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HARVEY MONTICOLOMBI

harveymonticolombi@yahoo.com

SUMMARY OF QUALIFICATIONS

I am a project manager with 13 years experience managing projects of all sizes through all phases of the project lifecycle with

emphasis on the PMBOK discipline.  I have diverse project management experience managing strategic technical and non-

technical projects in various industries such as IT, Healthcare, Retail Construction, Telecommunications, and Commercial Real

Estate/Interior Design Construction.  My greatest attributes are establishing and building client relations, analytical with

creative negotiation and problem solving skills, and highly organized with attention to details.

Key Strengths
Project Management	Strategic Planning	Customer/Vendor Relations
IT Application Development and Implementation	Manage Complex Business Initiative Projects	Research & Benchmarking

EDUCATION

Associates Degree, F.I.T., New York

Administrative Program (1 year), Champlain College, Vermont

PROFESSIONAL AFFILIATIONS

Member, PMI Champlain Valley Chapter, Vermont

Member, Project Management Institute, USA

PROFESSIONAL EXPERIENCE AND ACCOMPLISHMENT HIGHLIGHTS (last 10 years)

Keane, Inc.  (IT) (April 2008-December 2010)

Principle Consultant

National Life Group (Life Insurance), Montpelier, VT

Ø  Chosen by NLGroup to manage a complex business initiative (with a Canadian vendor and Perot Systems) to convert an existing home grown mainframe source code management system to the Endevor mainframe source code management system for 80 of NLG's systems, and to establish the naming standardization for mainframe applications.  Also responsible for coordinating the system training for 100 developers and business application users.

Ø  Managed multiple projects consecutively such as the source code management conversion project, employee Desktop/Laptop/Software upgrade project, and Quarterly Mainframe Upgrades project.

Ø  Responsible for gathering requirements, scoping, determining Stakeholders and team resources, and creating the Statement Of Works, project schedules, and budgets.

Ø  Met weekly with the team to review project risks, issues, action items and tasks.  Documented minutes of team meetings, updated Risk/Issues Log, Action Items Log and Project Schedule and Budget accordingly.

Ø  Monitored and controlled the budget, project risks and issues, and changes.  Escalated issues and changes to team to determine the impact to the budget and schedule and then to upper management for approval or rejection of changes accordingly.

Ø  Proactively followed up with team members via email, telephone or in person regarding questions, issues, action items or outstanding project tasks.

Blue Cross / Blue Shield (Healthcare), Berlin, VT

Ø  Managed a large size system modification/application development project from planning to implementation to close out.  This project included mandated requirements determined by the BCBS Association that incorporated HIPAA and State of Vermont medical insurance requirements and legislation.  Also upgraded the Provider website to a .net application incorporating new functionality and the new corporate image and colors.

Ø  Scheduled daily team meetings via Web-Ex with offshore resources on status of project tasks completed, outstanding tasks and issues, and reviewed the Clarifications Log to clarify team’s questions.

Ø  Weekly meetings with the Client regarding the project schedule and budget status, personnel concerns or changes, project issues, approval/rejection of Change Requests, and approval to move forward to the next phase of the project.

Ø  Monthly meetings with Keane upper management to review project status, budgets, issues and completed and Client approved project deliverables.

Ø  Updated all appropriate BCBS documentation impacted by the project initiative/changes.

SymQuest Group (IT) (August 2007 to April 2008)

Project Manager

Ø  Managed over 100 network projects from implementation to close out for small-to-medium sized companies in the Northeast region with a full-time staff of two.

Ø  Projects consisted of the installation of hardware (i.e. servers, routers, firewalls) and software (i.e. Microsoft, Symantec Antivirus/EndPoint/Backup Exec/Systems Recovery, Security) for small-to-medium sized companies with budgets ranging from $1K to $120K, and the management of delivery and installation of multi-functional office equipment.

Ø  Worked with all levels of the company to modify the existing process to increase efficiency and effectiveness of delivery, implementation and close out of projects.

Integrated Store Solutions (Retail) (October 2004 to June 2005)

Project Manager/Coordinator

Ø  Managed contractors/subcontractors and the remodel of store fixture and security installations from planning to implementation for big box retailers such as Home Depot and Target.

Ø  Contingent on the project duration, met with installation contractors daily or weekly on status of completed/outstanding project tasks, issues and changes.

Ø  Took daily photographs of project’s progress and posted photos and project status on the Company’s website for Client to view.

Ø  Coordinated with various product vendors on how products should be merchandised on store shelves or in store displays.

Ø  Tested all security installations on technology products to ensure appropriate alarms functioned properly and accordingly.

Ø  Tracked, received and inventoried the delivery of store fixtures, shelves, and displays to be installed.

Verizon Business (Telecommunications) (August 2000 to January 2004)

Network Project Manager

Ø  Managed up to 150 local and long distance new build fiber optic projects with capital budgets ranging from $25K to $22M, while obtaining a track record of completing projects on time and on budget.

Ø  Out of a team of 39 project managers, I was the sole project manager selected to manage two large business initiatives:  to install telecommunications at all NFL sites in major cities within the US, and to install 125 miles of new fiber optics in three states (Virginia, Washington D.C. and Maryland) for future commercial business parks.  Both were completed on time and on budget.

Ø  Overall project responsibilities included:

o   Managed the planning, implementation and close out of all projects.

o   Solicited and compiled cost estimates of Engineering Work Requests from internal functional groups (i.e. Engineering, Construction, Planning, Right-of-Way, Contract Management, Technical Facilities and Field Operations) for capital spending approval.

o   Created and monitored master project schedules and budgets (actual vs. estimate to complete).

o   Hosted kick-off calls and managed weekly project status calls with various project teams to review the scope of work; scheduled milestones/budget and actions items; and addressed potential project risks and issues.

o   Implemented the change management process when necessary.

o   Ensured the construction team had construction permits and contracts in place prior to digging.

o   Provided weekly financial and project status reports to upper management.

o   For the diverse lateral projects, I served as the primary interface with Planning and Sales for ordering electronics/routers (Cisco, Fujitsu) for customers including Toyota, Coach, Publix Grocery Stores, Autozone, Siemens, Time Warner, Bank of America and various U.S. Government Agencies.

The Amend Group (Commercial Real Estate) (January 1997 to December 2000)

Project Manager/Strategic Planner

Ø  Worked closely with WorldCom’s (now Verizon) executives/upper management in the strategic planning of the corporate merger with MCI and their launch into the long distance telephone market. 

Ø  Researched the company’s organizational work flow processes, group and individual work patterns and compared the analysis to research found in similar companies within the telecommunications industry.

Ø  Worked individually with the CEO and Executive Management team to design office/boardroom preferences and Departmental management teams regarding space requirements and layout. 

Ø  Developed a strategic programming document in Access to analyze space requirements. 

Ø  Gathered programming information utilized in all aspects of the project to determine square footage requirements.

Ø  Coordinated with an in-house Architect and Engineer the interior schematic design and construction drawings of WorldCom’s Corporate Headquarters and various call centers in the U.S. and managed an interior design team of 2-3 people.

Ø  Prepared a schedule and budget for all phases of the project and managed the master schedule, construction budget, and change orders in accordance to the contract and client’s expectations.

Ø  Scheduled and conducted project meetings with client, contractors and consultants, and disseminated project documentation (i.e. recording and preparing meeting minutes, agendas, and action item lists) to all team members during the construction phase.

Ø  Acted as a single point of contact and communicated any scope changes in project requirements and services to internal staff, contractors, and client.

Ø  Issued a punch list and conducted a follow-up walk through with contractors to ensure all punch list items were completed, and provided final as-built drawings to client at end of the project.

Ø  Successfully managed the relocation of 4,800 employees within WorldCom’s corporate headquarters and various locations throughout the U.S.

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