Project Director, Digitalization
Thynkli
Total des années d'expérience :18 years, 10 Mois
Spearheaded a digitalization project for a Fortune 500 construction company to reduce project delivery time of $150 million in projects by 30% and increase profit by $18.5 million.
•Created a digital roadmap and data strategy to modernize the company by assessing the construction digitalization capabilities to support the company's corporate strategy.
•Improved the project delivery of multiple mega-projects by applying planning best practices, including Critical Path Method (CPM), Theory of Constraints, & Advanced Work Packaging (AWP), and by developing a digital foundation.
•Led implementation of system integrations and integrated processes, increasing project delivery productivity by 25% by helping the project managers and technical leads to map out the current processes, identify the redundancies and eliminate them.
•Reduced delays by 20% and design changes by 50% by conducting workshops with executive management, architects, and engineers on Advanced Work Packaging (AWP) and schedule analysis using Primavera Risk Analysis, Primavera P6, Primavera Contract Manager, and the Earned Value Management System.
Delivered smart-campus design for over 1 million square feet of commercial facilities by training, developing, and leading a team of three Project Managers, project engineers, electrical engineers, and designers on the UCSB Munger Residence Hall Mega Project valued at $1.4 Billion.
•Improved procurement planning by identifying bulk procurement opportunities and commodity pricing agreements through an integrated master procurement plan and schedule, resulting in 15% cost savings and significantly improved purchasing power.
•Improved project delivery efficiency and quality by implementing a Federated BIM Model, VDC, Digital Twin, and ERP & CMIS systems integration.
•Integrated planning, permitting, engineering, procurement, fabrication, and construction master schedules according to the Path of Construction (AWP), Engineering Work Packaging (AWP), and Workface Planning (AWP), resulting in a consolidated and aligned master schedule.
• Managed a $100M data center project portfolio resulting in efficient and rapidly deployable solutions by collaborating with the organization's leadership teams and delivering project management and operational process improvements.
• Reengineered data center designs and developed data-center management software leveraging Artificial Intelligence and DLT (Blockchain) to reduce power costs by 20% and exploit 30% latent server capacity.
• Improved overall data center efficiency by 10% by leading a cross-functional team to implement a new data center management system within the scheduled timeline of 6 months and a budget of $2M.
•Rescued Data Center Project by developing a recovery plan that addressed misalignment between procurement and engineering activities, completing a corrective action plan, and reorganizing the project team to improve communication between the teams.
• Established a Project Management Organization and implemented best practice Project Management Methodology and Controls for a 3.4 Billion dollar Program Portfolio, resulting in a 25% reduction in the number of projects in the status of ‘Red’ and an increase in the number of projects in the status of ‘Green’ from 38% to 90%.
• Rescued two at-risk projects valued at $50 million for Saudi Aramco to commence drilling operations by personally managing the projects’ planning, scheduling, and budgeting functions and increasing the management team’s awareness of the project status and risks.
• Developed Capital Project Management Policies & Procedures and authored over 300 specifications, using a steering committee and a working group in consultation with stakeholders.
• Delivered the SAP Projects and Plant Maintenance portions of the $20M SAP ERP Project by leading a team of 5 SAP consultants and 20 business users to deliver over 100 business requirements within six months.
• Decreased project schedule and cost by developing a standard land rig specification to facilitate the purchase of new land rigs; the rigs were used to expand operations.
• Rescued $424 Million of at-risk capital upgrade projects, across the Asia Pacific region, by implementing comprehensive project management methodologies and by creating project teams with clear roles and responsibilities.
• Deep experience with multiple trades, including Drilling Systems, Well Control, Pressure Vessels, Naval & Marine Systems, Piping, Engineering, Structural, Mechanical, Electrical, Plumbing, HVAC, AV, Electronics & Control Systems, and others.
• Managed a $500M project portfolio, oversaw a staff of 21, and significantly increased productivity, which resulted in a 10% increase in project completion on time, and a 15% improvement in budget utilization.
• Manage all aspects of facility operations for two offshore facilities, including budget preparation, forecasts, project approvals, preventative and corrective maintenance, overhauls, and capital projects.
• Reduced the annual maintenance budget from $10 million to $7.5 million through the efficient use of resources and a strategic overhaul of equipment maintenance planning. Managed a maintenance staff of 50 people.
• Improved Facility Rank from the worst-performing asset in the Mediterranean, 43rd, (bottom quartile) to the 22nd within 8 months, through rigorous daily monitoring, feedback, and compliance with the customer's KPIs.
• Defined, documented, and tracked project progress, stakeholders, and metrics, by creating and maintaining the project plan, communication plan, business process mapping, use case scenarios, and organizational change management on complex Digitalization & ERP projects.
• Established a system for tracking inventory from the point of manufacture to the customer using Radio Frequency Identification (RFID) technology.
• Ericsson Project Manager on network implementations worldwide for customers including Cingular, AT&T Wireless, T-Mobile, Verizon, Quest, MCI, and Sprint, exceeding USD100 million in project value.