ANTHONY MARRARO, PMP, DBIA Director Of Continuing .

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ANTHONY MARRARO, PMP, DBIADirector of Continuing Education and Senior Lecturer,Texas A&M UniversityAnthony Marraro brings 35 years of program and project managementexperience encompassing all aspects of design and construction. Hehas held positions as a Senior Vice President, Vice President, Director,Office Leader, Unit Manager, Program Manager, Project Manager,Program and Project Controls Manager, Scheduler, Cost Engineer,Estimator and Designer/Draftsman. Mr. Marraro’s project experienceincludes transportation (airport and light rail), vertical, mixed-use,infrastructure, military, Embassy, petrochemical, fine chemical, waterand wastewater, and environmental remediation assignments forgovernment, public, and private clients.Mr. Marraro has worked both domestically and internationally,completing twenty months in Iraq and Afghanistan supporting thereconstruction efforts of the United States Department of Defense.As a Senior Lecturer at Texas A&M University, he instructs graduateand undergraduate students in Project and Construction Management.Additionally, he has served the Department as the AssociateDepartment Head and is currently the Director of Continuing Education.Texas A&M University, College Station, TXSenior Instructor, Department of Construction Science (2016-Present) –Mr. Marraro is a senior lecturer with the Department. He currently instructsthird and fourth year students in Construction Project Management and is aguest lecturer for several courses. He works as a liaison between industry andthe Department to promote the program, Department, and University andrepresents the Department at Industry events. Additionally, Mr. Marraroprovides his experience and services as a Project Management consultant andis an active industry lecturer.Consulting Assignments, Bryan, TXMr. Marraro has provided executive training, business process review, dataand trends analysis, and presentations for clients including Procore, H.E. ButtGrocery Co., and JB Knowledge.Hill International, San Francisco, CANorCal Regional Manager, Hill International (2013- 2016) –Mr. Marraro ledthe San Francisco office and was responsible for Hill’s Northern California(NorCal) market territory and service sectors. He provided leadership,management, staff development and mentoring to program, project andconstruction management professionals. He was responsible for theoperations, Profit and Loss, business development, marketing and proposalefforts, Power-of-Attorney responsibilities, hiring and right-sizing actions forthe Northern California region. Highlights of this assignment included securingfive new Bay Area clients representing over 65M in new consulting contracts,increasing firm backlog. He led the business development activities to increaseHill’s footprint in Northern California while right sizing and right staffing theoffice for long-term growth and sustainability.HNTB Corporation, Oakland and San Jose, CAANTHONY MARRARO, PMP, DBIAEducationMS/1997/Construction Management,Texas A&M University, TXBS/1982/Marine Biology, Texas A&MUniversity, TXProfessional RegistrationsDesign Build Institute of AmericaProject Management InstituteYears of Experience 35Entered the profession in 1985

NorCAL Deputy Office Leader, HNTB Infrastructure (2012- 2013) – Mr.Marraro was responsible for assisting the NorCal Officer Leader withOperations, Sales and personnel matters. He provided leadership,management, staff development and mentoring to a group of transportationengineers and planners including Civil, Structural, Utilities, Rail, ProgramManagement, Project Controls, and Planning practitioners. He wasresponsible for the operations, Profit and Loss, business development,marketing and proposal efforts, and Power-of-Attorney functions for fiveNorCal offices.San Jose Office Leader, HNTB Infrastructure (2011- 2012) – Mr. Marraroled the fifty-person office in San Jose, CA. He provided leadership,management, staff development and mentoring for the office of transportationengineers including Civil, Structural, Program Management and ProjectControls practitioners. He was responsible for the operations, Profit and Loss,business development, marketing and proposal efforts, government relations,Power-of-Attorney responsibilities, hiring and right-sizing actions for this office.Officer-in-Charge Hawaii Projects, HNTB Infrastructure (2010-2013) – Mr.Marraro was the corporate officer responsible for firm-wide design efforts forthree Honolulu Rail Transit Project (HART) Design-Build projects in Oahu,Hawaii. He provided leadership, P&L accountability, resource planning andstaffing, contract and change management support and reporting, clientrelations, accounts receivables, and hiring for this program. Total Design Feesfor the program were 87.3M.District Operations Officer, West Division HNTB Infrastructure, District(2009-2013) - Mr. Marraro served as the California Operations Officer for thelargest HNTB district. He was responsible for the operational performance,metrics, and reporting for this 275 person district. His responsibilities includedclient contract reviews, client contract negotiations, Power-of-Attorneyfunctions, leading monthly project reviews, implementing project-specificrecovery actions, claims analysis and settlements, work sharing and personnelassignments across the District and division offices.Director of Program Management, HNTB Infrastructure, Northern Ca.(2007-2011) - As the Director, Mr. Marraro hired, consolidated, and ledmultiple, geographically diverse Program Management personnel in NorCal,creating a twenty-five person Program Management group that providedprogram management support to four Bay Area clients and additional HNTBoffices. Services provided included Program Management, Project Controls,Risk Management, Planning, Contracts, and Project Administration support.He regularly participated in client meetings involving project controls andclaims issues; evaluated and reported on Program Management and ProjectControl software; and provided project controls expertise while responding toRequests for Proposals. He led this group of Estimators, Schedulers, CostEngineers, Earned Value Specialists, Risk Managers, and DocumentControllers, while managing the resources, training, personnel developmentand assignments for the group. Mr. Marraro provided program managementand project controls services and products and led a pilot program toimplement a ProjectWise Document Control system across the District.2ANTHONY MARRARO, PMP, DBIA

Relevant Project ExperienceHill International, San Francisco, CAProject Principal, CP Vertical Development Co., LLC, Candlestick Point,San Francisco, Pre-Construction and CM services, (8/15- 7/16) Mr.Marraro was the Principal and interim Project Manager responsible for theclient development, proposal preparation, contract negotiations, teamperformance, resources, and client relationship management for LennarUrban’s Candlestick Point redevelopment project. This project is a masterplanned mixed-use facility on the former 38-acre site of Candlestick Park. Thedevelopment includes sixteen blocks of retail shop spaces, parks and openspaces, underground parking, entertainment, a 3500 seat theater/musicvenue, 478 affordable homes and 755 market-rate homes. Mr. Marraro’s teamprovided full Contract Management support to Lennar including Master Builderprocurement, bid analysis and award services for this 631,798,409 contract.Additional services included programmatic scheduling, alignment andscheduling workshop facilitation, design management and coordination, citypermitting and third-party stakeholder coordination, project meeting facilitationand project-specific deliverables. The 1M contract completed in 2017.Project Principal, Genentech – South San Francisco Campus, ProjectControls Support Services, (12/14- 7/16) Mr. Marraro was the Principalresponsible for the contract negotiations, team performance, resources, clientrelationship management and staff assignments for the K6 Utilities project. Mr.Marraro’ s team provided schedulers, cost engineers, document controllersand a risk manager for the campus-wide utilities upgrades at the South SanFrancisco campus for this 5.1M contract.Principal and Project Manager, Santa Cruz Metropolitan Transit District,Judy K. Souza Operations Building, (9/14- 7/16) – Santa Cruz Metrocompleted a new, 16M state-of-the-art operations facility to replace a 30year-old, substandard operations building. The new four-story, 54,132 sffacility is rated as a Category IV Essential Facility and designed to ensure thestructure survives and is operational in the event of a large magnitudeearthquake. The facility includes parking spaces for 100 buses and crewamenities including a Driver Room kitchenette, quite room, and outdoor patio.The building houses central dispatching, operations, administrative offices anda driver training room. Hill provided full Construction Management services forthis 3.25M contract. Mr. Marraro was the Principal and interim ProjectManager during construction and project close out.Principal, San Francisco International Airport, Project ManagementSupport Services for Temporary Boarding Area B & Security ScreeningCheckpoint, (8/14 – 8/15) Mr. Marraro was the Principal responsible for thecontract negotiations, team performance, resource management, clientrelationship management and staff assignments for the Terminal B interimboarding area relocation, ancillary systems upgrades, and additional aircraftgates. This project was the critical project within the renovation of Terminal Brequiring tight adherence to schedule so as not to create airside operationsimpacts or impacts to adjacent and concurrent Terminal B projects. Mr.Marraro’s team successfully provided full service Construction Managementservices to the airport including Construction Managers, Office Engineers,Inspectors, Schedulers, Cost Engineers, Safety Engineers and DocumentControllers for this 7.7M contract.3ANTHONY MARRARO, PMP, DBIA

Project Manager, San Francisco International Airport, On-Call ProjectManagement Support Services, (3/14-7/16) –Mr. Marraro was the ProjectManager and primary client contact for this 2.5M Project Management staffaugmentation contract. Personnel provided for the client included an officeengineer, electrical and civil inspectors, BIM draftspersons, wayfinding designservices, and geotechnical investigation services. Mr. Marraro wasresponsible for the scope, schedule, budget, contract administration, and clientmaintenance aspects of the contract.Project Manager, Northeastern University, New Campus TennantImprovement Project, Phase I, IDT Building, San Jose, CA, (12/14-3/15) –Mr. Marraro was the Construction Manager for this Tennant Improvementproject within the IDT building. Services included coordinating the designeffort, leading the procurement of the contractor, analyzing the contractor bids,recommending the bid award, and construction management services forNortheastern University. Work scope included MEP and securitymodifications, new lighting, A/V additions, structural and custom walltreatments and new signage to increase the awareness and highlight thelocation of the new facility. The project finished on schedule and below budget.Project Manager, Sacramento Regional Sanitation County SanitationDistrict, EchoWater Project, Elk Grove, CA, (3/13- 7/16) - Mr. Marraro wasthe Project Manager to the HDR/Brown and Caldwell JV that provided ProgramManagement services for this major capital program. The program consistedof multiple projects including a biological nutrient removal (BNR) facility andFlow Equalization project. The BNR project was the single largest project inthe program, encompassing approximately 20 football fields and costapproximately 600 million. While the upgrade was being built, ongoingoperations of the plant continued uninterrupted. The total EchoWater programcost was estimated to be between 1.5 and 2.1 billion. Hill provided PMISsoftware, software training and customization services, constructabilityreviews, estimating, scheduling, contract administration, and projectadministration support to the JV in this 12.5M contract.Project Manager, San Francisco Municipal Transportation Agency(SFMTA), Capital Program, San Francisco, CA, (3/13-7/16) – Hill providedconsulting services to the SFMTA for procuring and implementing a capitalprogram controls software system. With 50 active capital projects ranging invalue from 5 million to 1 billion at any given time, the SFMTA’s mostsignificant program is the Central Subway Project, which included the 1.6billion construction of a 1.2-mile subway through San Francisco’s downtowncore and into Chinatown. To manage the Central Subway Project, the SFMTAneeded a program management system capable of tracking capital projectbudgeting, financing and contractor payments; complex project designscheduling; construction scheduling; and contract claims management. Todetermine the optimal solution, Mr. Marraro’s team reviewed SFMTA’sbusiness practices and recommended changes and improvements. Hillconducted a needs analysis to help the SFMTA and SFMTA consultants toidentify the functional, business requirements, and specifications for a systemthat met the program control requirements for the Central Subway Project,other capital projects, and the Agency. Hill services included procuring thesoftware; installation, configuration, testing and implementing the system; andtraining Agency personnel and other SFMTA consultants to use the system.Hill also provided project control services to the Central Subway Project,including cost and schedule control, document management, estimating andclaims management support. Mr. Marraro served as the Project Manager forthe contract. He was the primary Hill contact and was responsible for all scope,4ANTHONY MARRARO, PMP, DBIA

schedule and budget elements of the contract. He oversaw the contractdeliverables and deliverable schedule, provided project resources and servedas a quality assurance resource for the team. Additionally, he provided issuesresolution, program planning and meeting facilitation services during the 22.3M contract.HNTB Corporation, Oakland and San Jose, CAPrincipal-in-Charge, Maintenance Facility Design, Waipahu, Hawaii(2010-2013) – Mr. Marraro was the Principal responsible for the contractnegotiations, performance, resources, client relationship management andstaff assignments for this Design-Build project. Mr. Marraro’ s team designedthe maintenance and storage facility that that included the system controlcenter, a 178,900 sq. foot LEED Silver Certified maintenance building, trainvehicle wash facility, and train wheel repair facility. Design services includedarchitectural, structural, mechanical, electrical and industrial equipment designfor the four buildings; site work, roadway and paving design; trackwork andthird rail; site utilities and storm water retention basin; retaining walls and railbridge (single-span abutment) design; site lighting and landscaping; andelectrical and systems infrastructure. Total Design Fee was 11.1M. Totalproject construction budget was 195M.Principal-in-Charge, Kamehameha Guideway Segment Design, Waipahu,Hawaii (2009-2013) – Mr. Marraro was the Principal responsible for theperformance, resources, client relationship management and staffdevelopment for this Design-Build project. This 350 million, 3.89-milesegment extends from Pearl Highlands near Leeward Community College tothe University of Hawaii’s Aloha Stadium. KHG is the second segment of theHRTP. The team designed and provided construction support for the light railaerial guideway, including associated roadway modifications, utilityrelocations, infrastructure and the elevated portion of the Aloha Stadium thirdtrack. Design services included roadway modifications, utility relocations,maintenance of traffic, intelligent transportation systems services, extensivethrid party and utility owner coordination, environmental mitigation andmonitoring, and public outreach services. The total Design Fee was 26.2M.Total project construction budget was 372M.Principal-in-Charge, West Oahu/Farrington Highway Guideway SegmentDesign, Waipahu, Hawaii (2009-2013) – Mr. Marraro was the Principalresponsible for the performance, resources, client relationship managementand staff development for this Design-Build project. WOFH is the first segmentof the HRTP — a 5.3 billion program that consists of a 20-mile elevatedguideway rail transit line connecting West Oahu with downtown Honolulu andAla Moana Center. The 483 million, 7-mile segment extends from Kapolei toPearl Highlands near Leeward Community College. The project includeddesigning the elevated precast segmental guideway and foundations; trackalignments; track and raceway design; quality management and constructionquality control services; systems interface and integration; utility relocation;maintenance of traffic; intelligent transportation systems; and upgrading theroad surface along the route. The alignment runs through dense urbanenvironments and in the median of major arterial streets and agriculturalsettings and included five major highway interchange crossings; six rivers orchannel crossings; 6.3 miles of double-track guideway; 0.7 miles of at-gradeguideway; and a long-span crossing at H-1. The superstructure was a variabledepth single cell post-tensioned cast-in-place concrete box girder erectedusing a balanced-cantilever method. HNTB’s role included designmanagement and independently checking the segmental superstructure,guideway substructure design, traffic management, and the intelligent5ANTHONY MARRARO, PMP, DBIA

transportations systems design. The project conducted a drilled shaft load testprogram to confirm construction installation techniques and to evaluate designparameters for the guideway foundations. Total Design Fee was 50M. Totalproposed project construction budget was 483M.Principal-in-Charge, Peninsula Corridor Joint Powers Board (2007-2013)– Mr. Marraro was the Principal responsible for the performance, resources,client relationship management and staff development for this contract. HNTBwas the General Engineering Contractor (GEC) for the Peninsula CorridorJoint Powers Board (JPB) providing engineering, planning, programmanagement, and construction management services for seven years. Underthis contract, HNTB completed 149 work directives. Services providedincluded preliminary and final engineering for bridges, structures, trackimprovements, grade separations, civil improvements, signals, security andcommunications related designs, value engineering, and constructabilityreviews. HNTB provided numerous planning, program management andconstruction professionals to fulfill requests for JPB staff augmentationassignments. The total Design Fee was 65.6M.Principal-in-Charge, City of Fairfield Train Station Design (2009-2013) –Mr. Marraro was the Principal responsible for the performance, resources,client relationship management and staff development for the project. TheFairfield/Vacaville Train Station Project included a new train station for theCapitol Corridor train route in Fairfield to serve commuters in eastern Fairfieldand Vacaville. HNTB provided professional and technical engineering servicesand site investigations, studies, reports, technical memoranda, plans,specifications, and cost estimates (PSE) for preparation of bid documents forthe project. Engineering plans, calculations, specifications, staging andsequencing plans and related reports were prepared. HNTB supportedproperty acquisition efforts by providing legal descriptions of property and platsand supporting negotiations with 3rd party property owners. The total DesignFee was 4.04M. Total proposed project construction budget was 46M.Principal-in-Charge, San Francisco Municipal Transportation AgencyCentral Subway Project (Third Street Light Rail Transit Project Phase 2)(2009-2013) -Mr. Marraro identified, developed the client service plan for, andserved as the Principal during the pursuit and design for this client. The HNTBled joint venture provided architectural and engineering services for DesignPackage #3 for the final design and construction support of the CentralSubway Project. The new 1.7 mile light rail line services Union Square,Moscone Convention Center, Yerba Buena, and AT&T Park, and connectsdirectly to BART and CalTrain. Preliminary design included four stations, twoof which are underground. HNTB provided design of track, street and drainageimprovements, mechanical systems, surface station and associated utilityrelocations, quality control and assurance, Project Management includingproject controls, value engineering, design integration of all design packages,and community coordination. The total Design Fee was 33.1M. Totalproposed project budget is 1.58 billion.Program Management Consultant, San Mateo County TransportationAuthority (SMCTA), CA, Program Management Support (2008-2009) -Mr.Marraro served as a Program Management consultant to the San MateoCounty Transportation Authority. He provided programmatic advice andplanning, RFP development, program-level cost estimates, ProjectManagement Plan development, and developed contracting and procurementstrategies for the Director and staff. The SMCTA is implementing a 1 Billionhighway and Capital Improvement Program.6ANTHONY MARRARO, PMP, DBIA

Senior Technical Advisor, Santa Clara Valley Regional Transit, (SVRT)Civil Line Segment, Santa Clara County, CA (2008) -Mr. Marraro providedadvisory and senior technical assistance to SVRT executive leadership duringfinal design of the 10.3 mile BART extension from Fremont to San Jose. Theproject included the design of significant retained cut and aerial guidewaystructures, utility relocations, including relocation of two large bore gasolinepipelines, several grade separations, street improvements, creek and channelimprovements, hazardous material disposal, and five miles of UPRR freightrailroad relocation. The design centered on the complex interface of MissionBoulevard, Warren Avenue and an UPRR truck/rail transfer facility. The workalso included public outreach efforts in Milpitas, San Jose and Fremont as wellas ROW planning and acquisition for the VTA. Mr. Marraro provided alignmentexhibits, construction staging documents, quality assurance and auditing,meeting facilitation, financial oversight, report writing and editing, and clientmanagement during this project. Total Design Fee was 60M. ProjectConstruction Cost: 700M.ECC International, Burlingame, CADirector of Planning and Development Iraq, Afghanistan, Africa (20052007) - As the Director, Mr. Marraro led a staff that included design managers,planners, Program and Project Managers, engineers, and businessdevelopment personnel. He identified two new federal clients and led the teamthat won a 1.2 billion Multiple Award Task Order Contract (MATOC) DesignBuild contract in Afghanistan. He developed and implemented standard designprocesses, defined and wrote procedures, and was responsible for alldeliverables related to engineering, planning, client management, andbusiness development. Mr. Marraro planned, wrote, edited and produced over40 proposals for organizations including; Air Force Center for Engineering andthe Environment (AFCEE); United States Army Corps of Engineers (USACE);United States State Department; Naval Facilities Engineering Command(NAVFAC); US Oversees Building Operations (Embassy), and the UnitedNations Operations Program. For planning, business development, andprogram operations purposes, Mr. Marraro led trips to Afghanistan, BurkinaFaso, Egypt, Georgia, Germany, Israel, Iraq, Jordan, and Kuwait. Additionalduties included implementing Value Engineering studies, strategic planningand Strategic Plan development, new market identification, client ProgramReview presentations, logistics, proposal team member selection,subconsultant prequalification, contract management, and planning andstaffing of industry events.Representative Projects within this Program:American Embassy, Thailand, Design-Build of Anti-Terrorism ForceProtection Upgrades, Bangkok, Thailand- Under this 4.9 millionDesign-Build contract with the Department of State, Mr. Marraro’ s teamincreased security with anti-terrorism/force protection (ATFP) constructionat the US Embassy in Thailand. The project team designed, constructed,and upgraded the main and rear Compound Access Control (CAC)facilities with ATFP upgrades at three locations at the Embassy’s existingcompounds. Work scope encompassed all Embassy physical securityrequirements, perimeter anti-climb fencing, and 5 and 15 minute ratedforced entry grilles over all compound windows. Civil improvementsincluded design and placement of new CAC facilities to eliminate exposureto flooding during the rainy season, and a new fuel facility and safe area.The team designed new architectural elements, matching those of theexisting facilities. Phased construction was coordinated around this fullyoperational Embassy during the demolition and construction of all7ANTHONY MARRARO, PMP, DBIA

modifications, additions, and security upgrades. Construction elementsincluded perimeter walls and fences; active and passive anti-ram barriers;forced entry (FE) and forced entry/ballistic resistant (FE/BR) doors,windows, and grilles; communications, data, emergency electrical, andmain electrical systems tie-ins; and security perimeter lighting.ASPs and ACPs, ATFP and Security Upgrades within AfghanistanVarious LocationsMr. Marraro led this team during the pursuit, design, construction andturnover phases of these Design-Build projects. The United States ArmyCorps of Engineers, Afghanistan Engineer District (USACE AED),selected ECC to design and construct eight Ammunition Supply Points(ASPs) and three Consolidation Supply Points (ACP) concurrently at eightdispersed sites throughout Afghanistan. Mr. Marraro assembled the teamthat provided the project/construction management, design, quality,construction, and safety oversight for this 23 million anti-terrorism,contingency-type contract. Mr. Marraro led the 35, 95, and 100 percentdesign efforts, the construction, and the turnover of the ASPs and ACPs,including utility and storm water designs, power generation andmanagement systems, roads, and security/force protection facilities. Theteams cleared a total of 193,754 square meters of unexploded ordnancewithin the eight locations. Construction at each site included two guardtowers, a main entry control point, a guardhouse, an office and recordsstorage facility, and security/perimeter lighting. The team installed 4,288meters of fencing (2.5 meter high) and 11 kilometers of HESCO baskets,including 33,000 concrete capped HESCO barriers with slurry coating.Each ACP and ASP was constructed using connex containers andconnected by 5,896 meters of heavy-duty roadway.Repair of Schools, Governorates of Muthanna, Thi-Qar, Missan, andWasit, and Ministry of Education Headquarters Building Baghdad,Iraq- For this 29.2 million Air Force Center for Environmental Excellence(AFCEE) Design-Build contract, ECC served as both the prime contractorand the construction manager, responsible for providing all design andconstruction components of the project. Mr. Marraro’ s team completedthe assessment and reconstruction of 274 geographically diverse schoolsthroughout Southern Iraq. The contract was amended to include thehistoric preservation of the exterior and full redesign and modernization ofthe Ministry of Education building in downtown Baghdad to embassy-levelquality. To assess the condition of the schools, the team conceived andimplemented a four-category facility rating system to prioritize repair andrenovation needs consistent with limited available funding to schedule andsequence work. During design, the team engaged the Iraqi NationalConstruction and Engineering Consultancy as advisors to assist inmeeting local Iraqi building requirements. The teams’ security managersworked with Iraqi community leaders, subcontractors, and tribal leaders toaddress security issues and minimize hostile actions while implementingrotational schedules to lessen predictability of activities and travel routes.The team constructed and/or renovated over 4.2 million square feet ofeducational spaces during these projects. Over 750 field personnel wereprovided training in construction techniques on concrete placement, solidblock footing installation, roof truss installation, hollow block wallconstruction, electrical, plumbing, HVAC installation, and safety protocols.This team completed these projects ahead of schedule and within budget,receiving the AFCEE Blue (highest) rating for contractor performance.8ANTHONY MARRARO, PMP, DBIA

Air Force Center for Environmental Excellence, US Department ofDefense, Construction Manager Ministry of Education HeadquartersBuilding Baghdad, Iraq- For this initial 29.2 million Air Force Center forEnvironmental Excellence (AFCEE) Design-Build contract, Mr. Marraro’ steam served as both the prime contractor and the construction manager,responsible for providing all design and construction components of thisproject. Mr. Marraro’ s team completed the assessment, reconstruction,and the historic preservation of the exterior and full redesign andmodernization of the Ministry of Education building adjacent auditorium indowntown Baghdad to embassy-level quality and security features.Construction elements included all supporting infrastructure includingrepair and/or replacement of sanitary and storm sewers, MEP, facilitystructure and security systems. During design phase, the team engagedthe Iraqi National Construction and Engineering Consultancy as advisorsto assist in meeting local Iraqi building requirements. This team completedthe project ahead of schedule and within budget, receiving the AFCEEBlue (highest) rating for con

ANTHONY MARRARO, PMP, DBIA Project Manager, San Francisco International Airport, On-Call Project Management Support Services, (3/14-7/16) –Mr. Marraro was the Project Manager and primary client contact for this 2.5M Project Management staff augmentation contr

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