Projects Director
John Lange Lasalle (JLL)
Total years of experience :17 years, 1 Months
• Dealing with infrastructure construction projects (water, electricity, ITC ) throughout all the project life cycle.
• Interface with all the Project Stakeholders (internal and external to the Project team): Client, Consultants, Contractors and Subcontractors.
• Budgeting and cost control.
• Contract management.
• Program management
Dealing with Projects in the field of Construction of Civil buildings and MEP works.
• Joint Venture representative to Customer for Project King Abdulaziz Center of Science and Technologies - Riyadh. Project Value: USD 40 M
• Chairman of Projects’ Executive Committee for a Joint Venture of 3 Companies.
• Coordinate resources between disciplines to fulfil the Project’s needs: Project Managers, Project Engineers and Designers, Project Planners, purchasing dept, logistic, QA and QS, accounting, workshop, construction site staff.
• Budget set up and budget review.
• Negotiating contracts and dealing with customers according to the projects’ needs.
• Coordination with Sales and Estimation Dept to prepare tender specifications and prices
Employed as Regional Projects Manager for eastern region, Kingdom of Saudi Arabia. Main responsabilities:
• Coordinate the group of project managers to achieve the company targets for the eastern region, in terms of budget and customer satisfaction.
• Reviewing measures and setting priorities to achieve performance targets.
• Preparing, reviewing and reporting on budgets and expenditure for the region of competence.
• Negotiating contracts and dealing with customers according to the projects’ needs.
• Recruiting, interviewing and dismissing employees.
• Leading by example.
Joined the company as a Project Manager and worked up the hierarchy to the position of Resident Project Manager.
Designation Chronology:
• Aug '11 - Jul'13: Project Manager
• Jun '09 - Aug '11: Project Manager for Auxiliary Plants
• Feb '07 - Jun '09: Deputy Project Manager for Lump Sum Turn Key Projects
Key Projects To Credit:
• Danieli Commissioning Site Office
- Erection and Commissioning Activities For a Steel Making/Rolling Mill Plant (Emirates Steel Industries, Abu Dhabi - UAE)
Key Responsibilities as Resident Project Manager (Aug '11 - Jul'13):
• Directing/managing assigned projects at all phases of project lifecycle (pre-commissioning, plant commissioning and performance testing) in line with organizational policies/procedures.
• Planning/implementing project commissioning plans, maintaining record of obstacles, delays/claims, to ascertain smooth execution of plant start-up operations as per set standards.
• Applying high end project management concepts like critical path management, material and human resource management to plan and efficiently organize the projects facilities to meet deadlines.
• Identifying project deficiencies affecting quality and safety requirements prior to final evaluation to implement corrective measures; thus, ensuring smooth functioning, timely completion of the project within specified budget.
• Fostering channels of communication between various departments (technical departments, purchasing office, shipping department, job-site etc) to ensure smooth execution of project activities within the scheduled deadline.
• Regularly keeping the project director and product line manager updated on status of assigned projects, focusing on the overall project schedule, budget and resolution of project issues.
• Providing project direction, coaching and mentoring for project team personnel as well as proactively implementing quality procedures and work instructions.
Key Projects To Credit:
• Steel Making Plant, Abu Dhabi, UAE
Key Responsibilities as Project Manager for Auxiliary Plants (June 2009 - August 2011):
• Analyzed project needs, established project management strategies, and recommended appropriate level of planning, scheduling and control.
• Estimated and recommended the required resources such as equipment & labour and advised senior management on the impact of resource allocation.
• Planned project schedules/milestones, monitored progress against established schedules, checked for variations and proposed suitable modifications to maneuver project to avoid time/cost overruns.
• Appointed appropriate personnel-engineers, delegated responsibilities among project personnel, prepared time guidelines and schedules for various stages of project completion.
• Ascertained all project dependencies and risks are identified and managed effectively, ensured that each process step of the project is examined to determine the correct approach based on the demand of the situation.
• Utilized defined project processes to manage quality, risks, changes, issues and financial implications, escalated issues impacting project performance/timetable.
• Ensured procedural adherence. Resolved unexpected technical difficulties associated with the project by providing appropriate recommendations.
Key Project To Credit:
• Construction of Turnkey Steel Making Plant in Ukraine
Key Responsibilities as Deputy Project Manager (February 2007 - June 2009):
• Defined project objectives and plans inclusive of delineation of scope, budgeting, scheduling, setting performance requirements and assigning field-specialists.
• Analyzed project inception plan in view of key quantifiable parameters encompassing - estimation of takeoff costs, reviewed project constructability, project buy-out, scopes of work, sub-contracting requirements, project profitability and scheduling.
• Planned and implemented maintenance policies/procedures. Directed and coordinated, sectional processes, evaluations and plans, to guarantee standard running conditions of all plant utilities.
• Participated in analysis, design of plant modifications, new facilities/ equipment, capacity expansion, to improve productivity and profitability.
• Closely reviewed plant operations to assure that optimum efficiency is being achieved with the objective of reducing overall operating costs.
• Collated and analyzed project metrics data (actual values for costs, schedule, work in progress and work completed) and reported on project progress to upper management.
