LYNNE L. De VALERIO, PMP

Jamestown, Rhode Island 02835

401.447.1324                                                                                                 lynne@devalerio.com

 

 

SUMMARY

 

Proven Project Manager with 19 years of experience in large system integration implementations.  Subject matter expert in project efficiency and developing customized processes and procedures based on industry best practices.  Known for the unique ability to bring people together to stay informed and work as a team as the project moves through its life cycle.  Outstanding background in leadership.  Responsible for developing project controls which enabled all projects to be brought in on or under budget.

 

PROFESSIONAL EXPERIENCE

 

 

DE VALERIO CONSULTING, LLC, Jamestown, RI                                                               2007 – Present

 

Project Management Consultant, Ocean State Higher Education Economic Development and Administrative Network (OSHEAN) 2009-Present

Project Management Consultant working on the Federal Broadband Technology Opportunities Program (BTOP) to build a fiber optic network in RI and parts of MA.   

 

·        Responsibilities include proposal support, schedule development, requirements documentation

·        Maintain a central repository to house all project standards, templates, and documentation to streamline delivery efforts and retrieval of project information and to ensure consistency of all project information.

·        Maintain project meeting minutes and action items

 

Project Management Consultant, Woods Hole Oceanographic Institute 2010-2011

Project Management Consultant working on the Ocean Observatories Initiative (OOI) project.   

 

·        Responsibilities include schedule development, supporting weekly Earned Value (EV) schedule updates, taking on schedule actions and preparing necessary reports.

·        Perform weekly quality control audits on IMS files using metrics for accuracy, completeness and critical path analysis. 

·        Working with team leads on a monthly basis to ensure that the Integrated Master Schedule (IMS) is complete and up-to-date

 

Project Management Consultant, Raytheon 2008-2010

 

Project Management Consultant working on Zumwalt DDG 1000 program at Raytheon Corporation, within two IPTs (MK57 VLS & AN/SQQ-90). 

 

·        Strong Program Planning and Execution Manager using Raytheon’s Management processes including Integrated Product Development System (IPDS), Integrated Master Plan/Schedule (IMP/IMS), Earned Value Management System (EVMS) and the Program Integrated Network Tool (PIN).

·        Responsibilities include schedule development, supporting weekly Earned Value (EV), rolling waves, EACs, BCRs, cross project linking, Level 2 Schedule development, participating in weekly CAM & PIC review meetings, taking on schedule actions and preparing necessary reports.

·        Perform weekly quality control audits on IMS files using metrics for accuracy, completeness and critical path analysis. 

·        Direct interface with Business Management/Finance Team in the reconciliation between IMS files and MPM and SAP on weekly intervals. 

 

Project Management Consultant, Neighborhood Health Plan of RI 2007-2008; 2010

 

Project Management Consultant –Neighborhood Health Plan of RI.  Responsible for managing, planning, coordinating, and expediting activities for the implementation of two new products (RHP and CoC).  Rhody Health Partners (RHP) project - managed the project during the planning pre-contract phase, delivery, and turnover to operations.  Responsibilities included coordinating requirement definition; overseeing IT modifications; end user testing; developing individual work plans for each department of the company affected by the new line of business.  Also acted as the main liaison to the Department of Human Services during contract negotiations and project implementation phases.

·        Developed the project schedule as well as oversight of all tasks for the duration of the project.

·        Interfaced with all project team members to ensure that project objectives were met.  Team size was approximately 15 leads and included all areas of the company, i.e. software, QA, HR, Marketing, Customer Service, Medical Management, Healthcare Data Analysis, Fiscal Operations, Financial Analysis, Claims, and Provider Services.

·        Prepared weekly status reports to inform the team and Senior Management of project status.

·        Ensured complete and open communication by conducting weekly status meetings with internal team as well as with customer and documented meeting minutes.

·      Served as the primary point of contact for the customer throughout the project.

·      Identified and mitigated project risks.

 

INTEGRATED MANAGEMENT SOLUTIONS, INC., Jamestown, RI                                      2005 - 2007

Project Management Consultant, 2005-2007

Project Management Consultant working on Zumwalt DDG1000 Program at Raytheon Corporation.  Responsible for schedule development, Weekly Earned Value updates, and overall schedule maintenance on three IPT Teams (TSCEi, MK47 VLS and CIGS/Decoy).

 

·        Responsibilities include schedule development, supporting weekly Earned Value (EV), supporting rolling waves, EACs, BCRs, participating in weekly CAM & PIC review meetings, taking on schedule actions and preparing necessary reports.

 

GTECH CORPORATION, West Greenwich, RI                                                             1992 - 2005

Manager, Program Management Office (PMO), Worldwide Implementations, 1997-2005

 

Responsible for the implementation, development, and maintenance of GTECH’s Systems Integration Program Management Office (PMO).  The Systems Integration group was responsible for all large multi-million dollar projects delivering the implementation of on-line, instant, video and other lottery systems worldwide.  The PMO had oversight responsibilities for approximately 30 active projects at any given time.  In addition, I served as direct supervisor of all System Integration worldwide Project Managers (approximately 30 staff based in 6 countries – US, Poland, UK, Belgium, Portugal, and Germany).

·        Researched and customized for GTECH best practices, processes, procedures, and templates based upon PMI standards to ensure uniformity of project deliveries globally.

·        Created and maintained a central repository to house all project standards, templates, and documentation to streamline delivery efforts and retrieval of project information and to ensure consistency of all project information, which decreased work efforts by avoiding duplication.

·        Served as lead contact on the design and implementation of an internal PMO website and continued to maintain and update the website on an ongoing basis.

·        Served as the business analyst working with senior management to gather reporting expectations and requirements and developed a single standard report to ensure consistent updated monthly project communications.

·        Developed a monthly review procedure for all projects and performed those reviews on an ongoing basis.  Once a month reviewed approximately 20 projects per session.  These reviews helped to ensure performance consistency and acted as a risk mitigation process.

·        Communicated with Sales, Operations, Marketing, Proposals and Technical senior management and staff to identify requirements and strategy for new implementations, as well as existing upgrades, based upon contracts and requests for proposals.

·        Interfaced with Lottery entities as well as internal senior management in order to anticipate and meet project objectives.

·        After having acted as a Program Manager with direct oversight of projects in New Zealand, Singapore, Mexico, Australia, Puerto Rico, US, was promoted to Manager, Program Management Office (PMO).

Project Manager, 1992-1997

 

Responsible for managing, planning, coordinating, and expediting activities for the implementation and integration of multi-million dollar domestic Lottery systems and products.  Managed the entire project life cycle, which included full budgetary responsibility from the pre-contract planning phase to turnover.  Typical projects included coordinating and implementing requirements identification and documentation, facilities implementation (locating and build out), infrastructure hardware, communications network (leased line, frame-relay, satellite), software development and testing, end user training, manufacturing, field service (including the implementation of up to 8,000 POS devices), marketing, HR, monthly financial forecasting. 

·        Developed the project schedule, plan and budget as well as overseeing all for the duration of the project.

·        Interfaced with and directly supervised all project team members as well as corporate support/supply personnel to ensure that project objectives were met.  Team size ranged from 25 – 100 people and included all areas of the project, i.e. facilities, infrastructure, LAN, WAN, software, QA, training, marketing, operations, HR, field service, manufacturing.

·        Prepared monthly status reports and forecasts to inform senior management of project status.

·        Worked with clients on requirements development and interpreting those requirements into deliverables.

·        Ensured complete and open communication by conducting weekly status meetings with internal team as well as with customer and documented weekly status reports.

·      Served as the primary point of contact for the customer throughout the project.

·      Project durations ranged from 4 months to one year depending on their size and scope.

 

OCEANCLIFF RESORT, Newport, RI                                                                              1984-1991

Property Manager/Front Office Manager, 1987-1991

Operations Manager (Hotel on the Cay, St. CroixOceancliff’s sister resort), 1986-1987

Front Office Manager, 1984-1986

 

JOHNSON AND WALES UNIVERSITY, Providence, RI                                                   1983-1984

Instructor, Hotel Management

 

GENERAL DYNAMICS, NUSC, Newport, RI                                                                    1982-1983

Computer Operator

 

TREADWAY INN AND MARINA, Newport, RI                                                                  1981-1982

Assistant Front Office Manager/Reservation Clerk, 1982

Front Office Clerk, 1981-1982

 

SHAMROCK CLIFF HOTEL, Newport, RI                                                                                 1980

Assistant Front Office Manager

 

TRI-CAP GROUP HOME FOR ADOLESCENT BOYS, West Kingston, RI                         1978-1980

Counselor

 

 

 

EDUCATION/CERTIFICATION

 

Women’s Business Enterprise (WBE) Certification, Women's Business Enterprise National Council

Minority Business Certification (WBE/DBE), State of Rhode Island

Project Management Professional (PMP) Certification, Project Management Institute

Certificate of Professional Achievement in Telecommunications Engineering, Northeastern University

Master of Business Administration (MBA), Management, University of Rhode Island

Bachelor of Arts (BA), Psychology, University of Rhode Island

           

BOARDS & AFFILIATIONS

 

Women's Business Enterprise National Council (WBENC)

Project Management Institute (PMI)

Treasurer, Friends of Jamestown Youth Board of Directors

Rhode Island Foster Parents Association (RIFPA) Past Board of Directors

 

SECURITY CLEARANCE

 

Secret Clearance - obtained 2006