Projects manager
AECOM Arabia
Total years of experience :34 years, 0 Months
AECOM was assigned by the National Water Company (NWC) to provide Strategic Technical Services to manage its ambitious capital spending program and spearhead its corporate transformation into a World Class organization.
Project Manager/ Group Manager (October 2012- Current)
Successfully managed Al Wasia plant, a 2400 meter deep well farm and an RO plant. A Strategic Rush Project to provide potable water to Riyadh city (300, 000 M3/D). Due to successful results, The NWC has assigned me as a Group Manager, to manage the engineering, procurement, and construction for the Jed-dah- south sewage system, a program with an annual spending in excess of USD 300 million for networks, tunnels and force-mains, sewage treatment plants, pumping stations and sea outfall.
Client has also selected me to manage the projects department transition, I have built the capacity of the department, managed the organization structure during this transition, selected and managed the depart-ment managers and project managers, and lead the implementation of Best Practice and PMBOK in project management. Additionally, I have also led the change-management effort for the projects department, as well as other related departments.
Conducted Master Planning including projects execution strategy and established a comprehensive framework for long medium and short-term project planning, reporting and control, a framework that was later adopted at NWC head-quarter level for all business units.
Significantly improved the department overall performance allowing NWC to approve double the an-nual budget.
Completed and handed over several projects that had been long-slipping, allowing large parts of South Jeddah sewage network to approach serviceability.
In addition to South Jeddah Sewage, the NWC asked me to manage the Briman Strategic Reservoir project (USD 200 million), a Strategic Fast-Track project delivering the world-largest post-tensile cy-lindrical tanks that is directly monitored by top Saudi authorities. The project is still underway and KPIs for the project are as planned. The NWC have also asked me to manage stage 2 of the same pro-ject, which is currently in tendering stage.
In charge of all civil works related to industrial waste water treatment (EPC contractor) starting from bid-ding stage thru engineering, procurement, construction and handover. Projects constructed include IWTP-8, IWTP II, KJO projects, Brackish Water Project, averaging at USD 100 million each and a capacity of 25, 000 to 50, 000 M3/day. Our clients were the Marafiq (a subsidiary of the Royal Commission), and the Khafji Joined Operation.
Leading to a higher tender success rate, I have lead the concept development, pricing and preparation of technical bids towards a solution that is more efficient, better coordinated, and more focused on internal (other discipline) and external (owner) client needs. I was also a member of the team structur-ing and negotiating alliances and JVs.
Leading to improved project KPIs. I have lead the work of the civil and structural design department, as well as the civil design subcontractor (ENOIA SA, Atkins and others), this included challenging for a smarter, better thought-out, efficient and timely design that meets the internal and external client needs.
Introduced and implemented a more sophisticated and communicate-able project engineering controls (planning, reporting, communicating, etc...).
Along with Project Managers, managed civil construction activities, thru setting strategy, plans, schedules, and goals for each project, allocation of resources and capacity building for manpower, plant and equipment, procurement of material and services, as well as monitoring cost and manage-ment reporting.
Assigned, managed, lead and mentored civil construction managers including guidance to Best Prac-tice, setting performance goals, trouble shooting, motivating and control.
Ensured client satisfaction, addressed client concerns and complaints and conducted contract man-agement.
During my work with SETE, I have achieved a turnaround projects performance, financial gains, time gains and increased client satisfaction.
I held the overall responsibility for the following projects:
Shoibah-III IWPP power generation plant: main civil works, some related electromechanical works and a 143 meter flue stack (EPC). Total contract value is about USD 100 million.
Shoibah-III IWPP desalination plant: main civil works and related electromechanical, in addition to marine works (EPC), contracts total value is USD 80 million.
As a project manager, I have performed the following duties:
Built the project team, interviewed and selected key personnel, and established the project organiza-tional structure and procedures, including the implementation of ISO 9001-14001 Integrated Man-agement System.
I have implemented a comprehensive KPI framework, allowing the monitoring and control of all pro-ject activities including time, cost and efficiency. This lead to improved project performance.
Established the overall project execution strategy and time schedule based on a thorough understand-ing of the project, our contract, and the available and obtainable resources, prepared and ensured the availability of the internal resources and set the acquisition plans for external material and services, overlooked the negotiations and ensured the achievement thereof.
Led construction to implement Best Practice, leading to a significant reduction in re-work for, and a reduction of punch-list items (1200 as opposed to 11000 in a previous similar project), and subse-quently a timely completion and improved client satisfaction.
Day-to-day overlooking of site activities and issues including assignment of resources, providing management, leadership guidance and consultation to construction managers, as well as trouble shooting.
Conducted client relationship management including trouble shooting, contractual issues and VO management, improved client satisfaction thru improving client-focus, and ensuring sustained value-adding.
Conducted stewardship for my employer interest thru managing risk, implementing governance and ensuring transparent and representative reporting.
For both projects, I have performed final handover to my top management and satisfaction.
Technical Manager (March 2002-March 2007)
I was assigned as Technical Manager/ Project Engineer/ deputy project manager for Jeddah-IV Flue-Gas Desulphurization plant (USD 120 million), Aramco port expansion (USD 50 million), and Shoibah Power plant stage II (USD 250 million).
My duties included the following:
Hands-on design management, offshore structures include oil-loading platforms, port facilities, bridg-es, walls, seawater intake and discharge, underwater piping, pumps houses, piling and pile-testing frame, above-water bridges. Onshore facilities include turbine halls, buildings of several kinds, roads, bridges and highways, infrastructure, post and pre-tensile, steel and concrete reservoirs, Temporary structures include bracing for existing structures, jack-up and de-watering arrangements and many other steel and concrete structures. Received acknowledgement from client and management for many innovative solutions including the solution of long-pending problems. (Some problems were sent to me from other projects for my review).
I have provided management and technical leadership and guidance for the design subcontractors (Protopapas, Cyprus; DUKON, USA; AMCDE, Saudi Arabia; and many others) that lead to lifting for design quality, efficiency and client focus. Scope included flue stacks, tank farm, marine works, pump-house, soil improvement, tunneling, warehouses, and others.
Improved the selection and submittals of civil materials thru ensuring value engineering, a better un-derstanding of client requirements and international material standards, as well as a good knowledge of local as well as international market of construction materials.
Managed planning and reporting department, and the preparation of construction method statements including safety, risk analysis.
Projects related to the power industry (13.8, 33 and 138 KV substations (EPC) with a price tag of USD 30-50 million each on average. I was responsible for civil works from bidding stage till handover.
I have performed the following tasks:
Improved tender success rate from approximately 1:7 to 1:5 due to providing a more efficient civil solution.
Reduced the cost of civil work thru more economic design, including reducing the cost of steel struc-tures by 30% and concrete structures by 20%, as well and increasing the performance of construction thru improving the contract structure and the management thereof, as well as maintaining a close working relationship with contractors.
I have received acknowledgement from Saudi Electric Co. (SEC) for best civil solution for ICY-III and Madain Al-Fahad stations. A solution that was adopted as “standard” for SEC.
Abdullah S Bugshan / Lucent Technologies INT'L. (1998-2000)
Riyadh, Saudi Arabia.
STRUCTURAL DESIGN ENGINEER.
• Assigned as a Structural Design Engineer for a US$ 6 billion major telecommunications expansion (TEP-6)
• Designed of telecommunications towers for Microwave, GSM, and SRS systems.
• Designed reinforced concrete buildings including multistory communication centers for Saudi Telecom.
• Coordinated between different design disciplines.
Technical Office for Engineering and Construction (T.O.E.C) (1994-1998)
Homs, Syria.
TECHNICAL MANAGER.
• Served as Technical Office Manager for TOEC, one of the largest and most successful civil contractors in Syria, with project including Marine works such as the Lattakia Harbor, power plants such as Jandar C/C with Mitsubushi, Al Zara with Siemens, gas lines, manufacturing plants, highways, buildings, and many other projects.
• As a Technical Manager I was responsible for: • Preparation of the civil tender-bid.
• Checking engineering drawings and providing shop drawings and a counter-proposal for construction when necessary.
• Designing concrete and steel structure such as warehouses, residential complexes, the water treatment plants roads, bridges, temporary works, etc.
• Management of procurement such as preparation of subcontractor/ supplier bid package, material submittals, subcontract negotiations, and so on.
• Scheduling, monitoring, and invoicing.
Ramez Raslan, (PhD) & Usama Nahhas (PhD) & CO. (1990-1994)
Damascus, Syria.
LEAD STRUCTURAL DESIGN ENGINEER.
• Recruited by my university professors to work with one of the leading engineering consultancies.
• As a design Engineer, I was assigned for the design of several projects including Saydeh Zeinab Hotels Complex ( one 5-star & one 4-star high-rise hotel and facilities), Machta al Helou Resort and hotel (a combined RC and steel frame structure ( one 5-star hotel & 11 apartment buildings), Al-Thayem Gas Field Facilities, and The Monument of the Unknown Soldier.
Master of Business Administration (MBA) (2012): Univ. of Leicester, Leicester, England.
B.Sc.Civil Engineering (1990): Univ. of Damascus, Damascus, Syria.