Professional Summary

Michael Cappelluti has more than ten years of management consulting experience conducting business process analysis, organizational analysis, strategic planning, and program evaluation. After six years as a consultant for Price Waterhouse, Mr. Cappelluti joined Synergy Consulting, becoming vice-president in 1997. He is a certified Project Management Professional with the Project Management Institute and has conducted projects for state, federal, and local governments on business process reengineering, feasibility studies, organizational change, strategic planning, performance improvement, and management planning.

Recent State of California Consulting Engagements

• California Department of Motor Vehicles
  Project manager for a Business Process Reengineering project on the licensing and monitoring processes for the Department of Motor Vehicles (DMV). The 14-member project team examined all aspects of the driver licensing functions, assessed DMV’s current environment, interviewed stakeholders, documented current processes, defined service levels, and assessed information technology support systems. In addition, the team developed and communicated redesigned processes that included short- and long-term recommendations for process improvements.

• California Dept. of Health Services, Food and Drug Branch
  Project manager for the process analysis and conceptual design of the Food and Drug Branch’s (FDB) licensing and monitoring functions. Responsibilities included developing detailed redesigned processes with short- and long-term recommendations for process improvements.

• California Department of Motor Vehicles, Vehicle Registration Business Process Reengineering
  Project manager for a Business Process Reengineering project on the vehicle registration processes for the DMV. The 17-member project team examined all aspects of the vehicle registration functions, assessed DMV’s current environment, interviewed stakeholders, documented current processes, defined service levels, and assessed information technology support systems. In addition, the team developed and communicated redesigned processes that included short- and long-term recommendations for process improvements. Mr. Cappelluti designed and implemented DMV’s change management approach and was responsible for all of DMV’s business process reengineering, performance measurement, and change management activities.

• California Department of Transportation, Project Management Business Process Redesign—Capital Improvement Projects
  Leading a cross-functional team, Mr. Cappelluti documented Caltrans’ Project Management Program, redesigning current processes, and recommending process and technological improvements. He conducted team training sessions; developed the project approach and selected the corresponding tools; identified change management issues; interviewed key executives; facilitated focus groups; documented and quantified current processes; analyzed key process issues and problems; and identified opportunities for improvement.

• California Department of Transportation, Local Assistance Business Process Reengineering
  Project manager for a Business Process Reengineering project for Caltrans’ Office of Local Assistance. Responsibilities included assessing the Program’s operations, identifying and interviewing stakeholders, documenting current processes, defining service levels, and assessing information technology support systems. In addition, Mr. Cappelluti led redesign efforts, including strategic planning and visioning, conceptual designs, and focus group meetings.

• California Department of Education, Creation of a Feasibility Study Report (FSR)
  Project manager for project to develop an FSR on a comprehensive childcare data collection information system for the California Department of Education. Mr. Cappelluti oversaw all components of the FSR, including the baseline analysis, business case, alternatives documentation, business requirements, and cost information.

• California Health and Human Services Data Center, Development of a Post-Implementation Evaluation Report (PIER)
  Project manager for project to develop a PIER, as required by the California Department of Information Technology, to provide a comprehensive historical description of the Child Welfare Services/Case Management System (CWS/CMS) project. Mr. Cappelluti reviewed and evaluated the CWS/CMS project from its inception through the system’s development and installation. He summarized the lessons learned during the course of the project and addressed system design and development, piloting and installation of the system in the counties, and the first three years of maintenance and operations. Mr. Cappelluti oversaw the creation of the PIER, wrote key sections of the document, and presented the findings to HHSDC management.

• California Department of Social Services, Development of an Advanced Planning Document
  Project manager to create a federally-mandated Advanced Planning Document Update (APDU) for the Department of Social Services. The ADPU served as the State’s formal request for federal reimbursement of costs associated with California’s Child Welfare Services/Case Management System (CWS/CMS). Mr. Cappelluti was responsible for all aspects of project completion, including managing other consultants and client resources.