Senior Project Controls Manager
Qatar Rail
Total years of experience :32 years, 6 Months
Nov 2012 - present
Qatar Rail - Major Stations Project
Promotion - Senior Project Controls Manager
Total Project Value - circa US$ 1.5 Billion
Responsibilities:
Responsible to the Project Director and Senior Program Director
Lead the implementation and management of project controls process and procedures, including risk, cost, schedule, document control and reporting for this US$ 1.5 Billion project
Monitor and analyse schedule and cost performance, data, information and KPIs
Undertake, delegate and manage workload to manage risk, cost, schedule, document control and reporting resources
Establish and maintain WBS/CBS/OBS for the project to align with Qatar Rail's requirements
Establish and maintain controls for change management, configuration management, risks and issues management
Manage document control and information management
Collaborate effectively with other Qatar Rail departments and colleagues
Present project weekly/period reports to Senior Executives to facilitate analysis and decision making
Responsible for forty five staff in numerous positions (combination of Qatar Rail, PMC and Contractor).
The project management functions that I lead and have direct responsibility for are:
Risk
Cost
Schedule
Document Control
Reporting
The functions did not have Plans, Process or Procedures in place when I commenced the role and my first priority was to create these documents. The PMC for Major Stations did not have the personnel in place to undertake the production of these critical documents; therefore I undertook the majority of the production effort. I utilised the experience of the PMC's within the Program in a collaborative manner to ensure documents where produced.
Nov 2012 - present
Qatar Rail - Major Stations Project (start-up)
Senior Risk Manager
Total Project Value - circa US$ 1.5 Billion
Responsibilities:
Responsible to the Project Director and Senior Program Director
Tender evaluation team
Led the risk management function for this US$ 1.5 Billion project
Led the risk management effort during the evaluation of tenders submitted by preferred bidders.
During tender evaluation the Senior Project Director of Major Stations utilised my experience in the following subjects:
Risk management
Analysis of schedule
Cost profiles
Resource commitments
Led the creation of reports and presentations for Senior Executives to facilitate analysis and decision making
Promotion (Jun 2009)
Bechtel - West Coast Performance Delivery Team (WCPDT)
Head of Risk, Planning and Scheduling
Total Program Value circa US$ 80 million
Responsibilities:
Responsible to the Senior Program Managers and Performance Directors
Led the implementation and management of Project Controls process and procedures to support the WCPDT program - Including Risk, Cost, Trend, and Schedule
Managed the program delivery of the Network Rail/Train Operating Companies, Joint Performance Improvement Plan - circa 200 work streams
Led the process for new scheme investment for funding request papers
Led and reviewed production of WCPDT program weekly/period report outputs
Presented weekly/period report outputs to Senior Program Managers, Customer Services Director and Performance Directors to facilitate analysis and decision making
Led and reviewed and prepare period report for Network Rail Board, Monthly Business Review
Attendance and input to Route Strategy Planning and Investment Group
Responsible for twenty five staff (combination of PMC and Client)
Key Interfaces
Program Managers
Operations and Customer Services Performance Improvement Director and Managers
Infrastructure Maintenance Performance Directors and Managers
Nov 2005 - Jun 2009
Risk Manager Northern Projects
Bechtel - West Coast Route Modernisation
Total Project Values circa US$ 124 million
Responsibilities:
Responsible to the Senior Project Manager, Senior Program Controls Manager and Implementation Director
Led and managed the successful implementation of risk management process and procedures to support four main projects
Provided leadership and guidance in the concept of risk management, value management and lessons learnt, maintaining their application to all stages of the project lifecycle
Facilitated risk, value management and lessons learned workshops as required at project and discipline level
Trained personnel to use Active Risk Manager Software as appropriate
Generated reports, risk registers and program presentations
Presented period report outputs to Senior Project Manager, Senior Program Controls Manager and Implementation Director
Responsible for ten staff (combination of PMC and Client)
Key member of close out team
Significant Achievement’s
I introduced full risk management process and procedures to WCRM HSQE. This improvement to the methodology of the way HSQE is managed by WCRM was rolled out across other Network Rail projects
All projects within the Northern Portfolio were delivered safely, as planned, within budget
Created and implemented a training program associated with Schedule Qualitative Risk Analysis to 12 Bechtel graduates. Certification was awarded to all 12 graduates upon successful attainment of PMP target/PMP stretch target objective
You Make The Difference Awards:
For engaging and leading the team and external stakeholders to compile a robust definition of the risks and mitigation measures for the project and for putting in place the process for continual assessment of the risks
For orchestrating the numerous risk reviews and necessary analysis to support the success that the project and contracting organisation have achieved
Promotion (Jun 2010)
Bechtel - Khalifa Port and Industrial Zone (KPIZ)
Program Risk Manager
Total Program Value circa US$ 7 Billion
Responsibilities:
Responsible to the Principle Vice President and Senior Vice President
Led the risk management function for this US$ 7 Billion program, delegating workload among multiple concurrent demanding work packages while successfully completing within required time frame
Developed the risk management methodology for the program
Led integrated interface risk management with construction program delivery
Led trend and issue program
Led integrated change management across all PMC functions
Undertake qualitative and quantitative evaluation pre and post treatment controls of risks across program
Detailed Quantitative Schedule Risk Assessment (QSRA) at program and project level (15 main work-packages)
Led the creation of reports, associated dashboard reports and presentations to facilitate analysis and decision making
Presented program/project, weekly/period reports, and presented to Senior Executives (both internal and external)
Responsible for twenty staff (combination of PMC and Contractor)
June 2003 - May 2005
Supply Chain Manager and Business Development Manager
AMEC Turner (JV comprising of AMEC and Turner Facilities Management LTD (TFM), Glasgow)
Contract Value circa US$ 1Billion (over 10 years)
Responsibilities:
Supply Chain Manager main duties being:
Responsible to the Bid Director and Commercial Director
Initiate and facilitate the identification and engagement of managed supply chain packages with the capability, resources and knowledge to deliver the requirements of Ministry of Defence
Introduced internal and supply chain management procedures that encourage innovation, cost reduction and continuous improvement to create gain sharing opportunities
Production of bid answers mainly relating to supply chain, risk and fraud prevention issues
Assisted Commercial Director in development of risk program and database (involving risk workshops, quantitative & qualitative analysis, database control (ARM) & overall management)
Development of procurement programs/flow charts, identifying all stages and processes involved in the development of the procurement/supply chain
Management of advertising campaigns, particularly in journals requesting perspective suppliers to apply for a Pre-Qualification Documentation
Co-coordinating and managing ‘Supply Chain Days’ and workshops to suit the Region/Area breakdown whilst facilitating and presenting question and answer sessions for prospective suppliers
Additionally, a key member of the Turner Facilities Management business improvement team developing continuous business improvement strategies for the business
Business Development Manager main duties being:
Responsible to the Commercial Director and Managing Director
Formulation of appropriate procurement strategies
Introduction of the European Formula for Quality Management (EFQM) within the purchasing and procurement department
Introduction of pre-qualification policies, processes, procedures
Management of selection processes and interviews with short list candidates using appropriate team members to support the process
Reporting and making recommendations of potential supply chain team member organisations for future consideration
Development and implementation of risk management program
Development and implementation of overseas contract case reviews
May 2005 - Nov 2005
Promotion - Risk Manager, Regional Prime Contract Scotland
AMEC Turner
Total Contract Value circa US$ 1Billion (over 10 years)
Responsibilities:
Responsible to the Implementation Director
Defined RPCS risk objectives - dependent upon what service is to be delivered i.e. Core works (construction), Core Services (facilities management), Core Services Works Program (new construction or facilities management outside of original contact)
Developed and implemented detailed system, policy, process and procedure documentation
Implemented risk management across Regional Prime Contract Scotland
Assessed the current level of expertise within the team and supply chain
Facilitated training days and workshops to Directors and Area Managers from AMEC Turner and Defence Estates
Introduced risk management to the contract delivery team
Management and ownership of overall risk matters
Assessment of risks using Monte Carlo modelling, PERT Master and other Analysis methods
Routine reporting of RM at appropriate levels, including meeting agendas and report formats
Presented period reports to Implementation Director
Responsible for five staff (combination of AMEC Turner and Defence Estates)
Sept 1999 - Jun 2003
ASDA Account Controller
Bunzl Retail Supplies PLC
Contract Value circa US$ 88 Million
Responsibilities:
Responsible to the Operations Manager and Commercial Director
Control of Bunzl Retail Supplies PLC main account with turnover in excess of US$ 88 Million
Sourcing, purchasing and then managing over 1500 non-consumable product lines for 206 ASDA stores including:-
o Cleaning material
o Chemicals
o Fixtures and Fittings
o Food and Non-food labels
o Carrier bags
o Food packaging materials
Supplier base includes UK, Europe and the Far East
Review meetings with suppliers
Monthly meetings with Senior ASDA Managers and Directors
Reporting key issues to Managers and Directors of Bunzl Retail Supplies PLC, these reports consisted of:- Forecasts, Quantities on order, Volume in stock
Key Achievements
Attained savings in excess of US$ 2.3 Million by resourcing products and further development of collaborative working principles
Jun 1998 - Sept 1999
Buyer
Doctor Direct LTD
I was a buyer for one of the UK’s largest medical promotional companies. Doctor Directs clients included AstraZeneca, Eli Lilly and Sanofi Aventis
Responsibilities:
Sourcing of appropriate product based upon clients identified remit
Negotiating cost of product
Product proof analysis
Procurement and distribution of product
Supplier base includes UK, Europe and the Far East
Reporting key issues to Managers and Directors
Jan 1994 - Jun 1998
Category Data Manager
Co-Operative Group
Responsibilities:
Reporting to Head of Buying & Marketing Analysis
Responsible for providing financial and commercial support to category team
Provide an appropriate degree of challenge to the category team in driving improved performance
Management responsibility for 3 Category Data Analysts
Supply accurate and timely of management information for the Buying team
Product sale trend analysis and reporting
Administration
Oct 1991 - Nov 1994
Personnel Support - Accounts and Administration
British Royal Air Force
Responsibilities:
As a member of the Personnel (Support) trade, I was part of a team that plays a vital role in ensuring that the RAF runs smoothly and efficiently. I received excellent training that enabled me, as part of a team to provide administrative and personnel support to fellow RAF personnel
Ensuring that individuals received their correct entitlement to pay, allowances and expenses
Effective maintenance of movements and records
Administration of Service discipline
Accounting
Key achievements
Senior Man during basic training
Award attained for being best all round recruit during basic training
Represented Support Command in several sports
courses: - Project Management Professional (MPMP) - Project Management Institute, - Exam June 2016