Patricia Delmonaco, MS, PMP

Tewksbury, MA 781-***-**** patty.delmonaco@gmailcom

See more on Linked-in at https://www.linkedin.com/in/patty-delmonaco-a264992/

Project Management leadership

Results-driven professional with extensive experience in strategic and operational planning, program development, and delivery across the corporate enterprise. Hands-on leader who delivers corporate initiatives through experience with project and program methodologies while providing senior management with objective perspectives on progress. Reputation for success in managing the execution of activities and personnel that provide superior solutions by guiding business owners and functional managers in best practices for governance, consistent planning, risk management and reliable progress updates.

Process Improvement

Team Building & Group Facilitation

PMI Best Practices

Troubled Project Turnaround

Leadership

Project Management Office

Vendor Management

Corporate Metrics Reporting

Change Management

PROFESSIONAL EXPERIENCE

NORTHEASTERN UNIVERSITY, COLLEGE OF PROFESSIONAL STUDIES, Boston, MA 2017-present

Part-time Lecturer

Lecturer in the Project Management Graduate program. Currently teach the Foundations in Project Management and Project Management Practices, Technical Project Management, Scope Management and Quality Management to students participating in the College of Professional Studies Graduate degree program in Project Management.

ORIGAMI RISK, Chicago, IL 2022

ePMO, Sr. Manager

Created Enterprise Project Management Office and introduced portfolio management best practices

Developed and introduced core project practice: Project Charter, Business Requirements, Work Breakdown Structure, Project Schedule, Project Budget, Risk Management, Meeting Cadence and Communication Plan, Performance Metrics and Acceptance Criteria

Created and managed project proposal process for budget cycle and coached business leaders on how to best present their needs

DUCK CREEK TECHNOLOGIES, Boston, MA 2020-2022

Sr Manager, Data Management Office

Established Master Data Management program responsible for Corporate Metrics reporting

Created and maintain corporate data dictionary identifying key data fields across enterprise applications

Delivered Quarterly Corporate Metrics dashboard to support senior leadership data analytics needs

Designed and delivered dashboard that allocates Subscription, License and Maintenance Revenue across product families

Lead a team of 4 to produce Microsoft Power BI dashboards

EASTERN BANK, Lynn, MA 2018-2020

VP, Sr. Project Manager – Technology

Key Projects:

Optima

Team Size: 30+ vendor

Upgraded 3 versions of the software and built new infrastructure.

Designed comprehensive testing methodology.

Oracle Financial Implementation

Team Size: 30+ vendor

16-month, $1.57M project to add Finance and Procurement models to existing cloud solution used by Human Resources

Enterprise-wide rollout for payables, purchasing and employee expenses

Received corporate recognition

Managed difficult vendor with off-shore resources

EPIC Implementation

Team Size: 50+ vendor

Asked by CIO to manage mid-flight project for the bank’s insurance agency

Delivered project management best practices, quality assurance methods and user acceptance testing

Introduced and implemented change management and governance processes to the organization

Managed PwC assessment and engagement

Turned a dysfunctional group into a high performing project team focused on meeting deadlines with quality deliverables

DUCK CREEK TECHNOLOGIES, Boston, MA 2017

Consultant, Corporate

Consulted on in-flight engagement experiencing project management challenges. DCT is a company experiencing tremendous growth and facing a deadline to establish a corporate infrastructure. I was brought in to provide leadership on their ERP project.

Key Project:

Workday Implementation

Team Size: 20+ Staff

Challenges included implementing project controls, building a cohesive project team and introducing strong project management best practices

Workday modules included in the project are: HCM, Recruiting, Absence, Finance, Professional Services, Timekeeping, Payroll, Procurement and Reporting

Responsible for Vendor management of Workday implementation teams

Managing stakeholder expectations at the C-Suite level while driving delivery at the project team level

ICE DATA SERVICES, Bedford, MA (formerly Interactive Data Corporation) 2014 – 2016

Senior Project Manager, Business PMO

Senior Project Manager, Operations and Client Services PMO

Increase efficiency and productivity within company programs by the development of infrastructures, creation and documentation of processes, and the establishment of data structures. Coordinate IT request for resources with the Operations group.

Key Projects:

BPO Transition to Production

Team Size: 30+ Staff from New York City and Dublin and Five Vendor Managers from Hyderabad, India

Transitioned 200+ data collection processes from New York and Dublin to an off-shore partner resulting in $2M of annualized savings

Utilized pervious off-shore experience to create high-performing teams while mitigating cultural issues

Provided program management focus on the objective of transitioning processes while maintaining ICE Data Services data quality standards

Incorporated daily agile-style standup meetings to manage deliverables, deadlines, and mitigate potential risks

Achieved goal two months ahead of schedule with a total project duration of 256 days and 9,578 project hours

Global Reference Data Expansion

Team Size: Five Staff from New York City, Bedford and Dublin Team

Supported defining corporate cross-functional program initiative to improve Global Reference Data coverage, timeliness and completeness by working with the VP of Reference Data Content to define a strategy to meet the aggressive timelines need by Production Management

Established realistic timelines and reporting practices while mentoring Operation Leads on project management best practices

Defined a scorecard process to provide consistency for the review process of new sources

Content Request Governance Process

Team Size: 35+ Global Representatives from Operations, IT, Product Management, Senior Management, and Sales

Created content request life-cycle process to introduce transparency and promote improved relations between different groups and regions

Created governance meeting cadence to address the conflicting priorities and objectives of multiple cross-functional groups

Mitigated risks and issues by facilitating weekly meetings to review action items, timelines, and utilized resolutions techniques when necessary

PEOPLESERVE, INC, Malden, MA 2012 – 2014

Senior IT Project Manager

Positioned a state educational organization to utilize a portal interface for communications regarding education for researchers, educators, parents and the general public. Initiated and maintained IT Program Dashboard detailing project milestones and their interdependencies for the agency.

Accountable for vendor procurement and management on multiple projects. Posted Requests for Information and Requests for Quotes. Led scoring meetings, interviews and selection of vendor. Managed the relationships and authorized payments based on milestone deliverables. Responsible for closing procurement activities at conclusion of engagement.

Key Project:

Race to the Top Portal

Budget: $1.2M Team Size: 10 Staff

Responsible for requirement definitions, development of the framework for the IBM platform to support 75 applications, vendor management, and deployment.

Worked with cross functional teams on design and execution with the assistance of an IBM Consultant.

Developed a single sign-on (SSO) experience for users by defining the integration of role-based security.

Created a team to focus on the end-user experience that concentrated on UX design and prototyping.

COVENTRY HEALTHCARE, Burlington, MA 2007 – 2012

Senior IT Project Manager, Workers Comp ECM

Business Consultant, Workers Comp FEP

Assessed the impact of change management on FEP / ECM applications and processes as the team’s Release Manager and member of the Change Advisory Board. Successfully managed team’s bi-weekly deployments and production validations that required planning and coordinating as many as 100 tasks involving 25 parties across the firm. Responsible for the development of a resource capacity model for the front-end processing application development team, and used the model to staff resource requests for project and support efforts.

Key Project:

FileNet IS to FileNet P8 Migration

Team Size: 50+ Staff, Vendors, and Cross-Functional Teams Budget: $4.5M

Proposed decision to outsource migration to third-party vendor who had a proven history of success in similar efforts

This proposal reduced overall resource costs and allowed internal team to focus on strategy rather than execution

Developed and executed a project timeline with sub-project teams to migrate 450 million document pages from FileNet IS to FileNet P8

Transformed a dysfunctional team comprised of application developers, network engineers, end users, business analysts, system analysts, vendors, technical architects, project managers and system engineers into a high-performing team committed to making the solution work

Negotiated extension of IBM penalty by 90 days to avoid a fine of $2M

AUTHORIA, INC, Waltham, MA 2006 – 2007

Senior Business Consultant, Global Professional Services

Led multiple, concurrent process cycles and projects with dependent tasks under tight deadlines and provided oversight and management solutions to six Fortune 1000 clients to meet and exceed expectations.

McCRACKEN FINANCIAL SOFTWARE, Billerica, MA 1992 – 2006

Business Consultant, Client Services

Project Lead, Field Services

Account Manager, Customer Support

Contributed to the legacy application UX re-design representing domain expertise, business acumen and Voice of the Customer

Both in the consulting and implementation space, excelled at assessing customer needs and developing effective solutions strategies while successfully meeting and exceeding clients’ expectations

Led product demonstrations to assist with the sales cycle. Extremely effective in providing industry and product knowledge during the sales cycle

Key Project:

Fannie Mae Multi-Family Implementation

Team Size: 50+ Staff from McCracken and Fannie Mae

Provided comprehensive project planning and leadership for the implementation of a servicing system for a quasi-government agency with unique business needs divergent from system’s core competencies

Managed requirements gathering for solution to change application from servicer-focused to master servicer-focused while maintaining the loan’s integrity

Coordinated change management process from design to delivery

EDUCATION & CERTIFICATIONS

Masters in Program and Project Management, Brandeis University, Waltham, MA,

Bachelors in English, Ohio Wesleyan University, Delaware, OH

ADDITIONAL ACCOMPLISHMENTS

Speaker, McCracken Financial User Conference 1996-2006

Speaker, Project Summit/Business Analyst World Boston, 2015, 2016, 2018

Speaker, Mass Bay Chapter Professional Day, 2015

President of Mentor Program, Mass Bay PMI Chapter 2019-2020

Mentor, Mass Bay PMI Chapter, 2014-2022

Volunteer, Operation Delta Dog 2015-2019

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