Carolina A. Caparros

Why should you hire me? About Me References & Recommendations PMO Management Business Performance Reporting Carolina A. Caparrós Project | Program Management MBA | CEng | PRINCE2® Contact Details: - (Qatar) | - (Spain)-LinkedIn Profile: https://www.linkedin.com/in/carolina-%C3%A1lvarezingeniera-de-caminos-mba-prince2%C2%AE-/?locale=en_US IQ Code to my Resume Projects About Me Carolina A. Caparrós MBA | CEng | PRINCE2® I am an enthusiastic, focused, detail-oriented and resourcefulness Chartered Engineer and MBA with over 10 years of experience in project and program management in the construction and operations & management industry. I am a hands-on leader with demonstrated experience in improving the efficiencies and effectiveness of organizations through leading PMO, projects, programs and business reporting teams around the world. EDUCATION MBA | IE BUSINESS SCHOOL | 2013 After several years working in government and private organizations I have recently started my own consulting business - Work Smart Consulting Co. MASTER IN CIVIL ENGINEERING | UPC | 2008 CERTIFICATIONS PRINCE2® - AXELOS COMPUTER SKILLS Word | Excel | Access | PowerPoint | Outlook | SharePoint | Visio | MS Project | P6 Primavera | Trello | Tableau | AutoCAD LANGUAGES ENGLISH | SPANISH | CATALAN I offer commitment, reliability, and knowledge in the following Key Areas of Expertise: Ø Program Management Office (PMO) Management Ø Program and Project Management - Waterfall and Agile Ø Program and Project Planning and Monitoring Ø Business Performance Reporting and Analysis Ø Training, Mentoring and Personnel Development References and Recommendations PMO Management ACHIEVEMENTS RESPONSIBILITIES v Monitoring Projects and Programs performance through the Earned Value methodology. v Facilitating Program improvement by reducing the level of risk through Agile Methodologies and Intervention on high-risk delivery projects. v Dissemination of Lessons Learned across the business to support continuous improvement and reduction of risk. v Annual Cost Forecasting. v Setting and ensuring Project Management standards are followed on how projects are run. v Auditing data accuracy reported from Project Managers and consolidation into executive reporting to Top Management and President’s Office. v DRAINAGE, NETWORKS O&M WORKS PROGRAMS (2013 to 2018) | ASHGHAL | 100 M€ to 250 M€ v Built a new business unit – PMO. v Implemented the ‘Earned Value methodology’ for projects monitoring. v Provided accurate Cost Forecasts that contributed to the achievement of annual financial targets (Allocated Annual Budget +/- 5%) for four consecutive financial years. v Drove the Departmental Project and Program Management maturity level from an Ad-hoc to an Integrated level. v Facilitated Engineers’ engagement in Project Management reporting techniques resulting in an increase of Engineers’ returns from 60% to 90%. v Prioritize resolution of issues in an extensive program of 121 projects by leading the implementation of a prioritization methodology in order to identify the highrisk projects. Business Performance Reporting Intervention based on Prioritization of Risk Created performance indicators to measure project delivery risk Overall Delivery Risk Profile 2.47 q (0.24) Jan-16 Dec-15 Committed Works 1.42 Delivery Risk Profile q (0.24) 0.37 Created a new system to leverage existing data and create dynamic, insightful reporting - 0.21 0.15 0.80 0.92 Jan-16 Dec-15 Pre-Flight Works 1.06 Delivery Risk Profile DVIp CCI FCI PCR SDI 2.92 1.69 0.41 0.41 0.30 0.30 0.32 0.03 Jan-16 0.32 0.03 Dec-15 WS 2.03 MS 2.00 ES 1.63 CS 1.31 NS 1.59 PS 1.28 MS 1.44 ES PS 1.41 STW STW NS 1.03 Top 5 Delivery Risk Projects [1] NC1564 [2] C14156 [3] NSC1442 [4] C1460 [5] C1559 - RBI CSI PCR CCI DVIc LSI Delivery Risk Profile by Section Delivery Risk Profile by Section WS 0.00 DVIc CSI CS u - Top 5 Delivery Risk Projects [1] NEW_2013_041 [2] 1685 [3] AM15-73 [4] 1676 [5] AM- Value - RBI LSI SDI FCI DVIp Prioritization of High-risk Projects, Reducing Risk, and Facilitating Change Project | Program Management RESPONSIBILITIES PROJECTS v ALBA SYNCHROTRON CONSTRUCTION PROJECT | OHL | 34 M€ v C-31 PALAMOS – PALAFRUGELL ROAD WIDENING CONSTRUCTION PROJECT | GISA | 64,3 M€ v LINE 9 BARCELONA METRO VIADUCT & WAREHOUSE CONSTRUCTION PROJECT – (JV: DRAGADOS – COPCISA – COPISA – RUBAU) | GISA | 360 M€ v WWTP & WASTEWATER FORCE MAINS AT LES BORGES DEL CAMP CONSTRUCTION PROJECT | ACA | 2 M€ v IRRIGATION CONSTRUCTION PROJECT: PUMPING STATION, COLECTORS AND IRRIGATION PONDS (SECTOR 6) | AIGUES DEL SEGARRA GARRIGUES | 12 M€ v NEW ROAD ACCESS TO BARCELONA PORT - TERCAT TERMINAL (JV: OHL – COPCISA) | PUERTO DE BARCELONA | 25 M€ v Planning and designing the program and proactively monitoring its progress, resolving issues and initiating appropriate corrective action. v Ensuring the delivery of products to the appropriate level of quality, on time, within budget and in accordance with the program plan and governance arrangements. v Ensuring there is allocation of common resources and skills within the program's individual projects v Contract Management. v Managing communications within all stakeholders. v Managing both the dependencies and the interfaces between projects. v Managing risks to the program’s successful outcome. v Proposal and negotiation of Variation Orders to the client. v Ensuring the project is implemented following the required Quality, Environmental and Health & Safety standards. v Population and negotiation of Certifications with the client. Projects