Valerie Jachimowicz

Valerie Jachimowicz


Excel at developing strategies that address business problems through the implementation of practical activities. Design and implement project and portfolio management processes to further organizational strategies. Create successful project management offices, process frameworks, staffing plans, and metrics that set the stage for superior project performance long-term. Convey complex ideas and generate enthusiasm in a general audience, with impact. Model project finances, work with project owners to develop value propositions.


  • Guest Lecturer on Portfolio and Project Management, University of Pennsylvania School of Engineering, 2005 to Present.
  • Recipient of Operational Excellence award, Wyeth BioTech division, 2008.
  • Featured in article on the role of emotional intelligence in project management. (Gale, Sarah Fister, “Beyond the Hype,” PM Network, April 2007).
  • Review of “Essential Project Investment Governance and Reporting” published in Project Management Journal, September 2005.
  • Review of “Project Management Maturity Model” published in Project Management Journal, March 2003.
  • Director, PMI Delaware Valley Chapter, 2002-2003.



Strategic Planning

Developed a strategy and three-year implementation plan for increasing business unit revenue by improving project management practices. Actions resulted in improved profitability for several accounts within 6 months. Wrote a three-year strategic plan for the Delaware Valley chapter of the Project Management Institute. The plan emphasized actions needed to increase volunteerism and member benefits and services, and resulted in improvements to chapter programming. Developed a strategy for increasing project manager competency. Implemented the plan with 15 project managers in a Global Program Management group. Worked with project managers to identify opportunities for improvement and to develop individual action plans. Developed a financial model to forecast project expenses based on the average spend rate over time. Model identified contractor overcharges, resulting in cost savings of $50,000. Led the development of a product strategy and cost/benefit analysis for a clinical knowledge base development tool.

Process Management

Working with Computer System Quality Assurance group, wrote and globally deployed project management, change control, problem management and asset management policies and standard operating procedures, resulting in annual savings of $250,000. Facilitated root cause analysis meetings with operations staff to identify challenges in implementing change control processes. Used brainstorming, affinity diagramming and decision trees to collect, organize and analyze information. Prepared and presented recommendations to the Quality Council, and implemented selected recommendations, resulting in improved compliance. Key contributor to a clinical process redesign initiative following idealized design methodology. Techniques used included influence diagrams, BCG matrix, SWOT analysis, Porters Five Forces Model, and PEST analysis. For a business intelligence group, conducted interviews with staff to identify opportunities for process improvement that would streamline assignment of work and maximize resource capacity. Presented conclusions and action plan to group vice president. From multiple facilities management teams, collected business requirements for conference room and hoteling space management. Created process flows and prepared an RFP for a software solution.

Project Delivery

Led project teams in many industries to define scope, develop charters and detailed schedules, plan communication and staffing, and manage issues and risks. Work with executives and finance group to obtain go/no go decisions based on cost/benefit analysis and resource availability. Planned and managed the validation and implementation of a records management application. Responsible for a $1M budget, and coordination of 2 vendors. Extensive interaction with the application business owner and executive committee to ensure that the business was prepared to own the application. Managed successfully the development of a $2M upgrade to a key product, working with the team to triage defects and control changes so that the development effort could be completed on time. Developed a financial model that persuaded executives to close a troubled project, saving $250,000 and 6 months of effort. Led a project developing a web-based application to manage a non-profit’s intellectual capital. The application replaced a 30-year-old mainframe-based system with a SQL database and .NET front end, and used off-the-shelf applications for document authoring and web publishing. Interviewed business users, wrote functional requirements, identified and scheduled tasks, identified and acquired Word-HTML conversion applications, and worked with the primary business owner to ensure a successful implementation. Led a project to provide web-based reporting to subscribers of the SelectPlus service. The application allowed subscribers to generate a report showing their usage and the benefits of the service. A .NET interface allowed SQL database searches. Results were displayed using Crystal Reports web objects. Managed IT support for INsight, a web-based healthcare facility quality survey tool. Ensured that requests for IT support for surveys were addressed in a timely fashion. Implemented a new reporting interface utilizing a VB form, database stored procedures, and Crystal Reports.

Project/Portfolio Management Office

Managed the project portfolio for a non-profit’s IT function. Worked with business owners to assess project requests. Prioritized requests utilizing business drivers and resource availability, and presented recommendations to the COO and IT Director. Planned and implemented a PMO supporting 450 people on 40 client-focused teams. Developed and implemented a project management methodology. Managed a staff of nine project managers. Developed a PMO methodology and staffing plan for the supply chain unit of a pharmaceutical company engaged in a business process change initiative. • Worked with the Portfolio & Project Management Office at a biotech plant in Sanford, NC to integrate project governance with portfolio management. Program reduced the number of active projects from 200 to 97, and won the biotech group’s Operational Excellence award. Wrote and presented two-day introductory project management class at company sites throughout the United States, as well as in Puerto Rico, Europe, Brazil, Singapore, and the Philippines. Generated annual savings of $100,000, while delivering company-specific content to 300 project managers annually. Managed support for the pipeline portfolio management function of a consumer healthcare product line of business. Coordinated technical, communication and service desk activities, developed training strategy for Microsoft’s Portfolio and Project Server products.



Continuing Education
  • Converting Strategy into Action
  • Leadership, Influence, Power and Negotiation
  • Mastering the Integrated Program
  • Getting Results without Authority
  • Managing Software Risk
  • Software Quality Management
  • Project Estimating
  • Achieving Superior Results through Streamlined Project Management
  • A Framework for Project Support Office
  • Earned Value for Business and Industry
  • Managing Project Risk
  • Managing Project Conflict
  • Project Initiation and Closing




Work History

Work History
Jul 2010 - Present

Director Project Management

Sanovia Corporation

Coordinate with customer project managers to deploy Sanovia projects in accordance with contractual commitments. Develop implementation plans, including schedule, communication, and risk plans. Develop standard tools and processes for managing implementations consistently from customer to customer. Work with Sanovia staff to gain buy-in for process changes and to leverage their ideas and experiences.

Oct 2009 - Jul 2010

Sr. Project Manager

Pfizer (formerly Wyeth Pharmaceuticals)

Program Delivery and Portfolio Management

Managed infrastructure projects following Pfizer methodology. Led initiative to restructure the Animal Health Shared Services team by identifying corresponding functions in the core IT group and assisting with transition of those functions. Managed vendor selection and planned deployment for introduction of Apple iPhones as a supported communication platform.

Aug 2008 - Oct 2009

Sr. Project Manager

Wyeth Pharmaceuticals, Inc.

Global Program Management, Global Shared Services

Responsible for day-to-day management of software and infrastructure projects. As a member of the Global Program Management leadership team, develop and implement project management standards, provide/procure training, implement skill development program.

Aug 2005 - Aug 2008

Sr. Project Manager

IT Process & Project Management, IS Support

Managed IT processes. Subject matter expert for project management processes, with increasing responsibility for change and problem management. Wrote and delivered an introductory project management class to project managers at sites around the world, training 600 people in two years.

2004 - 2005

Sr. Project Manager

Managed commercial software development projects ranging in size from $500,000 to $2 million. Developed schedules, budgets, scope and risk management plans and other project management deliverables with input from team, following organizational policies and procedures.
2003 - 2004

IT Project Manager

ECRI Institute (formerly ECRI)
Managed software development projects. Implemented basic portfolio and project management techniques.
2001 - 2003

Contract Assignments

The George Washington University School of Business and Public Management, Washington, DC Taught an introductory 14-week project management course for MBA candidates in the School of Business and Public Management.

K.W. Tunnell, King of Prussia, PADeveloped a PMO methodology and staffing plan for the supply chain unit of a pharmaceutical company engaged in a business process change initiative.

1998 - 2001

Manager, Project Support Center, BAS Implementation

Managed a staff of nine providing expertise to teams implementing the benefits administration applications for external clients. Implemented a project management methodology and auditing process.

1992 - 1997

Project Leader

Omicron Consulting

Responsible for writing and delivering end user and system documentation for custom software development projects. Provided project management and technical expertise for training programs, help systems, documentation, and end-user training materials.


Jun 2002 - Jun 2012

Project Management Professional

Project Management Institute