travis_foster_peng resume (2016)

Travis Foster, P. Eng.

448 Wetmore RoadFredericton, New Brunswick

E3B 5V1H: (506) 455-4249 C: (506) 470-0444

Employment Objective

To work within an environment that provides continual professional and intellectual challenge through creative problems solving. To manage and apply my knowledge and sociable skills to a range of engineering IT projects that can help to improve the efficiency and competitiveness of the company.

Education

1992 B.Sc., Electrical Engineering (Computer Engineering option)University of New Brunswick, Fredericton

Employment Experience

MAR 2016 – PRESENT Service New Brunswick (SNB), Fredericton, NB (Position is Full-time)

Title: Manager of GNB Project Management

Reporting Structure: Accountable to the Director of the Project Management Office

Description: The Government Services Project Management Office (GS PMO) is an organization in the Government of New Brunswick (GNB) that is dedicated to professional project management. It delivers transformational projects that are strategically vital to GS and GNB in achieving sustainability and living within our means. The Mission of the Office is “To Ensure Every Project is Successful”.

The GS PMO is a full-Service project management office that employs full-time project managers professionally certified in multiple disciplines, Lean Six Sigma practitioners, System and Business Analysts, and a CPA who is a recognized expert in value for money program reviews.

The GS PMO provides support for SNB and other GNB Departments. It is also unique in that it has experience in leading all types of change initiatives: shared service projects; continuous service improvements; and value for money program reviews. The GS PMO has successfully delivered transformational projects that have saved Tens of Millions of dollars over the past 2 years.

Travis Foster (2016) / 1

The GS PMO provides the following services:

Transformation of individual GNB services to a Shared Service delivery model in GS

Transition of Services from Departments to SNB Portfolio Management Professional Project Management Business Process Integration Support Management Strategic Support Benefits Realization Management Change Management Risk Assessment & Management Process improvement (Lean six Sigma) Professional Project Management Training and Support

Responsibilities: Responsible to lead and direct the resources assigned to manage the GNB projects as well as fulfilling Project Management responsibilities for projects of high complexity and/or strategic importance to SNB. Key responsibilities of this position are:

Leading, mentoring and directing resources assigned to deliver

the mandate of the Project Management Office (PMO).

Overseeing projects being led by Project Managers.

Managing projects of high complexity and strategic importance to SNB.

Building, developing and growing business relationships vital to the success of the project.

Facilitating change, including collaborating with management stakeholders.

Working with the PMO team to enable Demand, Resource and Portfolio management.

Day-to-day monitoring, support and problem resolution including facilitating discussions with project owners to address issues.

Championing best practices and standardized processes in order to deliver high quality project deliverables.

Working with the Manager of RHA Project Management on

standardization and best practices related to processes and procedures.


JAN 2006 – MAR 2016 Department of Health, Fredericton, NB (Position was Full-time)

Title: Project Manager

Reporting Structure: Accountable to the Director, Health Business & Technology Solutions

Description: The Department of Health’s Health Business and Technology Solutions Branch provides management and leadership in the innovative use of information and information technology within the New Brunswick health care system.

Working within this group, the Project Manager leads various projects for the development and support of information systems in the department.

Responsibilities: Duties typically include defining project objectives, determining budgetary requirements, contracting for resources, preparing project plans and documentation, managing change requests, analyzing and resolving problems and reporting progress against the project schedule and budget.

The Branch also has contracts with the private sector for much of the technical work required to support the work of the department. Consequently, the Project Manager also monitors and approves the work of the external/contract consultants, and manages the departmental project staff and their relationships with the consultants.

Specific Client & Project Experience:

CLIENT: HEALTH BUSINESS AND TECHNOLOGY SOLUTIONS BRANCH, (AUG 2015 TO MAR 2016)

The Health Business and Technology Solutions Branch of the Department of Health (DH) is responsible for overall alignment and integration of innovation and technology with the overall health strategy to achieve optimal health system performance and quality care for all citizens of New Brunswick and for the delivery of information technology services to the department and system users.

The New Brunswick One Patient, One Record (OPOR) vision is to provide standardized, up to date and relevant health information in a manner that protects security and privacy, accomplished through a single point of access that is available anytime, anywhere.

The Health Portal provides this single entry point for authorized health care providers to access the Department of Health’s (DH) One Patient One Record (OPOR) applications. Remote Access deals with providing a mechanism for users of the Department’s systems to gain access to these systems from outside the government owned networks.

The Department of Health requires a new solution to replace their existing Health Portal Travis Foster (2016) / 3

Application, due to aging technology, and risk of increased cost and effort to support. The existing Health Portal is a Java based web application called ROAM that was created and is managed by a third party vendor. The technology used and static design of this product is causing numerous usability issues for users and has been deemed not suitable for future user scalability needs.

This Health Portal Replacement project will addressed these issues as well as future scalability opportunities by deploying a new Health Portal solution within the Department’s Enterprise SharePoint Environment.

CLIENT: VELANTE - EMR Lab Results Integration (MAR 2015 TO MAR 2016)

Implementation of a province-wide Electronic Medical Record (EMR) solution involves a number of phases which include, but are not limited to:

choosing the EMR software, deciding how to operate that software for use by geographically separated end users in

non-hospital environments designing integrations between the EMR system and other centralized datastores that

provide value to physicians, general privacy and security , operational needs surrounding these systems and their interconnections.

Previous EMR Implementation phases have resulted in an EMR solution being deployed that fulfilled the requirements for New Brunswick (NB) physicians. The EMR solution selected also conformed to the NB infrastructure and Department of Health (DH) interfacing requirements.

The original implementation scope for the EMR Solution identified a requirement to have an integrated availability of clinical data from provincial datastores such as lab reports, which provides one of the most significant benefits to physicians when adopting an EMR system. By allowing clinical data from the provincial laboratories to flow directly to the EMR for immediate viewing, physicians are better enabled to provide care to their patients while shortening wait times.

This phase of the EMR Implementation will focus on delivery of the provincial laboratories data, from the DH’s Clinical Data Repository to Velante (Delivery Agent for the NB EMR).

Velante was established by the New Brunswick Medical Society to support the 2012 launch of an electronic medical record (EMR) program and provide the implementation, technology and infrastructure services that would bring EMR to the province’s physicians.

CLIENT: GOVERNMENT OF NEW BRUNSWICK (FEB 2015 TO MAR 2016)

On January 13, 2015, the Government of New Brunswick (GNB) launched the Strategic Program Review initiative with a goal to redefine the way government delivers programs


and service to New Brunswickers. A key component of the Strategic Program Review initiative will be to undertake a series of project aimed at the elimination of duplication, improved service delivery, and achievement of savings through the centralization and/or consolidation of common functions across all departments and agencies in government, including: communications, finance, human resources (HR), information technology (IT) and policy development services.

The PACS Service Delivery Review and Consolidation project is an initiative under the Government’s on-going mandate to review services, identify savings and remove excess costs from the health care system in New Brunswick where possible.

The Department of Health in partnership with the two Regional Health Authorities will be performing a high level review of the service offering/requirements for PACS (a medical imaging technology) in the province of New Brunswick followed by a plan to remove excess costs from the health care system in New Brunswick by completing a PACS systems consolidation.

In New Brunswick each of the 8 zones possesses a PACS system that feeds into the provincial Diagnostic Imaging Repository (DI-r). The DI-r has already resulted in the reduction of 8 locally maintained long term storage systems to 2 (one per data center) which provided a cost savings to the province. In a logical progression, the next consideration to removing additional excess costs from the health care system would be remove all local Zone PACS systems and consolidate all operational services within the DI-r systems.

Cost savings would be explored and realized though the removal of unnecessary IT equipment and/or negotiated reductions in PACS vendor licensing costs. Other less quantifiable cost savings may also be realized though PACS workflow efficiencies and/or staffing re-allocations that may arise as a result of completing a PACS systems consolidation.

CLIENT: NEW BRUNSWICK CANCER NETWORK (FEB 2011 – MAR 2016)

The New Brunswick Cancer Network (NBCN) is developing a provincial, population-based Cancer Screening and Prevention program. The goal is to reduce the number of deaths from Colon and Cervical cancer in New Brunswick. The screening programs will be designed to help detect cancer and pre-cancerous growths in New Brunswickers, which If found early is preventable and treatable.

The Cancer Screening Integrated Information System (CS-IIS) Project will see the implementation of a single centralized Cancer Screening IT solution that supports the day to day operational needs of the NBCN Colon and Cervical Cancer Screening Programs managed by the New Brunswick Cancer Network (NBCN). The CS-IIS application will help ensure that the Cancer Screening Programs are managed, enforced and audited in an environment that supports NBCN with its mandate to reduce the burden of colon and cervical cancer in New Brunswick.

The implementation of a single centralized Cancer Screening IT solution will ensure that screening, follow-up and treatment are accessible, delivered in a standardized manner,


and evaluated based on performance indicators.

CLIENT: HEALTH BUSINESS AND TECHNOLOGY SOLUTIONS BRANCH (AUG 2014 TO MAY 2015)

Phase I of the Electronic Communications for Physicians (ECP) project was implemented in March of 2013. ECP provides the Department of Health with a secure and timely means to communicate electronically with physicians, nurse practitioners, and billing staff. ECP supports various business areas of the Department and is intended to facilitate distribution and access to reports, statements and/or other files by stakeholder who in the past received the communications through non-electronic methods such as Canada Post mail. ECP was built to assist and enhance a service provider’s day-to-day business.

The second phase (Phase II) of this project was to expand the service offerings of ECP and to continue eliminating costs associated with physical mailings. Work was completed with several Department of Health (DH) Stakeholders to identify reports, news items and/or other types of communications that were currently distributed via non-electronic methods and to leverage ECP to fulfill these requirements.

In addition the project explored how other DH applications could leverage the ECP technology created to provide a solution or answer to their problems along with good cost benefits (build once, use many times). This led to the implementation of several ECP interfaces with other DH applications.

CLIENT: MEDICARE - Electronic Radiology Billing (DEC 2012 – NOV 2014)

The Department of Health initiated a project to bring the provincial radiology services claim billings into the computerized Fee For Service (FFE) payment system (Medicare). The Project saw each of the 8 Zones within the 2 Regional Health Authorities enhance their existing IT systems to accommodate this change.

The project leveraged existing IT components within each of the RHA’s hospitals to support and/or feed new technologies that were introduced to complete the automated interfacing with the DoH’s Medicare System.

The implementation of the electronic radiology billing solution will ensure that Medicare meets its legislated and operational mandates, while also providing an improved service to the province’s Radiologists.

CLIENT: MEDICARE - High Speed Teletransmission (DEC 2012 – JUL 2013)

Physicians previously submitted claims for services performed on New Brunswick Residents to Medicare for payment through a 20 year old technology known as Teletransmission. This software allowed Physicians to electronically send claim files from their office computer to the Medicare Application (at DoH) through a legacy dial-up modem process.


The Department of Health worked with Medicare to modernize the technology used to deliver claim files from Physician Offices to Medicare. The High Speed Teletransmission Project provided an alternate solution for Physicians to submit their claims (PHI) through the internet verses a modem connection. All new Physicians will have to use the High Speed Teletransmission service and a migration plan has been established to move existing Physicians away from the legacy Teletransmission service to the new High Speed Teletransmission.


CLIENT: MEDICARE (JUN 2006 – JAN 2011)

The Department of Health’s Medicare Legacy Modernization project reprogrammed the legacy Medicare System at the Department of Health, including planned enhancements, into modern technology.

The “legacy modernization” software development approach consisted of using tools and techniques to understand the legacy application (ie. harvest business logic embedded in the legacy code, perform inventory of artifacts, map process flows, map hierarchical data structures, etc.) and store its results into a metadata repository. This metadata repository was then utilized by another set of tools and techniques to transform repository information into the new target architecture and language (such as Java, .NET, relational database designs, etc.)

CLIENT: PUBLIC HEALTH (MAY 2006 – MAR 2007)

The Department of Health carried out an analysis of its current and future Public Health inspection business requirements with the goal of generating the System Requirements that will be used to build or acquire a new Public Health Inspection System.

The implementation of a single centralized Public Health Inspection System will help ensure that the policies and regulations developed by Public Health to protect the public from adverse health consequences are managed, enforced and audited in an environment that guarantees Public Health meets its mandate to the public.

2000- 2006 (Jan) CARIS, Fredericton, NB (Position was Full-time)

Title: Manager, Projects Division

Reporting Structure: Accountable to the President

Description: The Projects Division Manager is a senior position in CARIS, responsible for a team of approximately 20 employees including system architects, technical architects, developers, project coordinators, and testers.

Responsibilities: Proposal generation, contract negotiations and client management.

Design, implementation and integration of software solutions for clients.

Management of development teams to ensure that contract deliverables are met according to schedule, on budget, and are of a high quality.


Leading, mentoring and directing resources to develop as individuals and to expand their roles and responsibilities within the Projects Division.

Day-to-day monitoring, support and problem resolution including facilitating discussions with project stakeholders to address issues.


CLIENT: SERVICE NOVA SCOTIA (2002 – 2005)

Service Nova Scotia and Municipal Relations strive to make government services more accessible and more convenient for users and are continuously looking for ways to serve their general user base better.

In 2002, Service Nova Scotia contracted to CARIS the development of the land records management system for Nova Scotia. The goal of the registry system is to provide a streamlined, electronic system to facilitate recording, transferring and accessing records about real property in Nova Scotia. The Service Nova Scotia Registry system is being developed with CARIS-LIN software.

Client: Service New Brunswick

Service New Brunswick (SNB) is a corporation owned by the Province of New Brunswick with a mission to improve the delivery of government services to the public. Its on-line services are provided to its regular clientele including provincial and federal government agencies, municipalities, lawyers, surveyors, appraisers, realtors, financial institutions, utilities, engineers, consultants and resource-based industries.

PLANET Project (2000 – 2005)

PLANET is Service New Brunswick's (SNB) land records management system that provides the citizens of New Brunswick on-line access to comprehensive, current and authoritative information about land parcels, including ownership, improvements, restrictions, value and use.

In August 1996, SNB launched the Real Property Information Internet Service using CARIS. This service was the initial on-line access via the Internet to extracts of the Assessment Data, the Property Map Data and the Parcel Data from SNB's current legacy systems. From this early development, CARIS has continued to work with SNB to design and develop the PLANET system.

Web-based Data Framework Pilot Project (2001)

A number of organizations within New Brunswick have developed extensive digital mapping and associated data holdings. The Spatial Fusion technology developed by CARIS has presented an opportunity for organizations wishing to integrate various data


sets using Internet technology. This project focused on building the infrastructure, including preparation of key data sets, required to allow the Province to move to a true Internet-based distributed data access model.


Client: GeoConnections, Center for Topographic Information (2000-2002)

Through GeoInnovations the Web-based Integration of National Cartographic and Geodetic Reference Layers (WINCGRL) project was awarded to CARIS to develop online infrastructure services to facilitate geospatial data access.

The objective of this project was to develop web-based integration of the national cartographic and geodetic data including the topographic data, imagery data, gravity points and geodetic control points.

CARIS Spatial Fusion was used to provide a distributed geospatial infrastructure to link federal geographic data through a common window on the Internet. Access is supported by metadata searches through the GeoConnections Discovery Portal and the WINCGRL application site. Through this infrastructure the potential exists for other private and public-sector data providers to join the framework by adding other spatial databases such as, forest classifications, geology / soils, ecological land classification, climate and mining information.

Client: Thistle Marine (2000)

The Thistle Marine Spatial Fusion Application developed is a graphical web-based application that allows Thistle Marine clients to retrieve reports and view charts of the harvest areas giving them a visual sense of the harvest pattern and lobster migration. The Spatial Fusion architecture provides Thistle Marine with a tool that will allow them to meet the data distribution and reporting demands of all their clients, current and future.

Using Thistle Marine's HMS-410 electronic logbook, fishermen record quantity and types of lobsters hauled on a per trap basis while associating a temporal and spatial coordinate obtained from their vessel's GPS unit. Once or twice a week, individual fishermen remove the HMS-410 from their vessels and connect it to a standard phone line. The HMS-410's built-in modem dials a toll-free number and downloads the data collected to Thistle Marine's server where the data is analyzed and reports generated.

1995 - 2000 Ibridge Inc., Woodstock, NB (Position was Full-time)

Title: Engineering Manager

Reporting Structure: Accountable to the President

Description: As a senior manager I was actively involved in Ibridge’s business aspects which required significant travel and involvement in a wide range of different projects. Each project I worked on honed my professional expertise, and allowed me to mature into a strong engineer with excellent technical and interpersonal skills

Responsibilities: Responsible for real-time applications development, primarily in process and plant control systems. These applications and


systems were implemented using modern technology such as relational databases, client-server applications, distributed application environments, and multi-platform user interfaces.

Working on these systems involved the life cycle aspects of analysis, design, implementation and acceptance testing. A significant amount of configuration management and integration was also applied

Proposal generation, contract negotiations and client management.

Played a major role in developing Ibridge’s Year 2000 methodology for embedded systems, which was used at several large electric and gas utilities.


Client: CAE (1995-2000)

CAE is a world leader in Aerospace Flight Simulators and at one time offered Supervisory Control and Data Acquisition (SCADA) system to utilities around the world. Over a 5 year period Ibridge provided CAE with project management, consulting services, systems integration and out sourcing services for both their Aerospace and SCADA divisions. Working with CAE on projects provided extensive experience in the areas of real-time applications, communications protocols, graphical user interfaces, relational databases, and hardware/software redundancy. Most of the systems that Ibridge delivered are used in 24 x 7 environments.

Client: Public Service Electric and Gas Company (PSE&G) (1995-2000)

Public Service Electric and Gas Company (PSE&G) is one of the largest combined electric and gas companies in the United States and is also New Jersey's oldest and largest publicly owned utility. Working with PSE&G involved providing custom software development, systems integration and consulting services primarily in the area of Energy Management Systems. Worked directly with the end users or often in association with large equipment vendors.

Some of the projects undertaken included:

Real-time data acquisition system design and development for various applications. Conversion of software from VMS to Unix platforms. Programmed in the following environments: Fortran on VAX/VMS; C on UNIX; and

Visual Basic on Microsoft platforms. Date and Time propagation/synchronization among heterogeneous computer platforms. Power Pool Operations dispatch and communications software. Telephony applications for automated meter reading services.


Relational Database and Architecture design for an automated meter reading system. Oracle based Client/Server application for monitoring and managing environmental

regulation compliance. System for communicating state data via Power Line Carrier (CEBUS) communications

(customer premises). Embedded Systems maintenance for utility microprocessors. Training for Computer Control systems personnel and Control Room Operators. Developed and applied Ibridge’s Year 2000 methodology for embedded systems

against 5 of PSE&G’s real-time control systems.

Client: Alstom Esca Corporation (1999-2000)

ALSTOM designs, builds and services technologically advanced products and systems for the world’s energy and transport infrastructure. ALSTOM Esca contracted Ibridge to take over software maintenance of an Energy Management System they had developed using Visual Basic.

Responsibilities with Alstom Esca included:

Knowledge transfer of technology from ALSTOM to Ibridge. Establishment of operational procedures to be implemented between Ibridge and

ALSTOM to ensure proper software control and project management. Technical support for ALSTOM’s clients.

Client: CN Rail (1998-2000)

CN is a leader in the North American rail industry and provides shippers with more options and greater reach in the rapidly expanding market for north-south trade. Some of the projects undertaken with CN included:

Analysis and problem resolution for an existing Hump Yard Computer Control system. Development of specifications for computer control systems. Year 2000 assessments and test for various embedded systems used in rail

applications. Upgrade of an engineering test and measurement system for measuring railway track

geometry.

Client: Boston Edison (1999-2000)

Boston Edison, the electric transmission and distribution utility, which operates as NSTAR Electric, serves nearly 700,000 residential, commercial, and industrial customers in Boston and 39 surrounding communities.


Based on the recognition of the work done at PSE&G, Boston Edison contracted Ibridge to perform a Year 2000 analysis of its real-time energy control systems.

This analysis included:

An in-depth investigation of the various system components and their interpretational dependencies.

Identification of possible Year 2000 issues and suggested resolution paths Development of a detailed test plan that exercised the real-time energy control systems

over a period of time leading up to and across a Year 2000 rollover. Final delivery of a detailed report that allowed Boston Edison to meet their government

mandated requirement, to show that due diligence was applied in ensuring that all critical systems such as real-time energy control systems were Year 2000 compliant.

1994 New Brunswick Community College (Position was Part-time)

Title: Instructor Step 02

Description: Lectured and developed course curriculum in the fundamentals of electronic engineering technology. Supervised and set up student labs pertaining to microprocessor basics, computer logic circuits and fundamental AC/DC circuits.

Acquired and Demonstrated Skills

Communication:

Developed and maintained relationships with clients for project coordination and adherence to schedules.

Communicated effectively through memo, reports, visual and verbal presentations at various management levels.

Responsible for writing Software Design Documents, Acceptance Test Procedures, and System Evaluation documents for many of the Department of Health’s, CARIS’ and Ibridge’s projects.

Assisted with marketing duties by generating literature, representing CARIS and Ibridge at technology shows and making verbal presentation to prospective clients.

Supervision:


Have taken the primary role on several of Department of Health’s, CARIS’ and Ibridge’s projects. As project leader responsibilities include allocation of resources and migration of project to completion.

As the Manager I am responsible for ensuring that all employees under my supervision are allocating their time effectively and have the resources they require to complete their assigned project.

Coordinate the exchange of information from my team members to clients or senior management. Hold regular meeting with team members, senior managers and clients to review project status, release goals, deliverables, etc.

Organization:

Scheduled time to allow successful completion of work projects.

Utilized project management tools such as Microsoft Projects TM to monitor resource allocation and manage multiple projects.

Decision Making:

As a senior employee at CARIS and Ibridge I have been involved in decisions that relate to company growth and direction.

As project manager I have played a visible role in meeting with clients at all levels. Decisions at these various levels have range from simply establishing delivery times to rejecting proposed work.

Based on my understanding of our corporate direction I have been asked to review Request for Proposals and either submit proposals or elect to pass on the opportunity.

Language Capabilities

Spoken and Written English

Professional Membership

Member, Association of Professional Engineers and Geoscientists of New Brunswick (APEGNB)

References

Available upon request
