Linda McKinnon - Bio
My major role over the past eight years has weaved between business analyst, systems analyst and architect with a rigorous amount of project management.
Reporting to upper management and finance working closely with the diverse technology teams as well as other architecture strategic business units to support medium to large scale initiatives.
Proven to be able to tackle any challenge. Work experience now spans eighteen years in the field of technology solutions performing increasingly advanced work on large corporate computer systems and business applications.
History
Beginning in June, 1980, as a Technical Analyst for a major oil company. Working as a team member for the design, development, implementation, and management of production accounting database systems, and ensuring data control and system security across various platforms. Remained in this position until December 1986.
January 1987 through January, 1990, I was employed as a student liaison with Carleton University working with statistical and research applications. Duties included assisting staff and students with both mainframe and microcomputer problems, and addressing technical break/fix issues. More recently, from June 1995, through to the present I have been working with IBM partner's large distributed business applications running on Windows and Linux virtual environments with mission critical business processes running on large UNIX servers. One of the few individuals completing certification in
Deep Blue technology.
As an independent solution provider I designed a large RPQ/RFP for the Ontario Government to design and install a large digital network called OPRIS (Ontario Parks Reservation Information System).
- In 1998 OPRIS was nominated for a Canadian Productivity Award. OPRIS came in third. This RFQ/RFP was brought forth twice by my competition and they failed to take it to completion the previous year. My team brought it from conception to the contract evaluation stage.
Now as a Solutions Architect, I deliver solutions that support the business requirements at the agreed service levels.
- Ensuring that ‘we’ meet corporate architectural standards or required exceptions are obtained.
- Documenting architectural costs and risks are appropriately estimated and assess at each stage in the project life cycle.
- Accountable to the project steering committee to estimate overall project effort and overall, net ongoing operational costs. Work with PMs, business project leader and steering committee to achieve the appropriate balance between architectural requirements and the project’s scope, schedule, one-time and ongoing budget.
- Creating and maintaining roadmapson all existing technology areas.
- Governance for the introduction of new technology.
