Resume - 23 years project management

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Resume #5118

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Ameri-Pro Logistics
Greenville, SC
7/1989 – 12/2003
Salary $152K
Owner –James H Anders

60-75 hours weekly

I have twenty – three years of progressively responsible experience in logistics, construction and physical plant management in planning, supervising, managing, and training related to project management. My project management duties were responsible professional and administrative work assisting in managing the operations of the Construction Management Division. The work involves assisting the division director in project planning, design development and construction management of vertical construction projects for Ameri-Pro Logistics. Delegated supervises professional, administrative and technical staff involved in the capital project management and contract administration activities. Much of my work was performed with considerable independent judgment and initiative in resolving administrative and technical problems. My performance was benchmarked periodically through conferences and written reports.
I assisted the division director in developing and implementing divisional policies, procedures and programs; makes policy recommendations; develops program goals and objectives. I planed, directed and supervised the activities of professional, administrative and technical personnel. I oversaw the activities of the space planning/design section, construction teams, and resource management. I assisted and advised the division director on various aspects of construction management projects and renovation programs. I coordinated divisional budgets, purchasing, personnel and record keeping activities. I had to conferred with County officials, contractors, vendors, civic leaders and the general public regarding divisional operations; addresses public groups; attends professional meetings. I served as acting director in the absence of the director. I performed related work as required. I had detailed knowledge of the current principles, practices and procedures as applied to vertical construction and project management.
I have detailed knowledge of all federal, state and local regulatory requirements applicable to project planning, design, construction, and contract and fiscal management. I was informed of the funding process in a municipal environment as related to budgeting, cost accounting, record keeping, financial planning and management. I have considerable knowledge of the principles, practices and procedures of supervision, organization and administration. I have the ability to analyze facts and exercise sound judgment in the decision making process. I have the ability to supervise subordinates engaged in all facets of construction management, space planning, preservation and contract management. I have the ability to understand and administer contract documents. I have the ability to coordinate, plan and direct division operations and activities. I have the ability to communicate effectively, both orally and in writing. I have the ability to serve the public and fellow employees with honesty and integrity in full accord with the letter and spirit of the Construction Manager. I have the ability to establish and maintain effective working relationships with the general public, co-workers, elected and appointed officials, and members of diverse cultural and linguistic backgrounds regardless of race, religion, age, sex, disability, or political affiliation.
Like the five blind men encountering different parts of an elephant, each of the numerous participants in the process of planning, designing, financing, construction and operating physical facilities has a different perspective on project management for operations, care, and preservation. Specialized knowledge can be very beneficial, particularly in large and complicated projects, since experts in various specialties can provide valuable services. However, it is advantageous to understand how the different parts of the process fit together. Waste, excessive cost and delays can result from poor coordination and communication among specialists. It is particularly in the interest of the Construction Manager to insure that such problems do not occur. And it behooves all participants in the process to heed the interests of the project manager because, in the end, it is the project manager who provided the resources and call the shots.
By adopting the viewpoint of the Manager, I can focus my attention on the complete process of project management for preservation facilities rather than the historical roles of various specialists such as planners, architects, engineering designers, constructors, fabricators, material suppliers, financial analysts and others. To be sure, each specialty has made important advances in developing new techniques and tools for efficient implementation of construction projects. However, it is through the understanding of the entire process of project management that these specialists can respond more effectively to the Managers desires for their services, in marketing their specialties, and in improving the productivity and quality of their work.
I have progressively responsible experience in facilities dictating management activities and functions inherent to the preservation, maintenance, repair, and operations of structures and utility systems including: utility production, vehicle maintenance, and rental, trash collection and disposal, furniture repair, inspection and construction, and custodial and storage.
Projects costing under $100,000 USD were considered minor renovation to upgrade functional use, appearance and décor of a room or series of adjoining rooms. These projects were managed by The Physical Plant. Projects costing more than $100,000USD were considered major. Major renovation will accommodate a new or existing use. The Physical Plant would provide management for certain projects, but the principle work would require fair bid practices from outside sources.
My progressively responsible experience in budget and financial management is limited to project management to identify needed resources and appropriate resource levels, acquire needed resources, allocate resources based on project priorities, monitor source usage, and adapt to maintain project viability.
My progressively responsible experience in procurement has been the process to obtain materials, supplies and contracts at the best price reasonably that is available through open and fair competition through supply chains and outside bidders.
My progressively responsible experience in contract negotiation and administration is with lump sum contract, the Project Manager has essentially assigned all the risk to the contractor, who in turn can be expected to ask for a higher markup in order to take care of unforeseen contingencies. Beside the fixed lump sum price, other commitments are often made by the contractor in the form of submittals such as a specific schedule, the management reporting system or a quality control program. If the actual cost of the project is underestimated, the underestimated cost will reduce the contractor's profit by that amount. An overestimate has an opposite effect, but may reduce the chance of being a low bidder for the project. Although there are other contracts as Unit Price Contract, Cost Plus Fixed Percentage Contract, Cost Plus Fixed Fee Contract, Cost Plus Variable Percentage Contract, and others, I have only worked with Lump Sum Contracts.
My progressively responsible experience with communications and telecommunications has been concerned with gathering, processing and reliable and efficient transmission of information over individual links or in large networks.
Personnel Management was requirement of my duties as a practice of managing, handling, supervising, and control of my subordinate employees as part administrated logistics management position.
As a project manager, in the broadest sense of the term, I was the most important person for the success or failure of a project. I was responsible for planning, organizing and controlling the project. In turn, I received authority from the management of Ameri-Pro Logistics to mobilize the necessary resources to complete a project.
I was able to exert interpersonal influence in order to lead the project team. I had to gain the support my team through a combination of the following: Formal authority resulting from an official capacity which is empowered to issue orders. Reward and/or penalty power resulting from my capacity to dispense directly or indirectly valued organization rewards or penalties. Expert power when I am perceived as possessing special knowledge or expertise for the job. Attractive power because I had the personality or other characteristics to convince others.
I was given the responsibility and authority to resolve various conflicts such that the established project policy and quality standards will not be jeopardized. When contending issues of a more fundamental nature are developed, they must be brought to the attention of a high level in the management and be resolved expeditiously.
The following principles I observed: The interface between me and the functional division managers was kept as simple as possible. I had gain control over those elements of the project which may overlap with functional division managers. I encourage problem solving rather than role playing of team members drawn from various functional divisions.
Planning is a fundamental and challenging activity in the management and execution of construction projects. It involves the choice of technology, the definition of work tasks, the estimation of the required resources and durations for individual tasks, and the identification of any interactions among the different work tasks. A good construction plan is the basis for developing the budget and the schedule for work. Developing the construction plan is a critical task in the management of construction, even if the plan is not written or otherwise formally recorded. In addition to these technical aspects of construction planning, it may also be necessary to make organizational decisions about the relationships between project participants and even which organizations to include in a project. For example, the extent to which sub-contractors will be used on a project is often determined during construction planning. Attention to detail comes from planning.
Quality control in construction typically involves insuring compliance with minimum standards of material and workmanship in order to insure the performance of the facility according to the design. These minimum standards are contained in the specifications described in the previous section. For the purpose of insuring compliance, random samples and statistical methods are commonly used as the basis for accepting or rejecting work completed and batches of materials. Rejection of a batch is based on non-conformance or violation of the relevant design specifications. Without quality control the deadline will never be on a timely manner.
I can articulate verbally or in written form. I have worked in the past with a multi culture group and have no problem of working in that manner in the future.
Stearns Catalytic
Denver, CO
LaBarge Project
2/1985 – 3/1989
Salary $16.65 hr
72 hours weekly
Senior Warehouseman – Chief expeditor of materials for the gas wells, shell oil wells, dehydration and sour gas plant. As expeditor and purchasing agent I was the person in charge of scheduling purchases, purchasing, and scheduling the delivery of materials and services for construction projects. I checked orders and speeded the arrival of needed materials or equipment to meet a progress schedule. As an expeditor I had to also make sure there are enough people scheduled to work each day to get the work done. I worked in the office, scheduling material and equipment deliveries, and in the field, scheduling the work. I dealt with many different types of people.

Good Hope Oil Company
Good Hope, LA
7/1977 – 9/1984
Wayne Moore
$41K
Oil and Gas Process Controller – Experience in Logistics and Warehouse operations dealing with shipping, receiving, stores, and transportation for construction, maintenance, and operations. Expediter for the fields of valves, piping, fittings, and material as requested to warehouse fulfillment. Process the light ends from gaseous to liquid state through cooling change and Liquid Petroleum Gas storage.

DOB – October 30, 1955
Married to Vivian J. Anders since 1977
Four children
USMC Honorable Discharge 1974
Eagle Scout 1972

Education – three years of college, OJT logistics

Experience: Logistics Management since 1977

References will be provided on request.

My fingerprints are on file with the FBI, USMC, and South Carolina. I have never been charged with any crime.

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