PERSONAL INFORMATION Giancarlo Duranti, PMP, …...PERSONAL INFORMATION Giancarlo Duranti, PMP,...

Curriculum Vitae Giancarlo Duranti, PMP, PgMP, CBAP, PMI-PBA

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PERSONAL INFORMATION Giancarlo Duranti, PMP, PgMP, PMI-PBA, CBAP, COBIT5, ITIL v3 Program Manager & Business Analyst Practitioner and Trainer.

+39 335 753.4029 +39 366 708 5530

[email protected]

www.giancarloduranti.com

Sex Male | Date of birth 14/06/1966 | Nationality Italian

SPECIALITIES

Project Management, Program Management, Business Analysis, Training and Coaching in project management, soft skills and business analysis topics, Business Processes, Business Case, course design and customization, Project/Program accounting practices

WORK EXPERIENCE

SUMMARY

I have been working in the Communication Wire-line & Wireless industry for over 20 years and I am well experienced in managing projects/programs in different international and national business contexts. During my recent experience in Cuba as a program manager, I ran several projects and led an internal team as well as third party providers and coordinated factory’s activities in Italy. I am also well experienced in Business Process Design and related methodologies for which I designed Cubacel’s, TIM Italy’s and TIM Brazil’s Business Processes. In Cuba I ran the IT re-organization project bringing in the best practices acquired in my career. I was also in charge to support new business services development providing my expertise in system and process integration. In Italy I worked in diverse strategic projects acquiring a very broad vision about ICT industry processes and platforms. Given to my management capabilities and technical experience, my clients gave me the responsibility of running several start-up projects, among which were Telecom Italia Mobile in Rio de Janeiro, Brazil and the latest in Havana, Cuba where my responsibilities consisted of evaluating, buying, customizing, installing, and rolling-out the pre-paid platform systems according to customer requirements. My international experience, perception and sensitivity to other cultures gave me the opportunity to understand insights about managing multicultural team issues. I am also a trainer for project management and business analysis certification programs as well as soft skills and accounting practices. I contribute in budding PM and BA culture supporting standards development, giving speeches at congresses and other events, writing articles and being an active member of the local PMI Rome Italy Chapter. I am proficient in speaking and writing four languages; English, Spanish, Portuguese and Italian. I am PMP certified and practitioner. I am also CBAP certified and practitioner.

2015 - present Director of Professional Development at PMI Rome Italy Chapter Represent the president in his or her absence. Define strategies for improvement in professional development. Develop plans for and coordinate the chapter’s external activities, such as study groups, seminars, workshops, courses, professional development days and other professional development activities. Incorporate feedback, suggestions and recommendations as necessary to enhance effectiveness and value delivered to the audience and chapter regarding the contents of programs. Seek new project management professional development programs and services through networking with other educational organizations and PMI chapters.

Curriculum Vitae Giancarlo Duranti, PMP, CBAP


EDUCATION AND TRAINING

PERSONAL SKILLS

2008 - present Trainer Providing training services at customers’ sites and e-learning concerning Project Management, Business Analysis, Soft Skills, and Accounting practices Some of the customer: POSTEL, Ernst & Young, Cognizant, UAE Government, KONE International, Telenor Serbia, ISO, Nespresso, ESA, Puma, Telecom Italia, Nokia Siemens Network, Alcatel, Siemens PLM, Carrefour, IBM, LUISS University, ENEL, Schneider Electric, BASF, Alstom Power, Bristol Myers Squibb, Air Liquid, Cognizant, JP Morgan, Cefriel, Invensys, Sidel, Lloyd’s Register, Insiel, Gucci, Michelin, Novartis, Citi Group, BNL BNP Paribas, EMC2

2002 - present Program Manager/Consultant Program Manager - Telecom Italia – Rome, Italy; Program Manager Consultant Cubacel - Havana, Cuba; Project Manager Telecom Italia - Rome, Italy; Consultant for Start-up Telecom Italia Mobile – Rio de Janeiro, Brazil;

Business Analyst for start-up TIM (Telecom Italia Mobile) Brazil – Rio de Janeiro, Brazil.

2000 - 2002 Project Manager at Telesoft Corporation

1990 - 1999 Business Analyst/ System Engineer at Telecom Italia .

1980 - 1985 Professional Accountant - ITC Paolo Savi

2006 PMP - Project Manager Professional Project Management Institute License n. 419143

2015

2011

PgMP – Program Manager Professional Project Management Institute License n. 1788566 CBAP - Certified Business Analysis Professional International Institute of Business Analysis License n. 1488

2014 PMI-PBA - Professional in Business Analysis Project Management Institute License n. 1762017

2014 - 2015 Executive Master in IT Governance & Management LUISS Business School – Guido Carli - COBIT 5 - ITIL v3 Foundation - ISO 20000 - CISM

Mother tongue(s) Italian

Other language(s) UNDERSTANDING SPEAKING WRITING

Listening Reading Spoken interaction

Spoken production

English Proficient Proficient Proficient Proficient Proficient



ADDITIONAL INFORMATION

Spanish Proficient Proficient Proficient Proficient Proficient Levels: A1/2: Basic user - B1/2: Independent user - C1/2 Proficient user

Common European Framework of Reference for Languages

Curriculum Vitae Giancarlo Duranti, PMP, CBAP


Projects Telecom Italia Global Partnership Program - Organization set-up October 2010 to July 2011 Challenge: Within the new business division Global Partnership Program delineate a method for managing consultancy contracts in a structured manner; define resource profiles able to provide off-captive customers with consultancy services; build a cohesive team of professionals able to manage customers needs globally. Action: I crafted and made approved a business process: CPP – Contract Project Process. Around it I shaped a set of capabilities required to manage customer contract. According to these principles I built together with HR department specific professional profiles and outlined detailed training paths. For each of them I put together customized project management training materials with the objectives of training and to disseminate information. I delivered training for a total of 105 people. I also provided coaching in a real case contract. Results: Structured approach to contract management, consistent with new department objectives and compliant to international standards. Alignment among resources about the new management process. Increased resources capabilities in managing consultancy contracts within project management organization. Enhanced Company’s assets. Increased company’s organizational maturity. Streamlined competencies. Impact: Telecom Italia is now view within the global market as a point of reference able to bring its extensive strategic and operational experience to operators with the purpose of establishing with them solid partnerships in order to enlarge its business boundaries. Strength: I played a change agent role with the whole organization proposing to management the most suitable way of working within the global market. Leveraging my extensive experience in business analysis and project management I was able to provide 360° support. My leadership abilities allow me to support people within the whole change management process. Business Process Definition - Cubacel, Cuba May 2004 to December 2004 Challenge: Due to a merge between two mobile operators, support Cubacel to define and set up a methodology to analyze, document, benchmark, re-engineer E2E main business & operational processes with specific focus on Fulfillment, Assurance, Service Creation, Change Management. Support the client to define KPOs or other measurement criteria with the objective of understanding processes effectiveness. Support the client to apply a methodology to improve processes E2E (Lean Six-Sigma) in order to establish a continuous improving approach. As is situation - The processes in place were based on what was experienced during the day-to-day operations; processes in place within IT department were not fully documented; no E2E business process definition; lack of processes performance measurement criteria. Action: Develop the business vision and process objectives. Assessment to define process status (AS IS). Hold Seminars/work sessions to explain methodology, guidelines of the customized Quality Assurance methodology based upon PDCA or Lean DMAIC. Identify the scope of work. Define Measurement Metrics. Design the new process set (TO BE). Help/coach in applying the Quality Assurance methodology in order to increase process effectiveness and develop a continuous improving approach. Result: E2E processes vision. Improvement in information sharing. Unified business language within the organization. Enhancement in communication sharing. Smoother application of change management processes. Reduction in time to market, Profitability increasing. Improved Customer Satisfaction. Impact: Reduce Cubacel’s time to market and improve cost/benefits ratio supporting the set-up, launch and execution of challenging and complex evolution programs concerning Network and IT platforms. Strength: Applying my business knowledge and technical skills together with my abilities in communication I was able to involve key stakeholders in the projects providing a sense of concreteness.



November 20th 2015

Conferences PMI North America Congress – Denver (Colorado), 2008 Globalization Eyeball to Eyeball PMI EMEA Congress – Amsterdam (Netherland), 2009 Everything is about time PMI EMEA Congress – Istanbul (Turkey), 2013 Best Practices to install an IT Governance PMI Leadership Institute Meeting EMEA– Madrid (Spain), 2015 Want to Improve Chapter Performance? Ask Me How!

Publications Becoming A World Class Project Manager www.allpm.com I was just assigned my first project! Now what? www.allpm.com Are you Managing the Right Projects? www.allpm.com Effectively Managing Projects in the International Environment www.allpm.com Cross-cultural teams - Key to success Projects & Profits/The Icfai University January 2009 Cross-cultural cues PM Network/Project Management Institute January 2009 Powerful Negotiating Project & Profit/The Icfai Univerisity Press August 2009

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