IrvTech Projects Inc.

Portfolio

Select Past Projects


The following are a selection of the many projects that I have managed since 2002, starting with the most recent.

TSA - Phase 6 - Company Dissolution Project

Organization Name: The Streaming Agency Inc.

Job Title: Sr. Project Manager, Partner, CEO, CFO, & CTO

Functional Reporting Area: Board of Directors

Organization Primary Focus: Virtual Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 6

Budget: $20K

Date Started: Oct 2020

Date Through: Apr 2021

Objective: The objective of the project was to close down the company and complete the corporate entity dissolution process.

Outcome: The outcome of the project was the satisfaction of all corporate financial and regulatory obligations, fair distribution of shareholder assets, and finalized legal dissolution of the corporate entity.

Role: As Sr. Project Manager, I led the team of 3 partners and 6 contractors. I was responsible for leading the team from start to finish.

Deliverables: Completion of shareholder legal documentation, completion of financial records and statements, preparation of year-end/final tax documents, closing of all company supplier accounts, sale and distribution of corporate assets to company shareholders, receipt of final clearance from the Canada Revenue Agency that all legal obligations have been met to deem the company dissolution complete, closing of credit facilities and bank accounts, collection and archival storage of all company records.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: Using the business case that I developed, I created the project charter for this last phase of the overall company project and clearly defined the business value and implications for our key stakeholders, the company board of directors. During project initiation, I consulted with all project stakeholders, both internal and external to the company, to capture all business and legal requirements, any concerns, as well as to ensure alignment with the project goals. I created a stakeholder register to capture all project stakeholder details and used it to track their engagement during the project life cycle.

Planning the Project: Most of the project planning was done prior to the project start. Initial planning started with the key stakeholders and I conducted interviews with our external legal and accounting services vendors to identify the legal documentation and tax reporting requirements to ensure compliance with all relevant regulatory bodies. Costs were identified and estimated using vendor-supplied pricing. I used the documented results to create a complete set of project requirements, WBS, a scope baseline, and a detailed ambitious though reasonable project schedule. Risks were identified, documented, and planned for. Change management was planned, as was procurement.

Executing, Monitoring, and Controlling the Project: The project got off to a smooth start but integrated change management soon came into play. That most of the activities had predecessor and successor relationships kept the execution fairly linear but there were challenges to manage. Some delays were encountered due to issues with vendor and tax department resource availability, related primarily to the effects of COVID-19. I worked with our contractors to keep the project schedule as close to target as possible and adjusted it to accommodate for the delays. I monitored costs closely and managed them with precision. I communicated weekly with the key stakeholders, and every two weeks with the entire stakeholder group, ensuring that everyone was kept engaged and up to date on the project progress, with all concerns addressed quickly. I had to facilitate some conflict resolution, coach a couple of team members, and negotiate an amenable outcome. Communication media included Zoom, phone, email, and dedicated WhatsApp groups. Due to the pandemic and distributed nature of the team, all meetings were conducted using Zoom. Lessons learned were tracked throughout the project. I used an Excel-based project management solution.

Closing the Project: While the initial plan estimated 3 months for completion, delays caused it to stretch to 5 months. Upon completion of the last project activity during project execution, the scope had been successfully validated and was found to be in compliance. Contractors were released, the shareholders met one last time for a post-mortem, the project information was archived, and the project was closed. Business benefits were realized and all stakeholders were left satisfied.

TSA - Phase 5 - Virtual Event Market Research Project

Organization Name: The Streaming Agency Inc.

Job Title: Sr. Project Manager, Partner, CEO, CFO, & CTO

Functional Reporting Area: Board of Directors

Organization Primary Focus: Virtual Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 5

Budget: $15K

Date Started: Jul 2020

Date Through: Oct 2020

Objective: The objective of the project was to determine market viability and profitability of continuing to develop and provide professional-grade virtual event production services to corporate and association clients.

Outcome: The findings of the project were that the pandemic led to a scramble of the release of a plethora of sub-par virtual conference solution platforms, that there was a decided lack of realistic client budget expectations in the marketplace, and that there was a race to the bottom in terms of service provider pricing. Overall, we found the marketplace to be less than attractive, and this combined with other factors led to the invocation of a kill-point, triggering a move to phase 6 of the company project, the dissolution of the company.

Role: As Sr. Project Manager, I was responsible for leading the team of 3 partners and 2 contractors from start to finish.

Deliverables: A virtual event platform and online collaboration product cost and feature matrix and a market viability report derived from conversations with a selected group of clients based on their reactions to sample event costings. Those two deliverables would then be used in the determination of whether to continue searching for new business opportunities or invoke the kill-point and dissolve company.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: With the closing of phase 4 of the TSA project, our next phase was to determine the viability of the marketplace. After consultation with the company board of directors, our key stakeholders, I created the project charter and clearly defined the business value of the project deliverables. I identified all of the project stakeholders and created a project stakeholder register to capture all of their details and track engagement during the project life cycle.

Planning the Project: During a series of planning meetings with the project stakeholders, we set a hard project end date to limit budget requirements. During those meetings, I collected and documented all project requirements, including a list of known platforms to evaluate. I identified and documented the required resources, both human and physical, that would be required to complete the project. This allowed me to create the scope baseline, a WBS and a detailed project schedule. Cost tracking was straightforward due to only having to track labour costs. Change management was planned with certain flexibilities due to the nature of researching many new and different platform offerings. We determined that there were minimal negative risks for the project, but one stood out due to the number of new platforms that kept popping up in the marketplace. The risk of missing our deadline or going off-track due to trying to assess too many platforms was large as each platform required a significant portion of time to assess. Our planned response was that a checklist of specific and stringent criteria had to be met in order for the change management board to consider adding a platform to our assessment matrix. The small number of core project team members were selected during the planning process and assigned activities prior to executing so that no time was wasted.

Executing, Monitoring, and Controlling the Project: Our first step as a team after the project kickoff was to develop the platform assessment matrix framework and the list of criteria that had to be met for a platform solution to be considered. We moved on to developing a list of clients who could be amenable to working with us for determining their needs, wants, and wishes and then responses to a set of budget proposals that we would create based on a common set of requirements. Platforms were evaluated and solutions were identified. Clients were interviewed and the data was distilled into a set of event types. Pricing was determined, a set of sample quotes developed, and we followed up with the client volunteers to present the quotes, answer questions, and get their feedback. The resulting reports allowed us to deliberate on the final deliverable and make an educated decision. The most challenging aspect of this project was the number of virtual event platforms that were being released on a weekly basis during that time. Assessing what was worth further evaluation became more time-consuming than desired, a risk that was identified during planning. Our planned risk response was effective in reducing the potential for scope creep. Communications media included Zoom, telephone, email, and WhatsApp groups. All meetings were conducted via Zoom.

Closing the Project: With the scope validated after the last activity was completed, we released the contractors and archived the project information so that we could move on to the next project.

TSA - Phase 4 - Private CDN Development Project

Organization Name: The Streaming Agency Inc.

Job Title: Sr. Project Manager, Partner, CEO, CFO, & CTO

Functional Reporting Area: Board of Directors

Organization Primary Focus: Virtual Event Production

Approach/Methodology: Hybrid

Team Size: 2

Budget: $15K

Date Started: May 2020

Date Through: May 2020

Objective: Build and certify a private Content Delivery Network.

Outcome: We built a solid private content delivery network (CDN) for use for a specific client’s “can’t fail” virtual annual general meeting (AGM) events’ live streams that performed flawlessly, as designed. The risk was shared with our developer via a cost- and profit-sharing model that worked to everyone’s satisfaction. The project was the direct result of an implemented risk response from another project.

Role: As Sr. Project Manager, I managed the project team of 2 internal members and 2 contractors for this project.

Deliverables: A complete and dependable content delivery network solution to deliver live video streams of the proceedings of virtual AGMs to event-specific user interfaces within the confines of our client’s secure online voting platform. There were specific client-requested requirements for back-end and front-end functions and capabilities. User documentation was also required, as were updates to OPAs, including our technical project workflows.

Methodology: We used a hybrid approach for this project, tailored for the urgent need of the project’s deliverable, with iterative build/test/fix activities.

Initiating the Project: The business case for this project was developed due to 3 consecutive failures of the 3rd party live streaming solution that we used for delivering live event streams for our client’s virtual AGM events. The impact on the 3rd party CDN’s systems due to the demand related to COVID-19 was catastrophic and almost caused us to lose a very high-profile event. The initiation process was accelerated due to the urgent need of developing the solution. Armed with an informal commitment from our developer, the development of the charter and identification of business benefits took little time. The identification of project stakeholders was performed, and all details entered into the stakeholder register. The project came with certain risks, all noted in the risk register, and a limited window of opportunity of completion prior to an onslaught of virtual AGM projects. We addressed all of the risks and mitigated them wherever possible to give the project the best chances for success.

Planning the Project: Much of the planning was done up front and a lot of my time was saved due to our developer having recently completed a similar project. With the scope management plan completed, I collected project requirements from all stakeholders, including all certification requirements from the client’s chief solution architect to ensure proper integration with their systems. Working with the team, I defined the scope and created the WBS. The resources management plan was created, activities defined and sequenced, and all costs estimated, allowing us to determine an acceptable budget. The quality management plan would help to ensure that the stringent client requirements were met. The scope baseline was created, and the detailed project schedule was finalized. The completed project plan was presented to the project steering committee, who gave the go-ahead.

Executing, Monitoring, and Controlling the Project: With so much prearranged, I secured our resources and the team got to work building of CDN using a set of customized cloud-based services. There were several iterations, each with increased functionality. We experienced many iterations of building, testing, and fixing prior to reaching a point where we could test the system with our client’s involvement. In short order, we were able to lock the code for a viable product release. There were many lessons learned that were recorded along the way. Communications media included Zoom, telephone, email and WhatsApp groups. Meetings were all conducted via Zoom. Status reports were communicated daily due to the urgency of the project.

Closing the Project: By the end of an intense 2 weeks, we completed the build portion of the project. One week later, the client certified the system as ready for use for on their events. By the end of the month-long project life cycle, we met our goal and made the CDN available for use on other company projects. I was able to settle our accounts, release our contractors, close the project, and get on with other business at hand. The system was used throughout delivery of the client’s virtual annual general meeting projects in phase 3 and it performed with 100% uptime until it was no longer required.

TSA - Phase 3 - Virtual Annual General Meeting Project

Organization Name: The Streaming Agency Inc.

Job Title: Sr. Project Manager, Partner, CEO, CFO, & CTO

Functional Reporting Area: Board of Directors

Organization Primary Focus: Virtual Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 16

Budget: $260K

Date Started: Apr 2020

Date Through: Sep 2020

Objective: Produce and deliver a series of 71 high-profile virtual Annual General Meeting (AGM) livestream production sub-projects for TSA’s secure online voting platform client. The client’s high-profile Canadian corporation clients were no longer able to hold in-person meetings due to COVID-19 and needed a way to meet their legal obligations to meet annually. The clients included banks, credit unions, railway, and resource companies. Some of them had no provisions to meet virtually in their by-laws and had to get emergency court orders to enable them to do so. It was new territory for a lot of people and the stakes were fairly high.

Outcome: I managed the delivery of 71 completely virtual AGM livestream production sub-projects for our client’s stakeholders with a 100% success rate while keeping our project team safe and healthy during a global pandemic.

Role: As Sr. Project Manager, I managed the project team of 3 internal team members and 13 contractors for the complete project life cycle. I practiced servant leadership wherever possible and did not shy away from difficult decisions.

Deliverables: Complete pre-production and production of 70 scripted virtual AGM event sub-projects, all considered “can’t-fail” events in a “can-fail” world. Completed sub-projects with video archives, event attendee metrics, and project information assets stored for easy access. The exact number of sub-projects was unknown at the beginning of the project.

Methodology: We used a hybrid approach for this project, tailored for the agility required when working on live event production projects with Chair of the Board and CEO-type stakeholders.

Initiating the Project: Having developed a set of project templates, technical workflows, and a solution set specifically for the client in a previous project, the client elected to move forward with the project. The business case and potential for benefits were more than acceptable and the board decided to charter the project. I then identified our stakeholders and created the stakeholder register.

Planning the Project: A fair portion of the planning was performed up front. Project scope was worked out with the planning team and key client stakeholder. As each sub-project was unique but ran along similar lines, we decided on templated initiation processes to get consistent high-quality results. Using OPAs created during phase 2 of our company project, we planned training, refined sub-project checklists, tailored sub-project-specific run sheets and meeting scripts. Cost management – structured with strict change control. Creativity. Structured sub-projects using OPAs created during phase 2 of our company project. Training crew – we planned for initial training sessions. At the beginning, uncertain of actual number of incoming virtual AGM sub-projects so we planned for a growth-friendly framework and change management system that allowed us to add new resources and capacity as required. High expectations of quality from all stakeholders. Templated sub-project document and workflow packages from our OPAs were used for each managed virtual AGM project, which greatly facilitated repeatable project success.

Executing, Monitoring, and Controlling the Project: It was a very busy time of managing the management of sub-projects. Each sub-project was structured along similar lines but regardless, each sub-project had unique characteristics. There were also variations of number or languages, from 1 to 3, that could affect the complexity of a given sub-project. We engaged highly-competent technical contractors – project coordinator, technical directors, audio support technicians, all of whom were located in different parts of the country. Oversight was provided by the project management team. We trained our crew and clients alike using OPAs developed in a prior project. Each sub-project had a project team that ranged in size from 4 to 20 people. Strict quality controls were enforced for consistent delivery. All sub-projects were monitored for cost control. Risks, foreseen and unforeseen, were like mushrooms – they popped up everywhere, but our team implemented our planned risk responses effectively. The number of events grew from what was initially intended, causing us to respond with rapid but manageable team growth, all controlled through effective change management. I exercised a lot of interpersonal skills with a wide variety of sub-project stakeholders with whom we needed to work, quickly and efficiently. The most notable realized foreseen risk event was that our main Content Delivery Network (CDN) failed multiple times each day on 3 consecutive days, creating a considerable issue for us and our client. In response, we chartered another project to build a private CDN, completely mitigating that risk from reoccurring but that incurred additional unforeseen costs. Communications media included Zoom, a Discord server, telephone, email, WhatsApp groups, and online forms. All meetings, including weekly status meetings and live virtual AGM proceedings, were conducted via Zoom. We were all in isolated spaces during a very challenging time, so I was sure to create as many opportunities as possible for team development and cohesion. We learned a lot and grew as a team, as noted in our lessons-learned register. I remain very proud of our team for their dedication and diligence.

Closing the Project: After the successful delivery of 70 virtual AGM sub-projects, we held a post-mortem with our very satisfied client. With the scope verified, the entire team was gratified to be certain that we hit the target 100%. All payments were received/disbursed, a virtual team celebration held, after which all contractors were released. All documentation was archived for future reference and OPAs updated.

TSA - Phase 2 - Virtual AGM Product Development Project

Organization Name: The Streaming Agency Inc.

Job Title: Sr. Project Manager, Partner, CEO, CFO, & CTO

Functional Reporting Area: Board of Directors

Organization Primary Focus: Virtual Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 4

Budget: $60K

Date Started: Mar 2020

Date Through: May 2020

Objective: While working with a secure online voting platform client on an event in March 2020, the pandemic was declared. It caused a panic as the Annual General Meeting (AGM) season was around the corner and their high-profile Canadian corporate clients were no longer able to hold in-person meetings due to COVID-19. We were asked to develop a solution that would allow them to meet their legal obligation to meet annually. The clients included banks, credit unions, railway, and resource companies. Some of them had no provisions to meet virtually in their by-laws and had to get emergency court orders to enable them to do so. It was new territory for a lot of people and the stakes were fairly high.

Outcome: Our team created, tested, and packaged a set of repeatable professional-grade solutions for single-language, bilingual, and trilingual virtual AGMs to meet our client’s requirements for a high and steady volume of professionally executed projects.

Role: As Sr. Project Manager and Solution Architect, I managed the project team of 3 internal team members and 2-13 contractors, depending on the stage of the project, for the complete project life cycle.

Deliverables: OPAs including templated sub-project documentation and process packages that addressed the base requirements and risks for future virtual AGM sub-project deliverables, a per sub-project client-facing cost matrix and detailed internal cost analysis, a client contract template, sub-project technical workflows for single-language, bilingual, and trilingual virtual AGMs, a live production scenario communications plan, and crew training documentation. Also delivered were online client engagement forms, a project management database, and a communications systems infrastructure for live virtual AGM production.

Methodology: We used a hybrid approach for this project, tailored for the agility required when developing live event production solutions within a compressed timeframe.

Initiating the Project: In response to our client’s urgent request for a solution, I developed the business case and analyzed the potential business benefits with my partner, a key stakeholder. Developing the project charter was sorted quickly, with stakeholders identified and documented in the register.

Planning the Project: With the requirements having been collected up front, I defined the scope with the help of some of our SMEs but being the solution architect gave certain advantages when it came to accelerating the process. As a team, we defined the activities, sequenced them, and estimated duration, resources, and costs to create a schedule and budget. The quality management plan was developed with strict rules because regardless of the visibility of the project, that’s just the way it should be. We planned for as much test time as possible. Procurement of system resources was planned with value in mind. Risks were identified, analyzed, and responses planned for. Change management was planned. Due to the accelerated flow of the project, key stakeholders were to be engaged almost daily, with regular weekly progress reports to the entire stakeholder group. The scope baseline was created, and I received approval for the project management plan from the project steering committee.

Executing, Monitoring, and Controlling the Project: With all stakeholders in agreement, I convened the kickoff meeting and our completely virtual team got to work. I ensured that all required resources were acquired. I managed the adaptation and refinement of existing OPAs to meet the requirements of the project deliverables. Solutions were built, tested, and refined in an iterative fashion. Systems were built and tested. Documentation packages were created. I managed a significant volume of project knowledge. Throughout it all, I supported the team, managed the work, and managed required changes. The long hours that we all spent together help to further gel our savvy team, allowing to us to produce excellent results efficiently. Risks were managed effectively overall by the team. The greatest challenge was managing a jittery client’s expectations and anxiety spurred by the effects of the pandemic on his ability to conduct business. We held a lot of hands and knowingly provided assurance that we would succeed. I coached the team a lot along the way as to why the projectized structure was so important, something that they all came to value. Stakeholders were engaged throughout the project as per the plan. Communications media included Zoom, a Discord server, telephone, email, and WhatsApp groups. All meetings, including weekly status meetings, were conducted via Zoom.

Closing the Project: After a final review meeting with our client, I was able to deem the scope validated and the repeatable sub-project framework completed. While I created the final report, I settled any related accounts and though they were all remaining onboard for the next project, I released the contractors from the current project. All project documents, lessons learned, and updated/new OPAs were archived or made available for the next project.

TSA - Phase 1 - Develop Corporate Entity Project

Organization Name: The Streaming Agency Inc.

Job Title: Sr. Project Manager, Partner, CEO, CFO, & CTO

Functional Reporting Area: Board of Directors

Organization Primary Focus: Virtual Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 7

Budget: $30K

Date Started: Feb 2020

Date Through: May 2020

Objective: The objective of this project was to set up a complete corporate entity and the framework and infrastructure required to facilitate working towards our new partnership’s business goals.

Outcome: We realized the benefits of a fully functioning corporate entity with a focus on delivering virtual event production projects.

Role: As Sr. Project Manager and CEO/CFO, I managed the project team of 3 internal team members and 5 contractors for the complete project life cycle.

Deliverables: Shareholder agreement and legally required documentation, federal and provincial company registration, establishment of federal and provincial tax accounts, setup of bank accounts and credit facilities, development of framework for a projectized approach and methodology, and development of complete secure IT framework including information storage and sharing, digital communications platforms encompassing various media, and basic website.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project came to be when the partners, the key stakeholders, decided to join forces to share risk and work smarter. In order to function as a company, we needed to create a corporate entity and the structure within which we would work. We had been talking for a few months and had developed short-term business and benefits plans. With the partners in agreement, we decided to move forward and chartered the project. Stakeholders, including regulatory agencies, were identified and all details entered into the stakeholder register. We held a series of meetings with our legal and accounting professionals to capture initial stakeholder requirements to ensure that we were in complete agreement and compliance throughout the process.

Planning the Project: We held many planning meetings, all via Zoom due to the pandemic, to set up the basis for our project management plan and associated sub-plans. We met with our legal and accounting professionals, now members of the project team, and collected all requirements. We defined the project scope as a team, which was made easier due to our collective experience with running companies. I managed the flow of information and collected all documentation throughout the process. With the scope defined, I created the basis for the WBS and took it back to the team for further refinement. With the WBS in a good state, I moved us on the planning of the schedule. We defined and refined our activities, sequencing them along the way. Costs were estimated as we progressed to keep the process efficient. Planning for quality was interesting as while some aspects of the project were straightforward compliance-related activities, determining what metrics to use to measure the quality of a shareholders’ agreement was challenging. Planning resource management and estimating activity resources was straightforward, as were planning for communications and procurement management, and stakeholder engagement. We completed our plan and moved into execution.

Executing, Monitoring, and Controlling the Project: The legal and accounting resources were formally engaged, and the team got to work on executing the plan. Due to thorough attention to detail during planning, there were no surprises during this project’s execution. The team meshed quickly and performed well, making quality assurance an easy process. The biggest challenge was working out the shareholders’ agreement – it was the longest and most complicated activity in the project and required use of certain interpersonal skills. Team development was a big part of this project and helped make us more cohesive. None of our foreseen risks became events and the project was completed within scope, on time, and within budget.

Closing the Project: It took 5 months to get from project start to project finish. Our project post-mortem resulted in a final report detailing results and costs, and reflected satisfaction from the entire project team. With that, all accounts were paid, and the contractors released. All project documentation, including lessons learned, were stored within the newly created corporate information repository.

Municipal Pension Plan of BC 2019 AGM – Live Stream Production Project

Organization Name: IrvTech

Job Title: Project Manager - Live Stream Production

Functional Reporting Area: Client PM

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 1

Budget: $20K

Date Started: Oct 2019

Date Through: Oct 2019

Objective: To produce and deliver live video streams of the proceedings of the Municipal Pension Plan of BC’s 2019 Annual General Meeting, hosted in Vancouver, BC, to the MPP’s stakeholder audience via the internet.

Outcome: Live streams of the proceedings of the Municipal Pension Plan of BC’s 2019 AGM were produced and streamed live to the MPP’s stakeholder audience via the internet.

Role: As Project Manager and Live Stream Producer, I filled two roles on this project. While there were many project stakeholders, I managed a team of 1 for the duration of the project life cycle.

Deliverables: Equipment resources, completed test set, HD video and audio streams from the live event venue delivered via the internet to a global audience of online attendees, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was awarded to IrvTech as the result of an informal RFQ from a long-standing client. As I lead a projectized company that has provided project-based services since 2006, my OPAs included project plan and document template packages for event webcast technical projects. I added project details to business plan, benefits management plan, and project charter templates. The project was chartered immediately. I identified the stakeholders and recorded their details in the stakeholder register.

Planning the Project: Having previously worked with the client on similar events, we had a trusting relationship based on shared experience. I worked with the key project stakeholders to collect requirements and define the scope. After creating the WBS, I created the scope baseline. I updated the defined project activities and sequence, updated the duration and cost estimates to derive the project budget. I planned quality and risk management with the key stakeholders to remove possible impediments. Planning for resource procurement was straightforward. I updated the communications plan to accommodate new stakeholders and additional requirements from governance. I completed the plan and given the green light by the key stakeholders after review.

Executing, Monitoring, and Controlling the Project: I procured the required equipment and online platform resources. I communicated with the key project stakeholders to align us for success. The client organization’s stakeholder points of contact were kept informed to ensure alignment with the project goals. The pre-event portion of the project had a reasonable pace with setup and testing activities. I encountered no major obstacles or surprises during execution. I communicated well with all stakeholders and service providers to deliver a successful project. Communications media included telephone, in-person, and email. Meetings were frequent through the leadup to execution of the final components of the project. At the end of the project, after I ensured that all deliverables had been met, with meeting video archives delivered to the client and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid. Once final payment was received from the client, I archived the project documents and closed the project.

Union of BC Municipalities 2019 Annual Conference – Presentation Management Project

Organization Name: IrvTech

Job Title: Project Manager - Conference Presentation Management

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 1

Budget: $30K

Date Started: Aug 2019

Date Through: Sep 2019

Objective: Manage the collection, collation, and targeted distribution of all conference session presentation content for the 5-day Union of British Columbia Municipalities 2019 Annual Conference in Vancouver, BC, for the 4th consecutive year.

Outcome: 150+ presentations were delivered on time for 55+ sessions via a purpose-built network-based presentation management system.

Role: As Project Manager, I also took the roles of System Architect and Presentation Manager. While there were many stakeholders, I was a team of 1.

Deliverables: Custom presentation management system build, equipment resources, collection-to-delivery workflow, processing of content, timely pre-session delivery of collated session presentation content to appropriate session rooms, post-conference presentation content archive package.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: As with the first and second years, the project was awarded to IrvTech as the result of an informal RFQ. As I lead a projectized company that has provided project-based services since 2006, my OPAs included project plan and document package from the previous year. Using them as my template, I updated the project details for the business plan, benefits management plan, and project charter. The project was chartered immediately. I identified the stakeholders, most of whom I worked with the years prior, and updated/recorded their details in the stakeholder register.

Planning the Project: While much of the planning work done up front due to the use of OPAs, the regularly scheduled change of venue and city made for some changes. I worked with the key project stakeholders to update the collection of requirements and define the scope. After updating the WBS, I created the scope baseline. I updated the project activities, verified the sequence, and checked the estimates of their durations and massaged costs to meet the client’s budget, which again had no room for upwards movement. I planned quality and risk management with the key stakeholders. The conference is attended by all levels of BC municipal and provincial government leadership and a lot of work gets done by the participants, so it was important that our delivery was clean. Planning for procurement was uncomplicated. The plan was completed and given the green light by the key stakeholders.

Executing, Monitoring, and Controlling the Project: As with the previous year’s project, I procured the required equipment and online platform resources. I communicated with the key project stakeholders to once again align us for success. Keeping to a theme, the client organization’s stakeholder points of contact were kept to a small group to minimize cross-communication. As usual with this conference, the pre-event portion of the project had a reasonable pace and got faster during the lead-up and into the conference. I exercised the results of good planning and communicated clearly with all stakeholders to deliver a successful project. Communications media included telephone, in-person, and email. Meetings were frequent throughout the conference portion of the project. At the end of the project, after I ensured that all deliverables had been met, with content archives delivered to the client and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid. Once final payment was received from the client, I archived the project documents and closed the project.

Imperial Metals 2019 Virtual AGM – Livestream Production Project

Organization Name: IrvTech

Job Title: Project Manager - Livestream Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 2

Budget: $12K

Date Started: Apr 2019

Date Through: Jun 2019

Objective: To produce and deliver live video streams of the proceedings of the Imperial Metals 2019 virtual Annual General Meeting, hosted in Vancouver, BC, to Imperial Metals’ stakeholder audience via the internet.

Outcome: Live streams of the proceedings of Imperial Metals 2019 virtual AGM were produced and streamed live to the Imperial Metals’ stakeholder audience via the internet.

Role: As Project Manager and Live Stream Producer, I filled two roles on this project. While there were many project stakeholders, I managed a team of 1 for the duration of the project life cycle.

Deliverables: Equipment resources, completed test set, HD video and audio streams from the live event venue delivered via the internet to a global audience of online attendees, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was awarded to IrvTech as the result of an informal RFQ from a long-standing client. As I lead a projectized company that has provided project-based services since 2006, my OPAs included project plan and document template packages for event webcast technical projects. I added project details to business plan, benefits management plan, and project charter templates. The project was chartered immediately. I identified the stakeholders and recorded their details in the stakeholder register.

Planning the Project: Having previously worked with the client on similar events, we had a trusting relationship based on shared experience. I worked with the key project stakeholders to collect requirements and define the scope. After creating the WBS, I created the scope baseline. I updated the defined project activities and sequence, updated the duration and cost estimates to derive the project budget. I planned quality and risk management with the key stakeholders to remove possible impediments. Planning for resource procurement was straightforward. I updated the communications plan to accommodate new stakeholders and additional requirements from governance. I completed the plan and given the green light by the key stakeholders after review.

Executing, Monitoring, and Controlling the Project: I procured the required equipment and online platform resources. I communicated with the key project stakeholders to align us for success. The client organization’s stakeholder points of contact were kept informed to ensure alignment with the project goals. The pre-event portion of the project had a reasonable pace with setup and testing activities. I encountered no major obstacles or surprises during execution. I communicated well with all stakeholders and service providers to deliver a successful project. Communications media included telephone, in-person, and email. Meetings were frequent through the leadup to execution of the final components of the project. At the end of the project, after I ensured that all deliverables had been met, with meeting video archives delivered to the client and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid. Once final payment was received from the client, I archived the project documents and closed the project.

Vancity 2019 AGM – Livestream Production Project

Organization Name: IrvTech

Job Title: Project Manager - Live Stream Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 1

Budget: $12K

Date Started: Mar 2019

Date Through: May 2019

Objective: To produce and deliver live video streams of the proceedings of the Vancity Credit Union 2019 Annual General Meeting from the venue in Vancouver, BC via the internet to their online member stakeholders, for the 7th consecutive year.

Outcome: Live streams of the Vancity Credit Union were produced and streamed via the internet to their online member stakeholders.

Role: I had a dual role of Project Manager and Live Stream Producer. While there were many stakeholders, I was a team of 1 for the duration of the project life cycle.

Deliverables: Equipment resources, site inspections, completed test set, redundant HD video and audio streams of the meeting proceedings delivered via the internet to a global audience of online attendees viewing through a browser-based viewer interface, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was once again awarded to IrvTech as the result of an informal RFQ from a preferred supplier agreement with a long-term client. As IrvTech was also the incumbent supplier for the previous three years, the company OPAs included a project plan and document template package specific to this event. I updated the business plan, benefits management plan, and project charter templates with the new project details. The project was chartered immediately. I identified the stakeholders and updated/recorded their details in the stakeholder register.

Planning the Project: Having previously worked with the end client on the same event for a number of consecutive years, I worked with the key project stakeholders to update and complete the collection of requirements and update the defined scope. After creating a revised WBS, I created the scope baseline. I updated the defined project activities and sequence, updated the duration and cost estimates to derive the project budget. I planned quality and risk management with the key stakeholders to remove possible impediments. Planning for resource procurement was straightforward. I updated the communications plan to accommodate new stakeholders and additional requirements from governance. I completed the plan and given the green light by the key stakeholders after review.

Executing, Monitoring, and Controlling the Project: I procured the required equipment and online platform resources. I communicated with the key project stakeholders to align us for success. The client organization’s stakeholder points of contact were kept informed to ensure alignment with the project goals. The pre-event portion of the project had a reasonable pace with setup and testing activities. I encountered no major obstacles or surprises during execution. I communicated well with all stakeholders and service providers to deliver a successful project. Communications media included telephone, in-person, and email. Meetings were frequent through the lead-up to execution of the final components of the project. At the end of the project, after I ensured that all deliverables had been met, with meeting video archives delivered to the client and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid. Once final payment was received from the client, I archived the project documents and closed the project.

BC Patient Safety & Quality Council Quality Forum 2019 – Livestream Production Project

Organization Name: IrvTech

Job Title: Project Manager - Live Stream Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 2

Budget: $20K

Date Started: Feb 2019

Date Through: Feb 2019

Objective: To produce and deliver live video streams of the proceedings of the 5-day BC Patient Safety & Quality Council Forum’s (BCPSQC) 2019 conference, hosted in Vancouver, BC, to the BCPSQC’s global audience via the internet, for the 2nd consecutive year.

Outcome: Live streams of selected BCPSQC 2019 sessions were produced and streamed live to the BCPSQC’s global audience via the internet.

Role: As Project Manager and Live Stream Producer, I managed a team of myself and 1 contractor for the duration of the project life cycle.

Deliverables: Equipment resources, completed test set, HD video and audio streams from the live event venue delivered via the internet to a global audience of online attendees, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was awarded to IrvTech as the result of an informal RFQ. As I managed the project for the previous year, my OPAs included a project plan and document template package specific to this event. I added project details to business plan, benefits management plan, and project charter templates. The project was chartered immediately. I identified the stakeholders and recorded their details in the stakeholder register.

Planning the Project: Having previously worked with the client and stakeholders on the previous year’s event, we had solid place to start. I worked with the key project stakeholders to collect requirements and define the scope. After creating the WBS, I created the scope baseline. I updated the defined project activities and sequence, updated the duration and cost estimates to derive the project budget. I planned quality and risk management with the key stakeholders to remove possible impediments. Planning for resource procurement was straightforward. I updated the communications plan to accommodate new stakeholders and additional requirements from governance. I completed the plan and given the green light by the key stakeholders after review.

Executing, Monitoring, and Controlling the Project: I procured the required equipment and online platform resources. I communicated with the key project stakeholders to align us for success. The client organization’s stakeholder points of contact were kept informed to ensure alignment with the project goals. The pre-event portion of the project had a reasonable pace with setup and testing activities. I encountered no major obstacles or surprises during execution. I communicated well with all stakeholders and service providers to deliver a successful project. Communications media included telephone, in-person, and email. Meetings were frequent through the leadup to execution of the final components of the project. At the end of the project, after I ensured that all deliverables had been met, with meeting video archives delivered to the client and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid. Once final payment was received from the client, I archived the project documents and closed the project.

Mech_Con 2018 e-Sports Tournament – Livestream Production Project

Organization Name: IrvTech

Job Title: Project Manager - Live Stream Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 1

Budget: $25K

Date Started: Nov 2018

Date Through: Dec 2018

Objective: To produce and deliver live video streams of the proceedings of the 2-day Mech_Con 2018 e-sports tournament, hosted in Vancouver, BC, to Mech Warrior’s global audience via the internet.

Outcome: Live streams of all Mech_Con 2018 sessions were produced and streamed to Mech Warrior’s global audience via the internet.

Role: As Project Manager and Live Stream Producer, I managed a team of 2 contractors for the duration of the project life cycle.

Deliverables: Equipment resources, site inspections, completed test set, HD video and audio streams from the live event venue delivered via the internet to a global audience of online attendees, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was awarded to IrvTech as the result of an RFP, so I had already created the business and benefits management plans. OPAs from the previous year’s project were also available to use as templates. The project was chartered immediately. I identified the stakeholders and updated/recorded their details in the stakeholder register.

Planning the Project: With much of the planning work completed during the detailed RFP process, I worked with the key stakeholders to review/update the collection of requirements and define the scope. After updating the WBS and WBS dictionary, I created the scope baseline. Defining the project activities, sequencing them, and estimating their durations, along with planning cost management, estimating costs and determining the budget was also mostly done during the RFP process though there were changes and additions during the project planning process. I relied on OPAs from the previous year to make for more effective use of time. As with all of my projects, I put a lot of time into planning quality and risk management with the stakeholders as broadcast projects have very little room for error. Planning for procurement was straightforward and detailed. With a completed plan, it was time for me to get the team to work.

Executing, Monitoring, and Controlling the Project: I procured the required people and equipment resources. I worked with the project team to convey the deliverables and deliver the training required for them to succeed on this project. I was involved in managing and performing multiple tests with client IT to ensure promised levels of quality. The communications management plan helped me to manage the client’s multiple points of contact effectively. During the live portion of the project, session performance metrics were captured and relayed to the project stakeholders. Communications media included telephone, in-person, and email. Meetings were held weekly up to the on-site event setup date. At the end of the project, after I ensured that all deliverables had been met and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid, and I released the contractors. Once final payment was received from the client, I archived the project documents and closed the project.

Hospital Employees’ Union of BC 2018 Conference – Webcast Production Project

Organization Name: IrvTech

Job Title: Project Manager - Webcast Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 1

Budget: $30K

Date Started: Oct 2018

Date Through: Oct 2018

Objective: To produce and deliver live video streams of the proceedings of the 5-day biannual Hospital Employees’ Union of BC (HEU), hosted in Vancouver, BC, to the HEU’s stakeholder audience via the internet.

Outcome: Live streams of the proceedings of the BC HEU’s 2018 biannual conference were produced and streamed live to the HEU’s stakeholder audience via the internet.

Role: As Project Manager and Live Stream Producer, I filled two roles on this project. While there were many project stakeholders, I managed a team of 1 for the duration of the project life cycle.

Deliverables: Equipment resources, completed test set, HD video and audio streams from the live event venue delivered via the internet to a global audience of online attendees, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was awarded to IrvTech as the result of an informal RFQ. As I lead a projectized company that has provided project-based services since 2006, my OPAs included project plan and document template packages for event webcast technical projects. I added project details to business plan, benefits management plan, and project charter templates. The project was chartered immediately. I identified the stakeholders and recorded their details in the stakeholder register.

Planning the Project: Having previously worked with the client on similar events, we had a trusting relationship based on shared experience. I worked with the key project stakeholders to collect requirements and define the scope. After creating the WBS, I created the scope baseline. I updated the defined project activities and sequence, updated the duration and cost estimates to derive the project budget. I planned quality and risk management with the key stakeholders to remove possible impediments. Planning for resource procurement was straightforward. I updated the communications plan to accommodate new stakeholders and additional requirements from governance. I completed the plan and given the green light by the key stakeholders after review.

Executing, Monitoring, and Controlling the Project: I procured the required equipment and online platform resources. I communicated with the key project stakeholders to align us for success. The client organization’s stakeholder points of contact were kept informed to ensure alignment with the project goals. The pre-event portion of the project had a reasonable pace with setup and testing activities. I encountered no major obstacles or surprises during execution. I communicated well with all stakeholders and service providers to deliver a successful project. Communications media included telephone, in-person, and email. Meetings were frequent through the leadup to execution of the final components of the project. At the end of the project, after I ensured that all deliverables had been met, with meeting video archives delivered to the client and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid. Once final payment was received from the client, I archived the project documents and closed the project.

Union of BC Municipalities 2018 Annual Conference – Presentation Management Project

Organization Name: IrvTech

Job Title: Project Manager - Conference Presentation Management

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 1

Budget: $30K

Date Started: Aug 2018

Date Through: Sep 2018

Objective: Manage the collection, collation, and targeted distribution of all conference session presentation content for the 5-day Union of British Columbia Municipalities 2018 Annual Conference in Whistler, BC, for the 3rd consecutive year.

Outcome: 150+ presentations were delivered on time for 55+ sessions via a purpose-built network-based presentation management system.

Role: As Project Manager, I also took the roles of System Architect and Presentation Manager. While there were many stakeholders, I was a team of 1.

Deliverables: Custom presentation management system build, equipment resources, collection-to-delivery workflow, processing of content, timely pre-session delivery of collated session presentation content to appropriate session rooms, post-conference presentation content archive package.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: As with the first and second years, the project was awarded to IrvTech as the result of an informal RFQ. As I lead a projectized company that has provided project-based services since 2006, my OPAs included project plan and document package from the previous year. Using them as my template, I updated the project details for the business plan, benefits management plan, and project charter. The project was chartered immediately. I identified the stakeholders, most of whom I worked with the years prior, and updated/recorded their details in the stakeholder register.

Planning the Project: While much of the planning work done up front due to the use of OPAs, the regularly scheduled change of venue and city made for some changes. I worked with the key project stakeholders to update the collection of requirements and define the scope. After updating the WBS, I created the scope baseline. I updated the project activities, verified the sequence, and checked the estimates of their durations and massaged costs to meet the client’s budget, which again had no room for upwards movement. I planned quality and risk management with the key stakeholders. The conference is attended by all levels of BC municipal and provincial government leadership and a lot of work gets done by the participants, so it was important that our delivery was clean. Planning for procurement was uncomplicated. The plan was completed and given the green light by the key stakeholders.

Executing, Monitoring, and Controlling the Project: As with the previous year’s project, I procured the required equipment and online platform resources. I communicated with the key project stakeholders to once again align us for success. Keeping to a theme, the client organization’s stakeholder points of contact were kept to a small group to minimize cross-communication. As usual with this conference, the pre-event portion of the project had a reasonable pace and got faster during the lead-up and into the conference. I exercised the results of good planning and communicated clearly with all stakeholders to deliver a successful project. Communications media included telephone, in-person, and email. Meetings were frequent throughout the conference portion of the project. At the end of the project, after I ensured that all deliverables had been met, with content archives delivered to the client and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid. Once final payment was received from the client, I archived the project documents and closed the project.

BC Technology Industry Association 2018 Awards – Livestream Production Project

Organization Name: IrvTech

Job Title: Project Manager - Live Stream Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 1

Budget: $12K

Date Started: Jun 2018

Date Through: Jun 2018

Objective: To produce and deliver live video streams of the proceedings of the BC Technology Industry Association 2018 Industry Awards event, hosted in Vancouver, BC, to the BCTIA’s audience via the internet.

Outcome: Live streams of the proceedings of the BC Technology Industry Association 2018 Industry Awards event were produced and streamed live to the BCTIA’s global audience via the internet.

Role: As Project Manager and Live Stream Producer, I filled two roles on this project. While there were many project stakeholders, I managed a team of 1 for the duration of the project life cycle.

Deliverables: Equipment resources, completed test set, HD video and audio streams from the live event venue delivered via the internet to a global audience of online attendees, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was awarded to IrvTech as the result of an informal RFQ. As I lead a projectized company that has provided project-based services since 2006, my OPAs included project plan and document template packages for event webcast technical projects. I added project details to business plan, benefits management plan, and project charter templates. The project was chartered immediately. I identified the stakeholders and recorded their details in the stakeholder register.

Planning the Project: Having previously worked with the client on similar events, we had a trusting relationship based on shared experience. I worked with the key project stakeholders to collect requirements and define the scope. After creating the WBS, I created the scope baseline. I updated the defined project activities and sequence, updated the duration and cost estimates to derive the project budget. I planned quality and risk management with the key stakeholders to remove possible impediments. Planning for resource procurement was straightforward. I updated the communications plan to accommodate new stakeholders and additional requirements from governance. I completed the plan and given the green light by the key stakeholders after review.

Executing, Monitoring, and Controlling the Project: I procured the required equipment and online platform resources. I communicated with the key project stakeholders to align us for success. The client organization’s stakeholder points of contact were kept informed to ensure alignment with the project goals. The pre-event portion of the project had a reasonable pace with setup and testing activities. I encountered no major obstacles or surprises during execution. I communicated well with all stakeholders and service providers to deliver a successful project. Communications media included telephone, in-person, and email. Meetings were frequent through the leadup to execution of the final components of the project. At the end of the project, after I ensured that all deliverables had been met, with meeting video archives delivered to the client and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid. Once final payment was received from the client, I archived the project documents and closed the project.

Vancity 2018 AGM – Livestream Production Project

Organization Name: IrvTech

Job Title: Project Manager - Live Stream Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 1

Budget: $12K

Date Started: Mar 2018

Date Through: May 2018

Objective: To produce and deliver live video streams of the proceedings of the Vancity Credit Union 2018 Annual General Meeting (AGM) from the venue in Vancouver, BC via the internet to their online member stakeholders, for the 6th consecutive year.

Outcome: Live streams of the Vancity Credit Union 2018 AGM were produced and streamed via the internet to their online member stakeholders.

Role: I had a dual role of Project Manager and Live Stream Producer. While there were many stakeholders, I was a team of 1 for the duration of the project life cycle.

Deliverables: Equipment resources, site inspections, completed test set, redundant HD video and audio streams of the meeting proceedings delivered via the internet to a global audience of online attendees viewing through a browser-based viewer interface, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was once again awarded to IrvTech as the result of an informal RFQ from a preferred supplier agreement with a long-term client. As IrvTech was also the incumbent supplier for the previous three years, the company OPAs included a project plan and document template package specific to this event. I updated the business plan, benefits management plan, and project charter templates with the new project details. The project was chartered immediately. I identified the stakeholders and updated/recorded their details in the stakeholder register.

Planning the Project: Having previously worked with the end client on the same event for a number of consecutive years, I worked with the key project stakeholders to update and complete the collection of requirements and update the defined scope. After creating a revised WBS, I created the scope baseline. I updated the defined project activities and sequence, updated the duration and cost estimates to derive the project budget. I planned quality and risk management with the key stakeholders to remove possible impediments. Planning for resource procurement was straightforward. I updated the communications plan to accommodate new stakeholders and additional requirements from governance. I completed the plan and given the green light by the key stakeholders after review.

Executing, Monitoring, and Controlling the Project: I procured the required equipment and online platform resources. I communicated with the key project stakeholders to align us for success. The client organization’s stakeholder points of contact were kept informed to ensure alignment with the project goals. The pre-event portion of the project had a reasonable pace with setup and testing activities. I encountered no major obstacles or surprises during execution. I communicated well with all stakeholders and service providers to deliver a successful project. Communications media included telephone, in-person, and email. Meetings were frequent through the leadup to execution of the final components of the project. At the end of the project, after I ensured that all deliverables had been met, with meeting video archives delivered to the client and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid. Once final payment was received from the client, I archived the project documents and closed the project.

BC Patient Safety & Quality Council Quality Forum 2018 – Livestream Production Project

Organization Name: IrvTech

Job Title: Project Manager - Live Stream Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 2

Budget: $20K

Date Started: Feb 2018

Date Through: Feb 2018

Objective: To produce and deliver live video streams of the proceedings of the 5-day BC Patient Safety & Quality Council Forum’s (BCPSQC) 2018 conference, hosted in Vancouver, BC, to the BCPSQC’s global audience via the internet.

Outcome: Live streams of selected BCPSQC 2018 sessions were produced and streamed live to the BCPSQC’s global audience via the internet.

Role: As Project Manager and Live Stream Producer, I managed a team of myself and 1 contractor for the duration of the project life cycle.

Deliverables: Equipment resources, completed test set, HD video and audio streams from the live event venue delivered via the internet to a global audience of online attendees, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was awarded to IrvTech as the result of an informal RFQ. As I lead a projectized company that has provided project-based services since 2006, my OPAs included project plan and document template packages for event webcast technical projects. I added project details to business plan, benefits management plan, and project charter templates. The project was chartered immediately. I identified the stakeholders and recorded their details in the stakeholder register.

Planning the Project: Having previously worked with the client on similar events, we had a trusting relationship based on shared experience. I worked with the key project stakeholders to collect requirements and define the scope. After creating the WBS, I created the scope baseline. I updated the defined project activities and sequence, updated the duration and cost estimates to derive the project budget. I planned quality and risk management with the key stakeholders to remove possible impediments. Planning for resource procurement was straightforward. I updated the communications plan to accommodate new stakeholders and additional requirements from governance. I completed the plan and given the green light by the key stakeholders after review.

Executing, Monitoring, and Controlling the Project: I procured the required equipment and online platform resources. I communicated with the key project stakeholders to align us for success. The client organization’s stakeholder points of contact were kept informed to ensure alignment with the project goals. The pre-event portion of the project had a reasonable pace with setup and testing activities. I encountered no major obstacles or surprises during execution. I communicated well with all stakeholders and service providers to deliver a successful project. Communications media included telephone, in-person, and email. Meetings were frequent through the leadup to execution of the final components of the project. At the end of the project, after I ensured that all deliverables had been met, with meeting video archives delivered to the client and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid. Once final payment was received from the client, I archived the project documents and closed the project.

Mech_Con 2017 e-Sports Tournament – Livestream Production Project

Organization Name: IrvTech

Job Title: Project Manager - Live Stream Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 1

Budget: $15K

Date Started: Nov 2017

Date Through: Dec 2017

Objective: To produce and deliver live video streams of the proceedings of the 2-day Mech_Con 2017 e-sports tournament, hosted in Vancouver, BC, to Mech Warrior’s global audience via the internet.

Outcome: Live streams of all Mech_Con 2017 sessions were produced and streamed to Mech Warrior’s global audience via the internet.

Role: As Project Manager and Live Stream Producer, I managed a team of 2 contractors for the duration of the project life cycle.

Deliverables: Equipment resources, site inspections, completed test set, HD video and audio streams from the live event venue delivered via the internet to a global audience of online attendees, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was awarded to IrvTech as the result of an RFP, so I had already created the business and benefits management plans. The project was chartered immediately. I identified the stakeholders and recorded their details in the stakeholder register.

Planning the Project: With much of the planning work completed during the detailed RFP process, I worked with the key stakeholders to complete the collection of requirements and define the scope. After creating the WBS and WBS dictionary, I created the scope baseline. Defining the project activities, sequencing them, and estimating their durations, along with planning cost management, estimating costs and determining the budget was also mostly done during the RFP process though there were changes and additions during the project planning process. As with all of my projects, I put a lot of time into planning quality and risk management with the stakeholders as broadcast projects have very little room for error. Planning for procurement was straightforward and detailed. With a completed plan, it was time for me to get the team to work.

Executing, Monitoring, and Controlling the Project: I procured the required people and equipment resources. I worked with the project team to convey the deliverables and deliver the training required for them to succeed on this project. I was involved in managing and performing multiple tests with client IT to ensure promised levels of quality. The communications management plan helped me to manage the client’s multiple points of contact effectively. During the live portion of the project, session performance metrics were captured and relayed to the project stakeholders. Communications media included telephone, in-person, and email. Meetings were held weekly up to the on-site event setup date. At the end of the project, after I ensured that all deliverables had been met and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid, and I released the contractors. Once final payment was received from the client, I archived the project documents and closed the project.

Union of BC Municipalities 2017 Annual Conference – Presentation Management Project

Organization Name: IrvTech

Job Title: Project Manager - Conference Presentation Management

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 1

Budget: $15K

Date Started: Aug 2017

Date Through: Sep 2017

Objective: Manage the collection, collation, and targeted distribution of all conference session presentation content for the 5-day Union of British Columbia Municipalities 2017 Annual Conference in Vancouver, BC, for the 2nd consecutive year.

Outcome: 150+ presentations were delivered on time for 55+ sessions via a purpose-built network-based presentation management system.

Role: As Project Manager, I also took the roles of System Architect and Presentation Manager. While there were many stakeholders, I was a team of 1.

Deliverables: Custom presentation management system build, equipment resources, collection-to-delivery workflow, processing of content, timely pre-session delivery of collated session presentation content to appropriate session rooms, post-conference presentation content archive package.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: As with the first year, the project was awarded to IrvTech as the result of an informal RFQ. As I lead a projectized company that has provided project-based services since 2006, my OPAs included project plan and document package from the previous year. Using them as my template, I updated the project details for the business plan, benefits management plan, and project charter. The project was chartered immediately. I identified the stakeholders, most of whom I worked with the year prior, and updated/recorded their details in the stakeholder register.

Planning the Project: With much of the planning work done up front due to the use of OPAs, the change of venue and city made for changes. I worked with the key project stakeholders to complete the collection of requirements and define the scope. After updating the WBS, I created the scope baseline. I updated the project activities, verified the sequence, and checked the estimates of their durations and massaged costs to meet the client’s budget, which again had no room for upwards movement. I planned quality and risk management with the key stakeholders. The conference is attended by all levels of BC municipal and provincial government leadership and a lot of work gets done by the participants, so it was important that our delivery was clean. Planning for procurement was uncomplicated. The plan was completed and given the green light by the key stakeholders.

Executing, Monitoring, and Controlling the Project: As with the previous year’s project, I procured the required equipment and online platform resources. I communicated with the key project stakeholders to once again align us for success. The client organization’s stakeholder points of contact were kept to a small group to minimize cross-communication. As often happens with conference projects, the pre-event portion of the project had a reasonable pace and got faster during the lead-up and into the conference. I exercised the results of good planning and communicated clearly with all stakeholders to deliver a successful project. Communications media included telephone, in-person, and email. Meetings were frequent throughout the conference portion of the project. At the end of the project, after I ensured that all deliverables had been met, with content archives delivered to the client and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid. Once final payment was received from the client, I archived the project documents and closed the project.

TED 2017 TEDFest NYC Livestream Production Project

Organization Name: IrvTech

Job Title: Project Manager - Live Stream Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 2

Budget: $30K

Date Started: Mar 2017

Date Through: May 2017

Objective: To produce and deliver live and time-shifted on-demand video streams of the proceedings of the 5-day 33rd annual TED conference in Vancouver, BC via the internet to TEDFestNYC 2017.

Outcome: Live streams of all TED 2017 Main Stage and Community Theatre sessions were produced and streamed via the internet to TED’s NYC in-person satellite venue, TEDFestNYC 2017.

Role: As Project Manager and Live Stream Producer, I managed a team of myself and 1 contractor for the duration of the project life cycle.

Deliverables: Risk sharing agreement, equipment resources, site inspections, completed test set, and HD video and audio streams from the venue broadcast centre delivered via the internet to the TEDFestNYC 2017 satellite venue in Brooklyn, NYC.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: It was our 4th consecutive year of providing services for the conference. The project was again awarded to IrvTech as the result of an RFP but the scope changed from previous years due to their moving the bulk of their live streaming production in-house. As in previous years, the business plan and benefits management plan had already been created as part of our RFP process. The project was chartered immediately. I identified the stakeholders and recorded/updated their details in the stakeholder register.

Planning the Project: With much of the planning work completed during the detailed RFP process and using OPAs from the previous year, I worked with the key stakeholders to complete the collection of requirements and define the scope. After repurposing the previous year’s WBS and WBS dictionary, I created the scope baseline. Defining the project activities, sequencing them, and estimating their durations, along with planning cost management, estimating costs and determining the budget were also mostly done during the RFP process, again using our OPAs from the previous years’ projects, though there were some minor changes during the project planning process. There was an added challenge due to the need to time-shift the transmission of certain sessions due to the time difference between Vancouver and NYC. Once again, I put a lot of time into planning quality and risk management with the stakeholders as broadcast projects have very little room for error. As always, my planning for procurement was straightforward but detailed. With a completed plan, it was time for me to get the team to work.

Executing, Monitoring, and Controlling the Project: As with the previous year’s project, I procured and secured the required people and equipment resources. I worked with the project team to convey the deliverables and deliver the training required for them to succeed on this project. I was involved in managing and performing multiple tests with client IT to ensure promised levels of quality. The client’s multiple points of contact were relatively easy to manage due to a well-conceived communications plan that changed depending on the stage of the project. Communications media included telephone, Skype, in-person, and email. Meetings were frequent. At the end of the project, after I ensured that all deliverables had been met and the scope validated, the project team once again had cause for celebration due to a job well done. I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid, and I released the contractors. Once final payment was received from the client, I archived the project documents, and closed the project.

Ledcor 2017 Annual Operations Review Meeting – Webcast Production Project

Organization Name: IrvTech

Job Title: Project Manager - Live Stream Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 1

Budget: $15K

Date Started: Dec 2016

Date Through: Feb 2017

Objective: To produce and deliver a webcast of the proceedings of the Ledcor 2017 Annual Operations Meeting from the venue in Vancouver, BC via the internet to their online internal stakeholders, for the 7th consecutive year.

Outcome: A live webcast of the Ledcor 2017 Annual Operations Meeting was produced and delivered via the internet to their online internal stakeholders.

Role: I had a dual role of Project Manager and Live Stream Producer. While there were many stakeholders, I was a team of 1 for the duration of the project life cycle.

Deliverables: Equipment resources, site inspections, completed test set, redundant HD video and audio streams of the meeting proceedings delivered via the internet to a global audience of online attendees viewing through a browser-based viewer interface, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was awarded to IrvTech as the result of an informal RFQ from a preferred supplier agreement with a long-term client. As IrvTech was also the incumbent supplier for the previous six years, the company OPAs included a project plan and document template package specific to this event. I updated the business plan, benefits management plan, and project charter templates with the new project details. The project was chartered immediately. I identified the stakeholders and updated/recorded their details in the stakeholder register.

Planning the Project: Having previously worked with the end client on the same event, I worked with the key project stakeholders to update and complete the collection of requirements and update the defined scope. After creating a revised WBS, I created the scope baseline. I updated the defined project activities and sequence, updated the duration and cost estimates to derive the project budget. I planned quality and risk management with the key stakeholders to remove possible impediments. Planning for resource procurement was straightforward. I updated the communications plan to accommodate new stakeholders and additional requirements from governance. I completed the plan and given the green light by the key stakeholders after review.

Executing, Monitoring, and Controlling the Project: I procured the required equipment and online platform resources. I communicated with the key project stakeholders to align us for success. The client organization’s stakeholder points of contact were kept informed to ensure alignment with the project goals. The pre-event portion of the project had a reasonable pace with setup and testing activities. I encountered no major obstacles or surprises during execution. I communicated well with all stakeholders and service providers to deliver a successful project. Communications media included telephone, in-person, and email. Meetings were frequent through the leadup to execution of the final components of the project. At the end of the project, after I ensured that all deliverables had been met, with meeting video archives delivered to the client and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid. Once final payment was received from the client, I archived the project documents and closed the project.

WTF 2016 World Junior Taekwondo Championships – Livestream Production Project

Organization Name: IrvTech

Job Title: Project Manager - Live Stream Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 1

Budget: $30K

Date Started: Sep 2016

Date Through: Nov 2016

Objective: To produce and deliver live video streams of the proceedings of the 3-day 2016 World Junior Taekwondo Championships, held in Burnaby, BC, via the internet to the World Taekwondo Federation’s (WTF) global audience.

Outcome: Live streams of the complete proceedings of the 2016 World Junior Taekwondo Championships were produced and streamed via the internet to the WTF’s global audience.

Role: As Project Manager and Live Stream Producer, I had a dual role for this project. Though there were many stakeholders, I was a team of 1 for the duration of the project life cycle.

Deliverables: Equipment resources, site inspections, completed test set, HD video and audio streams from the competition venue delivered via the internet to a global audience of online attendees, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was awarded to IrvTech as the result of an RFP, so I had already created the business and benefits management plans. The project was chartered immediately. I identified the stakeholders and recorded their details in the stakeholder register.

Planning the Project: With much of the planning work completed during the detailed RFP process, I worked with the key stakeholders to complete the collection of requirements and define the scope. WTF’s production group is very detail-oriented and share the same professional and highly-effective Technical Director as TED, which made my job much easier. I used base project plan templates from IrvTech’s OPAs. After creating the WBS and WBS dictionary, I created the scope baseline. Defining the project activities, sequencing them, and estimating their durations, along with planning cost management, estimating costs and determining the budget was also mostly done during the RFP process though there were changes and additions during the project planning process. I put a lot of time into planning quality and risk management with the stakeholders as broadcast projects have very little room for error. Planning for procurement was straightforward and detailed. With a completed plan, it was time for me to get the team to work.

Executing, Monitoring, and Controlling the Project: I procured the required equipment resources. I worked with the project stakeholders to convey the deliverables and deliver the training required for them to succeed on this project. I was involved in managing and performing multiple tests with client IT to ensure promised levels of quality. The client’s multiple points of contact were relatively easy to manage due to a well-conceived communications plan. During the live portion of the project, session performance metrics were captured and relayed to the project stakeholders. Communications media included telephone, in-person, and email. Meetings were frequent. At the end of the project, after I ensured that all deliverables had been met and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the company OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid. Once final payment was received from the client, I archived the project documents and closed the project.

Union of BC Municipalities 2016 Annual Conference – Presentation Management Project

Organization Name: IrvTech

Job Title: Project Manager - Conference Presentation Management

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 1

Budget: $30K

Date Started: Aug 2016

Date Through: Sep 2016

Objective: Manage the collection, collation, and targeted distribution of all conference session presentation content for the 5-day Union of British Columbia Municipalities 2016 Annual Conference in Victoria, BC.

Outcome: 150+ presentations were delivered on time for 55+ sessions via a purpose-built network-based presentation management system.

Role: As Project Manager, I also took the roles of System Architect and Presentation Manager. While there were many stakeholders, I was a team of 1.

Deliverables: Custom presentation management system build, equipment resources, collection-to-delivery workflow, processing of content, timely pre-session delivery of collated session presentation content to appropriate session rooms, post-conference presentation content archive package.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was awarded to IrvTech as the result of an informal RFQ. As I lead a projectized company that has provided project-based services since 2006, my OPAs included project plan and document template packages for conference/event technical service projects. I added project details to business plan, benefits management plan, and project charter templates. The project was chartered immediately. I identified the stakeholders and recorded their details in the stakeholder register.

Planning the Project: While the client had been producing the conference for many years, they had not established a consistent workflow, usually leaving that up to the service provider. I worked with the key project stakeholders to complete the collection of requirements and define the scope. After creating the WBS, I created the scope baseline. I defined the project activities, sequenced them, and estimated their durations and massaged costs to meet the client’s budget, which had no room for upwards movement. I planned quality and risk management with the key stakeholders. The conference is attended by all levels of BC municipal and provincial government leadership and a lot of work gets done by the participants, so it was important that our delivery was clean. Planning for procurement was uncomplicated. The plan was completed and given the green light by the key stakeholders.

Executing, Monitoring, and Controlling the Project: I procured the required equipment and online platform resources. I communicated with the key project stakeholders to align us for success. The client organization’s stakeholder points of contact were kept to a small group to minimize cross-communication. The pre-event portion of the project had a reasonable pace and got faster during the lead-up and into the conference. There was a challenge in procuring the correct network topology setup but I was able to resolve the issue. I exercised responses to good planning and communicated well with all stakeholders to deliver a successful project. Communications media included telephone, in-person, and email. Meetings were frequent throughout the conference portion of the project. At the end of the project, after I ensured that all deliverables had been met, with content archives delivered to the client and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid. Once final payment was received from the client, I archived the project documents and closed the project.

Vancity 2016 AGM – Live Stream Production Project

Organization Name: IrvTech

Job Title: Project Manager - Live Stream Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 1

Budget: $20K

Date Started: Mar 2016

Date Through: May 2016

Objective: To produce and deliver live video streams of the proceedings of the Vancity Credit Union 2016 Annual General Meeting (AGM) from the venue in Vancouver, BC via the internet to their online member stakeholders, for the 4th consecutive year.

Outcome: Live streams of the Vancity Credit Union 2016 AGM were produced and streamed via the internet to their online member stakeholders.

Role: I had a dual role of Project Manager and Live Stream Producer. While there were many stakeholders, I was a team of 1 for the duration of the project life cycle.

Deliverables: Equipment resources, site inspections, completed test set, redundant HD video and audio streams of the meeting proceedings delivered via the internet to a global audience of online attendees viewing through a browser-based viewer interface, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was awarded to IrvTech as the result of an informal RFQ from a preferred supplier agreement with a long-term client. As IrvTech was also the incumbent supplier for the previous three years, the company OPAs included a project plan and document template package specific to this event. I updated the business plan, benefits management plan, and project charter templates with the new project details. The project was chartered immediately. I identified the stakeholders and updated/recorded their details in the stakeholder register.

Planning the Project: Having previously worked with the end client on the same event, I worked with the key project stakeholders to update and complete the collection of requirements and update the defined scope. After creating a revised WBS, I created the scope baseline. I updated the defined project activities and sequence, updated the duration and cost estimates to derive the project budget. I planned quality and risk management with the key stakeholders to remove possible impediments. Planning for resource procurement was straightforward. I updated the communications plan to accommodate new stakeholders and additional requirements from governance. I completed the plan and given the green light by the key stakeholders after review.

Executing, Monitoring, and Controlling the Project: I procured the required equipment and online platform resources. I communicated with the key project stakeholders to align us for success. The client organization’s stakeholder points of contact were kept informed to ensure alignment with the project goals. The pre-event portion of the project had a reasonable pace with setup and testing activities. I encountered no major obstacles or surprises during execution. I communicated well with all stakeholders and service providers to deliver a successful project. Communications media included telephone, in-person, and email. Meetings were frequent through the leadup to execution of the final components of the project. At the end of the project, after I ensured that all deliverables had been met, with meeting video archives delivered to the client and the scope validated, I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the IrvTech’s OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid. Once final payment was received from the client, I archived the project documents and closed the project.

TED 2016 - Live Stream Production Project

Organization Name: IrvTech

Job Title: Project Manager - Live Stream Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 2

Budget: $30K

Date Started: Dec 2015

Date Through: Feb 2016

Objective: To produce and deliver live video streams of the proceedings of the 5-day 32nd annual TED conference in Vancouver, BC via the internet to TED’s global audience, for the 3rd consecutive year.

Outcome: Live streams of all TED 2016 Main Stage and Community Theatre sessions were produced and streamed via the internet to TED’s global audience.

Role: As Project Manager and Live Stream Producer, I managed a team of 2 contractors for the duration of the project life cycle.

Deliverables: Risk sharing agreement, equipment resources, site inspections, completed test set, HD video and audio streams from 2 separate and geographically disparate venues delivered via the internet to a global audience of online attendees viewing through TED’s content management platform, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was again awarded to IrvTech as the result of an RFP. As such, I had already created the business and benefits management plans. The project was chartered immediately. I identified the stakeholders, many of whom were a part of the client’s team for the preceding 2 years, and recorded/updated their details in the stakeholder register.

Planning the Project: With much of the planning work completed during the detailed RFP process and using OPAs from the previous year, I worked with the key stakeholders to complete the collection of requirements and define the scope. After repurposing the previous year’s WBS and WBS dictionary, I created the scope baseline. Defining the project activities, sequencing them, and estimating their durations, along with planning cost management, estimating costs and determining the budget were also mostly done during the RFP process, again using OPAs from the previous year’s project, though there were some minor changes and additions during the project planning process. There was an added challenge due to the two venues being geographically disparate. It added a few minor complications that were overcome with additional planning. Once again, I put a lot of time into planning quality and risk management with the stakeholders as broadcast projects have very little room for error. As always, my planning for procurement was straightforward but detailed. With a completed plan, it was time for me to get the team to work.

Executing, Monitoring, and Controlling the Project: As with the previous year’s project, I procured and secured the required people and equipment resources. I worked with the project team to convey the deliverables and deliver the training required for them to succeed on this project. I was involved in managing and performing multiple tests with client IT to ensure promised levels of quality. The client’s multiple points of contact were relatively easy to manage due to a well-conceived communications plan that changed depending on the stage of the project. Project team members were spread between a couple of locations and this caused no issue due to good planning. During the live portion of the project, session performance metrics were captured and relayed to the project stakeholders. Communications media included telephone, Skype, in-person, and email. Meetings were frequent. At the end of the project, after I ensured that all deliverables had been met and the scope validated, the project team once again had cause for celebration due to a job well done. I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the company OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid, and I released the contractors. Once final payment was received from the client, I archived the project documents and closed the project.

TED 2015 - Live Stream Production Project

Organization Name: IrvTech

Job Title: Project Manager - Live Stream Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size: 3

Budget: $4K

Date Started: Dec 2014

Date Through: Mar 2015

Objective: To produce and deliver live video streams of the proceedings of the 5-day 31st annual TED conference from the venue in Vancouver, BC via the internet to TED’s global audience, for the 2nd consecutive year.

Outcome: Live streams of all TED 2015 Main Stage and Community Theatre sessions were produced and streamed via the internet to TED’s global audience.

Role: As Project Manager and Live Stream Producer, I managed a team of 2 contractors for the duration of the project life cycle.

Deliverables: Risk sharing agreement, equipment resources, site inspections, completed test set, HD video and audio streams from 2 separate venues in the same complex delivered via the internet to a global audience of online attendees viewing through TED’s content management platform, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was again awarded to IrvTech as the result of an RFP. As such, I had already created the business and benefits management plans. The project was chartered immediately. I identified the stakeholders, many of whom were a part of the client’s team for the preceding year, and recorded/updated their details in the stakeholder register

Planning the Project: With much of the planning work completed during the detailed RFP process and using OPAs from the previous year, I worked with the key stakeholders to complete the collection of requirements and define the scope. After repurposing the previous year’s WBS and WBS dictionary, I created the scope baseline. Defining the project activities, sequencing them, and estimating their durations, along with planning cost management, estimating costs and determining the budget were also mostly done during the RFP process, again using OPAs from the previous year’s project, though there were some minor changes and additions during the project planning process. Once again, I put a lot of time into planning quality and risk management with the stakeholders as broadcast projects have very little room for error. As always, my planning for procurement was straightforward but detailed. With a completed plan, it was time to for me to get the team to work.

Executing, Monitoring, and Controlling the Project: As with the previous year’s project, I procured and secured the required people and equipment resources. I worked with the project team to convey the deliverables and deliver the training required for them to succeed on this project. I was involved in managing and performing multiple tests with client IT to ensure promised levels of quality. The client’s multiple points of contact were relatively easy to manage due to a well-conceived communications plan that changed depending on the stage of the project. Project team members were spread between a couple of locations and this caused no issue due to good planning. During the live portion of the project, session performance metrics were captured and relayed to the project stakeholders. Communications media included telephone, Skype, in-person, and email. Meetings were frequent. At the end of the project, after I ensured that all deliverables had been met and the scope validated, the project team again had cause for celebration due to a job well done. I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the company OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid, and I released the contractors. Once final payment was received from the client, I archived the project documents and closed the project.

TED 2014 - Live Stream Production Project

Organization Name: IrvTech

Job Title: Project Manager - Live Stream Production

Functional Reporting Area: Client

Organization Primary Focus: Live Event Production

Approach/Methodology: Traditional (Waterfall)

Team Size; 2

Budget: $30K

Date Started: Jan 2014

Date Through: Mar 2014

Objective: To produce and deliver live video streams of the proceedings of the 5-day 30th annual TED conference, newly relocated to Vancouver, BC, via the internet to TED’s global audience.

Outcome: Live streams of all TED 2014 Main Stage and Community Theatre sessions were produced and streamed via the internet to TED’s global audience.

Role: As Project Manager and Live Stream Producer, I managed a team of 2 contractors for the duration of the project life cycle.

Deliverables: Risk sharing agreement, equipment resources, site inspections, completed test set, HD video and audio streams from 2 separate venues in the same complex delivered via the internet to a global audience of online attendees viewing through TED’s content management platform, and live session viewer metrics.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: The project was awarded to IrvTech as the result of an RFP, so I had already created the business and benefits management plans. The project was chartered immediately. I identified the stakeholders and recorded their details in the stakeholder register.

Planning the Project: With much of the planning work completed during the detailed RFP process, I worked with the key stakeholders to complete the collection of requirements and define the scope. TED’s production group is very detail-oriented, which made my job much easier. After creating the WBS and WBS dictionary, I created the scope baseline. Defining the project activities, sequencing them, and estimating their durations, along with planning cost management, estimating costs and determining the budget was also mostly done during the RFP process though there were changes and additions during the project planning process. I put a lot of time into planning quality and risk management with the stakeholders as broadcast projects have very little room for error. Planning for procurement was straightforward and detailed. With a completed plan, it was time for me to get the team to work.

Executing, Monitoring, and Controlling the Project: I procured the required people and equipment resources. I worked with the project team to convey the deliverables and deliver the training required for them to succeed on this project. I was involved in managing and performing multiple tests with client IT to ensure promised levels of quality. The client’s multiple points of contact were relatively easy to manage due to a well-conceived communications plan that changed depending on the stage of the project. Project team members were spread between a couple of locations and this caused no issue due to good planning. During the live portion of the project, session performance metrics were captured and relayed to the project stakeholders. Communications media included telephone, Skype, in-person, and email. Meetings were frequent. At the end of the project, after I ensured that all deliverables had been met and the scope validated, the project team had cause for celebration due to a job well done. I prepared two final reports, one client-facing for the project stakeholders, and an expanded internal version for the company OPA repository.

Closing the Project: With the scope validated, all outstanding accounts were paid, and I released the contractors. Once final payment was received from the client, I archived the project documents and closed the project.

Mediaco - Phase 9 - HD Webcast Encoder System Build v2.0 Project

Organization Name: Mediaco

Job Title: National Director of Webcast Production/Project Manager

Functional Reporting Area: Managing Partner

Organization Primary Focus: Live Event Production & AV Services

Approach/Methodology: Traditional (Waterfall)

Team Size: 2

Budget: $60K

Date Started: Dec 2012

Date Through: May 2013

Objective: To build an additional pair of mobile HD webcast encoder systems for my AV company client, Mediaco.

Outcome: The pair of mobile HD webcast encoder systems were built and delivered within scope, on time, and within budget. They continue to be used by the company.

Role: As the contracted National Director of Webcast Production and business unit Project Manager, I managed a team of 1 internal team member and 2 contractors for the project.

Deliverables: 2 x Mobile HD webcast encoder systems (each including 2 high-grade rack PCs, video processing, network hardware, power conditioning, and an industrial grade rolling rack case), updated technical documentation.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: I prepared the business case and business benefits management plan to illustrate the value of building an additional pair of systems. The project was chartered, stakeholders were identified and registered in the stakeholder register.

Planning the Project: Having previously completed the v1.0 version of the project, I was able to use the OPAs created by that project to set the stage efficiently. I defined the scope and refined the previously defined project and resource requirements. I used a template to initially define activities and refined as needed, leading to a detailed project schedule. Due to the detailed budgeting required by the business case, I had already done most of the budget-related work ahead of the project initiation. Planning for quality management followed our typical exacting standards. Our resource, procurement, and cost management plans were developed concurrently. Risk events, including resource delivery delays, were planned for. Communications management and stakeholder engagement plans followed our typical strategies. With a complete plan, I advised the stakeholders and was given the green light to proceed.

Executing, Monitoring, and Controlling the Project: I got to work and acquired the required resources and engaged the mostly virtual team that would deliver the project and its components. I conducted procurements to get the parts and immediately realized a risk event due to a shortage of essential components that caused delays for the project. Our responses were as planned and as they were critical components that could not be changed for another, we had to work with the delays. Apart from that, no other negative risks were realized. Stakeholders were updated every two weeks. Team meetings were held as required. Communications media included telephone, in-person conversations, and email.

Closing the Project: With the build and burn-in period complete, I was able to certify the scope as validated and handed off the equipment and documentation to the operations group. After ensuring that all accounts were paid, I released the contractors and archived the project documentation. The systems continue to be used regularly as of early 2021.

Mediaco - Phase 8 - HD Webcast Encoding System Development v1 Project

Organization Name: Mediaco

Job Title: National Director of Webcast Production/Project Manager

Functional Reporting Area: Managing Partner

Organization Primary Focus: Live Event Production & AV Services

Approach/Methodology: Traditional (Waterfall)

Team Size: 2

Budget: $140K

Date Started: Dec 2011

Date Through: Nov 2012


Objective: Develop system specification, build and certify 4 systems, develop documentation and training package, deliver training, and implement systems in the field.

Outcome: The 4 mobile HD webcast encoder systems were built and delivered within scope, on time, and within budget. They continue to be used by the company.

Role: As the contracted National Director of Webcast Production and business unit Project Manager, I managed a team of 1 internal team member and 2 contractors for the project.

Deliverables: 4 Mobile HD webcast encoder systems (each including 2 high-grade rack PCs, video processing, network hardware, power conditioning, and an industrial grade rolling rack case), updated technical documentation.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Initiating the Project: I prepared the business case and business benefits management plan to illustrate the value of building advanced video capture systems for field operations. The project was chartered, stakeholders were identified and registered in the stakeholder register.

Planning the Project: Having previously managed similar projects, I was able to use OPAs created by those projects as a starting point. Stakeholder involvement was instrumental in stages of planning. I defined the scope and defined project and resource requirements. I used a template to initially define activities and refined as needed, leading to a detailed project schedule. Due to the detailed budgeting required by the business case, I had already done most of the budget-related work ahead of the project initiation. Planning for quality management followed our typical exacting standards. Our resource, procurement, and cost management plans were developed concurrently. Risk events, including resource delivery delays, were planned for. Communications management and stakeholder engagement plans followed our typical strategies. With a complete plan, I advised the stakeholders and was given the green light to proceed.

Executing, Monitoring, and Controlling the Project: I got to work and acquired the required resources and engaged the mostly virtual team that would deliver the project and its components. I conducted procurements to get the and no negative risks were realized. Stakeholders were updated every two weeks. Team meetings were held as required. Communications media included telephone, in-person conversations, and email.

Closing the Project: With the build and burn-in period complete, I was able to certify the scope as validated and handed off the equipment and documentation to the operations group. After ensuring that all accounts were paid, I released the contractors and archived the project documentation. The systems continue to be used regularly as of early 2021.

Mediaco - Phase 7 - Webcast SAAS Platform Upgrade Project

Organization Name: Mediaco

Job Title: National Director of Webcast Production/Project Manager

Functional Reporting Area: Managing Partner

Organization Primary Focus: Live Event Production & AV Services

Approach/Methodology: Traditional (Waterfall)

Team Size: 2

Budget: $40K

Date Started: Jun 2011

Date Through: Jan 2012

Objective: Expand the scope of the company’s webcast production services and increase customer satisfaction and perceived value with a flexible and feature-rich service offering.

Outcome: We adopted a SAAS webcast production platform that significantly reduced resource requirements for developers and operations, allowing the company to realize savings and increase operational agility. Customer satisfaction and retention increased, as proven by sales revenue and repeat engagements.

Role: As the contracted National Director of Webcast Production and business unit Project Manager, I managed a team of 1 internal team member and 3 contractors for the project.

Deliverables: Selection and implementation of 3rd party enterprise-grade white-glove SAAS webcast platform, updated technical documentation and process manuals, delivery of training for account managers and field technicians.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Mediaco - Phase 6 - Low-cost Live Streaming Service Implementation Project

Organization Name: Mediaco

Job Title: National Director of Webcast Production/Project Manager

Functional Reporting Area: Managing Partner

Organization Primary Focus: Live Event Production & AV Services

Approach/Methodology: Traditional (Waterfall)

Team Size: 1

Budget: $30K

Date Started: Jun 2011

Date Through: Aug 2011

Objective: Implement the low-cost webcast production service set developed by the previous project.

Outcome: We implemented a low-cost system to satisfy demand from a sub-set of clients that were looking for a bare-bones video streaming product for lower-budget events.

Role: As the contracted National Director of Webcast Production and business unit Project Manager, I managed a team of 1 internal team member and 2 contractors for the project.

Deliverables: Deliver account manager and field technician training, implementation of customer-facing service.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Mediaco - Phase 5 - Low-cost Live Streaming Service Development Project

Organization Name: Mediaco

Job Title: National Director of Webcast Production/Project Manager

Functional Reporting Area: Managing Partner

Organization Primary Focus: Live Event Production & AV Services

Approach/Methodology: Traditional (Waterfall)

Team Size: 2

Budget: $30K

Date Started: Feb 2011

Date Through: Jun 2011

Objective: Develop and certify a low-cost live streaming service solution to satisfy client demand for events that had minimal requirements and/or budgetary constraints for their events.

Outcome: Our team developed a low-cost live streaming service that was welcomed by our clients. The company enjoyed increased revenues and the service proved to be a good gateway to more complex events once clients learned what they could accomplish.

Role: As the contracted National Director of Webcast Production and business unit Project Manager, I managed a team of 1 internal team member and 1 contractor for the project.

Deliverables: Low-cost 3rd party live streaming platform, technical workflows, user documentation, and field technician training package.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Mediaco - Phase 4 - SD Encoders 2 Build Project

Organization Name: Mediaco

Job Title: National Director of Webcast Production/Project Manager

Functional Reporting Area: Managing Partner

Organization Primary Focus: Live Event Production & AV Services

Approach/Methodology: Traditional (Waterfall)

Team Size: 4

Budget: $30K

Date Started: Oct 2010

Date Through: Feb 2011

Objective: Build 4 additional v1 Standard Definition (SD) packaged portable webcast encoder kits to support the expansion of capabilities in other regions served by the company.

Outcome: Using the specifications and budget from the previous build, the systems were built to scope on time and within budget.

Role: As the contracted National Director of Webcast Production and business unit Project Manager, I managed a team of 1 internal team member and 3 suppliers for the project.

Deliverables: 4 x v1 SD packaged portable webcast encoder kits.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Mediaco - Phase 3 - Basic Webcast Service Offering Documentation & Training Project

Organization Name: Mediaco

Job Title: National Director of Webcast Production/Project Manager

Functional Reporting Area: Managing Partner

Organization Primary Focus: Live Event Production & AV Services

Approach/Methodology: Traditional (Waterfall)

Team Size: 3

Budget: $40K

Date Started: May 2010

Date Through: Oct 2010


Objective: Develop documentation and field technician training package, deliver training, and implement the company’s webcast service offering to client.

Outcome: With the aid of stakeholder feedback, the team created a package of workflows and supporting documentation that were used as technician training and reference materials, developed and delivered a training program for both field technicians and account managers, and started booking engagements immediately.

Role: As the contracted National Director of Webcast Production and business unit Project Manager, I managed a team of 1 internal team member and 1 supplier for the project.

Deliverables: Develop documentation and field technician training package, deliver training, and implement service.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Mediaco - Phase 2 - Basic Webcast Service Offering Development Project

Organization Name: Mediaco

Job Title: National Director of Webcast Production/Project Manager

Functional Reporting Area: Managing Partner

Organization Primary Focus: Live Event Production & AV Services

Approach/Methodology: Traditional (Waterfall)

Team Size: 4

Budget: $45K

Date Started: Mar 2010

Date Through: May 2010


Objective: Develop and build portable Standard Definition (SD) webcast production systems for distribution to regional offices and select/configure 3rd-party SAAS webcast production platform for the in-house production of client events.

Outcome: The systems were built and distributed and a suitable enterprise-grade SAAS webcast production platform selected, allowing us to establish our basic service offering.

Role: As the contracted National Director of Webcast Production and business unit Project Manager, I managed a team of 1 internal team member and 3 suppliers for the project.

Deliverables: 4 x packaged portable SD webcast production systems; configured production-ready 3rd-party SAAS webcast production platform; basic webcast production service offering.

Methodology: This project employed a traditional waterfall approach, based on PMBOK processes that were tailored for the project.

Mediaco - Phase 1 – Webcast Business Unit Development Project

Organization Name: Mediaco

Job Title: National Director of Webcast Production/Project Manager

Functional Reporting Area: Managing Partner

Organization Primary Focus: Live Event Production & AV Services

Approach/Methodology: Traditional (Waterfall)

Team Size: 2

Budget: $10K

Date Started: Feb 2010

Date Through: Mar 2010

Objective: The national AV company had an opportunity to add business value by creating an internal webcast production services business unit, increasing profitability and agility by removing dependence on external suppliers for webcast production services. The project objective was to build out a professional service based on repeatable workflows and standardized processes to capitalize on that opportunity.

Outcome: The successful project generated significant revenue for the company, increased our ability to respond quickly, delivered excellent customer support and consistent levels of quality for repeated customer satisfaction.

Role: I was the contracted National Director of Webcast Production and business unit Project Manager for the project.

Deliverables: Manage all aspects of BU-related projects and deliver webcast and live streaming products to the nationally dispersed operations team. I was responsible for business cases and project charters, as well as the management of scope, schedule, costs, quality, resources, risks, communications, procurements, and stakeholder engagement. I also took an active part in the technical aspects of the project. The project took an incremental phased approach over a span of 40 months, with each phase delivering added capabilities and value. Please see the following for phase descriptions/deliverables.

TELUS – 2005 AGM Webcast Production Project

Organization Name: TELUS

Job Title: Project Manager/Webcast Producer

Functional Reporting Area: Executive Communications

Organization Primary Focus: Telecommunications

Approach/Methodology: Traditional (Waterfall)

Team Size: 3

Budget: $25K

Date Started: Jan 2005

Date Through: May 2005

Objective: Deliver the TELUS 2005 AGM webcast with multiple streams in different languages via the corporate intranet and public internet for access by internal and external stakeholders that were unable to get to the venue in person.

Outcome: This was the 4th consecutive year of supporting the event project and the team delivered on expectations and delivered the scope to a T.

Role: I was the Lead Developer and Project Manager for the project, and I managed 1 internal team member for the project.

Deliverables: Branded Internet video webcast presentation interfaces for both internal and external attendees; the creation of a project-based live Windows Media video encoding setup; the production management and operation of the live event webcast; and post-webcast content availability for TELUS' 2005 AGM.

Methodology: This project employed a waterfall approach.

TELUS – TVN Digital Signage Network Upgrade Project

Organization Name: TELUS

Job Title: Project Manager/Lead Developer

Functional Reporting Area: Executive Communications

Organization Primary Focus: Telecommunications

Approach/Methodology: Traditional (Waterfall)

Team Size: 5

Budget: $350K

Date Started: Jun 2005

Date Through: Mar 2007

Objective: Upgrade the enterprise’s existing Canada-wide digital signage network technology from an html-based solution to an on-premise enterprise-class content management system and increase the number of locations from 12 to 27 using current technology and solutions.

Outcome: The project delivered a complete upgrade and expansion of TVN, TELUS' internal digital signage network. The upgraded screen and PC equipment enhanced our system control capabilities. The new content management system greatly increased our design and content/data display capabilities while decreasing resource requirements for daily operations of the system.

Role: I was the Lead Developer and Project Manager for the project. I was responsible for technical, architecture, scheduling, implementation, and project management.

Deliverables: Specify and select software solution, display hardware, and PC engine; implementation of selected software; upgrade of existing locations; selection of new locations; data and power infrastructure installation and new sites; installation of screens and PCs at new locations; certification of upgraded and new systems.

Methodology: This project employed a traditional waterfall approach.

TELUS – Windows Media 9 Upgrade Project

Organization Name: TELUS

Job Title: Project Manager/Lead Developer

Functional Reporting Area: Executive Communications

Organization Primary Focus: Telecommunications

Approach/Methodology: Traditional (Waterfall)

Team Size: 2

Budget: $16K

Date Started: Jun 2004

Date Through: Nov 2004

Objective: Upgrade all enterprise desktops with the Windows Media 9 video/audio codec to allow for the delivery of content with a higher grade of video quality and decreased network bandwidth usage due to the codec’s more efficient compression algorithms.

Outcome: The successful deployment of the WM9 codec package to all enterprise desktops met the objective of delivering better quality video with smaller file sizes, resulting in a win-win for viewers and network administrators.

Role: I was the Lead Developer and Project Manager for the project.

Deliverables: Business case; fully-tested software installer package ; upgrade from Windows Media 7 to Windows Media 9 on 24,000+ enterprise desktop PCs.

Methodology: This project employed a traditional waterfall approach.

Stark Communications – Amway Korea Destination Event Project

Organization Name: Stark Communications

Job Title: Technical Director/Technical Project Manager

Functional Reporting Area: Executive Producer

Organization Primary Focus: Destination Event Management

Approach/Methodology: Traditional (Waterfall)

Team Size: 20

Budget: $200K

Date Started: Jul 2002

Date Through: Dec 2002

Objective: Manage and deliver the technical production elements for a series of 4 corporate destination events for 1000 Korean attendees repeated every 4 days 6 times over.

Outcome: Our team once again fulfilled all of our client’s expectations and delivered an excellent attendee experience. All pre-production was done in British Columbia and the event held in Waikiki, HI, which definitely added logistical challenges.

Role: As the contracted Technical Director/Technical Project Manager, I managed a team of ~20 suppliers for the project.

Deliverables: Planning and pre-production activities with our international team; supplier bid document preparation, evaluation, selection, and contract management; resource planning, scheduling, and management; risk identification and management; venue management; the repeated delivery of a sequence of 4 events with full AV and circus performers.

Methodology: This project employed a traditional waterfall approach.

Stark Communications – Amway Japan Destination Event Project

Organization Name: Stark Communications

Job Title: Technical Director/Technical Project Manager

Functional Reporting Area: Executive Producer

Organization Primary Focus: Destination Event Management

Approach/Methodology: Traditional (Waterfall)

Team Size: 50

Budget: $350K

Date Started: Dec 2001

Date Through: Apr 2002

Objective: Manage and deliver the technical production elements for 7 high-value corporate events held in 5 different venues over 3 days in Vancouver for 2,400 visiting Japanese attendees.

Outcome: Our team fulfilled all of our client’s expectations and delivered an excellent attendee experience. The pre-production was intense and condensed into a relatively short timeframe and remains one of the more challenging projects that I have worked on. The international group of stakeholders and team members made it an absolute pleasure of a project.

Role: As the contracted Technical Director/Technical Project Manager, I managed a team of ~50 suppliers for the project.

Deliverables: Planning and pre-production activities with our international team; supplier bid document preparation, evaluation, selection, and contract management; resource planning, scheduling, and management; risk identification and management; venue management; the delivery of 7 complex events with full AV and a diverse selection of performers including the Vancouver Symphony Orchestra with a 60-piece choir.

Methodology: This project employed a traditional waterfall approach.