raw information/data being gathered into meaningful and useful information used to enable more effective strategic, tactical, and operational decision-making through the use of Cognos.

10.18 Created the Project Charter and Business Case detailing the Project Scope, Objectives and Estimates and on behalf of the key project stakeholders, presented them to management for endorsement. Performed project activities in accordance with project management documentation and within defined constraints for time, resources and schedule.

10.19 Created reports through the use of both ORACLE PL/SQL and Cognos Impromptu.10.20 Responded, resolved and implemented solutions to application bugs and client change requests

in a timely fashion.10.21 Created and periodically presented status reports to both senior management and the client

executives which outlined the status of the project, project goals and possible issues and risks for the duration of the project.

10.22 Mr. Zappavigna performed additional tasks for Alcatel’s North American IT eBusiness Development group, including:

10.22.1 • Utilized the RUP development methodology for the project life cycle.10.22.2 • Developed, documented and tested application components to meet system design

specifications.10.23 Ensured application components were developed according to the business requirements

specifications and the defined UML use-cases with quality, scalability, and performance as primary objectives.

10.24 Provided recommendations to improve performance of the eBusiness environment.10.25 Documented the project implementation, technical specifications and user guides including

system and end user documentation.10.26 Executed test plan and test scripts while documenting results.10.27 Resolved change requests and bugs in a timely fashion.10.28 The company’s Global Sales and Marketing site included a Products and Customer References

area. It was developed on a WebSphere environment with ATG Dynamo, Java and XML repositories with an Oracle backend and Verity search components.

10.29 Utilized Object-oriented concepts and methodologies with this being a 3-tier architecture application.

10.30 Additional duties for Alcatel’s Marketing & Communications Division included:10.31 Facilitated Joint Application Development (JAD) sessions and workshops with the various key

project stakeholders and analyzed functional requirements to identify information, procedures and decision flows.

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10.32 Designed, developed, documented and implemented the Marketing division’s online Project Management System, used by more than 100 global users within Alcatel.

10.33 Analyzed and documented the feasibility and performed a gap analysis based on the business the business and user requirements leading to the development and implementation of the information system. The application was built to model business processes to create marketing collateral pieces. Object-oriented concepts and methodologies were utilized and it was developed in a UNIX environment on an Apache server with PHP, and MySQL and was then migrated to a Windows environment.

10.34 Created the end user documentation as well as facilitated user training on the application.10.35 The implementation of this Project Management System resulted in the decline in overhead costs

from 36% to 18%.

Technical Environment: Java, .NET, PHP, XML, ATG Dynamo, WebSphere, Oracle, SQL, MySQL, UNIX, Verity, COBOL, RUP, Enterprise Architect, Microsoft Office (Excel, Word & PowerPoint), Visio, Cognos, ASP, DHTML, CSS, HTML, JavaScript, MySQL, Oracle, SQL Server, MS Access, Macromedia Homesite and Adobe PhotoShop, Apache, Microsoft Office (Excel, Word & PowerPoint), Visio, Server.

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