Resume - Multiple Industrial Construction Projects involving new Fossil Power Generation,...

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Resume #3554

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TYPICAL PLANNING/ESTIMATING/SCHEDULING RESPONSIBILITIES:

Reviewed drawings, specifications, and written statements of work (SOW) included in engineering and constrictor's bid packages. Downloaded cost estimate data via software Data Bridge into Primavera Project Planner (P3) or in some cases Microsoft Project. To create cost and resource loaded CPM project schedules. Confirmed detailed Statements of Work (SOW's) with overall project manager. Initiated the activity coding process to create database coding that included contractor work breakdown, cost breakdown and organization coding structures that would be used to create a preliminary project baseline and multiple critical path project schedules which was subsequently distributed to engineering, procurement staffs. Negotiated deliverable dates for all engineering and long lead-time procurement. Worked with this team to prepare and issue logistics, sub-contracting work packages schedules that supported client's fast track project schedule. Upon receipt of confirmed engineering and procurement deliverables schedules, revised project master schedule and subcontracted work schedules. After a pre-bid conference with prime and subcontractors, proposed overall master schedule that ensured the shortest project schedule and optimized overall project cash-flow. Continued to work with the client's team architectural and engineering and construction contractors to negotiate final project baseline. This process typically involves working scheduling issues with entire team, critiquing\analyzing logic, and in some cases creating new activities, and revised schedules that compressed and optimized P3 Schedule. Received contractors final cost-schedule proposals, updated and issued final overall P3 baseline turnaround schedule via a secure page on the World Wide Web that was accessible to entire project team. During the actual turnaround received and uploaded into P3, electronic files containing bi-weekly manpower cost and progress updates from all contractors. These sub-project actual updates were used to create a series of progress charts and reports. Within a few hours baseline to actual cost-schedule progress variance reports were issued to all via project website. Throughout T/A continued to monitor baseline milestones, man power levels and interdependencies between process unit subprojects, to identify the critical path. Worked with unit managers and contractors, to suggest alternatives that continued to ensure shortest possible shutdown duration. What the website created was near real-time centralized management of an overall project resource pool. This approach, in turn allowed plant and unit managers to quickly identify where current workloads were exceeding current capacity and thus a risk to overall plant schedule. In addition, this information was compared to prior historical work force management data, and used to model likely outcomes and provide decision support to adjust resource workloads. Throughout T/A continued to audit field installation, man-hour progress updates from all contractors. At overall 75% progress completion point: prepared and implemented daily testing, turnover and commissioning progress reports that incorporated critical path for overall plant startup...

PRIOR ACHIEVEMENTS

IRWIN INDUSTRIES, Long Beach, CA 8/2002 – 4/2003
Turnaround Estimator/Scheduler/Manager Multiple Shutdowns Less Than $3 million

Attended job walks, and reviewed drawings and specifications to verify completeness of package. Where appropriate requested additional bid information via RFI process. Solicited subcontractors for qualifications, capabilities, safety, insurance, bonding and other data. Prepared bid packages that solicited pricing from selected subcontractors. Prepared and submitted on-time overall project time and cost estimates for overall client proposal. Upon selection, created job start sheet, overall project cost budget, purchase orders, and subcontracts. Co-facilitated job kick-off, cost-schedule progress updates. Reviewed and finalized baseline schedule. Also reviewed and finalized client's payment schedule of values. Throughout the project obtained actual progress updates from field and job cost data from accounting and used this information to identify those schedule activities that were likely to miss their target dates or where job costs were likely to overrun. Next, determined appropriate recovery plan and helped implement when appropriate. Attended weekly site and client project status meetings. Ensured issues and RFI submittal logs were prepared, submitted, approved and documented. Where appropriate, prepared, submitted change orders to client. Negotiated approvals and notified accounting to prepare subcontract price adjustment. Also attended job close out meetings and final reviews of actual vs. estimated cost reports to obtain knowledge for future cost estimating and prepared project history and lessons learned files. Participated in the. implementation of Timberline Precision Estimating & Primavera Scheduling software packages.

GENUITY (FORMERLY BBN Internetworking) - Irving, Texas 1998 - 2002
Principal Planner/Scheduler

Managed 90 telecom projects with cross-functional teams of up to ninety personnel each. Set project goals and facilitated project-wide communications. Employed extensive knowledge of Primavera Project Planner (P3) and SAP R/3 to achieve overall program goals

Extracted of materials, engineering and equipment from P3 to prepare work packages. Planned and scheduled workflow for engineering, procurement and construction. Conferred with engineering and procurement supervisors to update them on status of assigned projects. Expedited operations that delayed critical path as well as overall baseline schedule.

Primary responsibility for coordinating proper regulatory permits; scheduling personnel from eight different engineering disciplines, coordinating procurement of over 100 different types of material, and coordinating overall project logistics for all facility construction, and electronics installation technicians work, while maintaining key vendor relationships.

Quickly gained respect and cooperation of team members in planning, engineering, implementation and operations by actively building professional relationships and demonstrating dedication to assisting personnel with problems and resources to complete work on time.

FLUOR-DANIEL, INC. - Irvine, CA 1993 - 1997
Principal Turnaround Planner/Controller

Responsibilities included: utilizing Primavera Project Planner (P3) to create 4,000 activity cost and resource loaded turnaround schedules. Creating and Implementing Baseline Schedules and Updating Construction Schedules. Responsibilities included maintaining and monitoring program and project level CPM schedules, developing and implementing weekly Earned Value Analysis with forecast. Post project supported client's delay analysis and client's subcontract claim settlement efforts.

Other responsibilities included: Integrated System Planning/Scheduling and Coordination; Sub-Contract Management; configuration Management; Contract Change Management; Manpower Requirements Analysis; Cost and Schedule Variances Analysis; Establishment and Coordination of Project Priorities and Coordination/Resolution of Technical Issues..

Create and maintained EPC P3 Baseline Schedule for a 200 MW, 2 unit Combined Cycle Gas Turbine Cogeneration facility.

Created 7,000+ activity bid schedule for shutdown and replacement of microwave backhaul transceivers and new antennas on over 750 cellular towers as well as equipment in 3 switching centers.

C.F. BRAUN & COMPANY - Alhambra, CA (a.k.a. Kellogg Brown & Root) 1991 - 1993
Senior Construction Manager

Created & maintained an outage schedule for the installation of a TDC 3000 digital control system of an existing refinery.

Assembled, mentored and led several construction planning teams for a world-class chemical process engineering and process plant construction firms effort to prepare bid statements of work, execution strategies, bid package schedules as well as overall programs baseline engineering, procurement, logistics, and construct schedules for $6 billion Ras Tanura Upgrade Project in Saudi Arabia

Recruited, trained and supervised a project control team of 10 responsible for managing 2,000 craftsmen on the SABIC/Shell USA projects in Saudi Arabia in Saudi Arabia.

Met the challenge of planning and directing construction logistics within an unfamiliar culture and business environment by independently studying the country and its history.

Prepared labor forecasts, project staffing and construction work schedules and oversaw international contractor screening and selection in accordance with subcontracting execution plan.

BRAGG COMPANIES - Paramount, CA 1989 - 1991
P3 Consultant.

Responsible for assessing industrial client business needs and developing critical path schedules that incorporated best practices. Examples include: development of standardized work break down coding structures; creating and publishing Engineering and Construction deliverables schedules; built successful relationships with owners and clients vendors and suppliers; successfully maintained communication lines for constant customer feed back. Ultimately benchmarked all scheduling work processes to leave behind a trained staff operated professional work processes

Implemented P3 and G2 estimating Software Applications in conjunction with Richardson WinRACE (Aspen. Technologies) Industrial Construction Pricing Database.

Created a professionally trained estimating and scheduling team that was successfully able to promote and offer high tech estimating and scheduling services to firm's client base. Impact was that my client was able to offer technical services to firm's client base that firm's competitors could not provide.

VECO, INC. - Anchorage, AK 1986 - 1989
District Director

Developed and managed multiple small capital project schedules for ARCO, BP, Mobil-Exxon, Shell and Chevron.

Provided guidance and assistance to the VP of Constructions superintendents, an estimator and project control manager. Worked closely with this team to prepare CPM schedules for cost reimbursable proposals and lump sum bid packages that lead to successful contract closures totalling over $15 million within a six-month period for ARCO, UNOCAL, Exxon-Mobil & Chevron.

C.F. BRAUN & COMPANY - Alhambra, CA 1973 - 1985
Scheduler to Project Controls Manager

Earned fast track promotion through several increasingly responsible positions beginning with Construction Supervisor to direct overall sales and marketing efforts to nine Western US states, the entire Pacific Rim and East Asia regions. Served as Principal Planner/Scheduler or Construction Project Controls Manager to clients such as US Department of Energy, US Department of Defense, ARCO and Exxon.

Successfully handled major projects including ARCO's 20,000 barrel/day Fluid Feed Hydrotreater, West Sak, Lisburn and Kuparuk oil field flow lines on the Alaskan North Slope and US DoE classified engineering projects for Richland and Rocky Flats operations.

EDUCATION:

CLAREMONT GRADUATE SCHOOL - Claremont, CA
MBA in Accounting & Finance

UNIVERSITY OF WASHINGTON - Seattle, WA
Bachelor of Science, Construction Management

SPECIALIZED PROFESSIONAL TRAINING/CERTIFICATIONS

Project Management Institute, Project Management Professional (PMP) Certification #52330
Association of International Constructors - Certified Professional Constructor
Currently enrolled in AACE professional certification program via distance learning course offered by University of Iowa.

SOFTWARE SKILLS & EXPERTISE

Certified: Windows Professional (Access, Excel, Word, PowerPoint, Publisher, Outlook, and MS Project) expert level user.

Scheduling Software experience: Over 12 years of hands on experience utilizing Primavera's P-3 software including implementation & trained of others and several P3 add-ons including: Earned Value Pack; Webster; PEAK (P3 to SAP Data Exchange) and Impress SAP to P3 data bridge.

Estimating software used to accurately define typical turnaround task costs include: ICARUS 2000, QuickPen Piping, WinEst, and Timberline in conjunction with Richardson's (Aspen Technology) WinRace Database for Process Plant Cost Pricing and Standard Man-hour Estimating Standards for Process Plant Construction as well as CMAA, NECA and other Construction Estimating Unit-Man-hour Standards; SAP R/3 Ver. 4.6B Client Server Project Management, Maintenance Management, and Logistics Management modules.

Designed and help implement Prolog Project-Point Collaborative Website for contractor document management, data exchange, drawing & submittal review/approval, and overall contractor control work processes.

Over 15 years experience reading and interpreting the following types of engineering drawings for turnaround task cost and task duration estimating and scheduling purposes: Process Control/Instrumentation Control: P&ID, loop function drawings; Security: CCTV, Microwave Motion & Infrared Heat, Smoke, and Sound Detector Drawings & Specifications; Refinery Fire Detection/Prevention Drawings; Mechanical: Vessel Fabrication, Ladder & Platform and Equipment Setting or Orientation Drawings; Electrical: one-line diagrams, equipment location, riser and raceway & conduit drawings; Piping: Orthographic and isometric drawings, piping line lists, installation and testing specifications; Structural: Structural Steel design, fabrication, and piece marked erection drawings; Civil Structural Steel & Concrete drawings; Civil: Underground piping, and electrical conduit drawings.

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