Senior Program Controls Manager
AECOM
Total years of experience :25 years, 8 Months
SBG, Saudi Arabia Controls & Constructions Sys. Mgr. 2009 - 2010 - 1 years
•URS Project Controls Manager 2006 - 2009 - 3 years
•Advanced Solution, Inc. NJ, MA Program Management (PMO) 2002 - 2006 - 4 years
•Bovis Lend Lease, NJ Project Controls Management 1997 - 2002 - 5 years
Uni. of Houston, Houston, TX Master of Architecture 1985 - 1987 - 2 years
PEPAC, Pakistan Economist, (Internship with fulltime student of Architecture) 1974 - 1982 - 8 years
On the basis of Master’s thesis Sasakawa Foundation (Japan) provided $3
Million grant for advance studies in space Architecture.
for the study of space architecture at University of Houston, Houston, TX.
•June 1987 Interview at channel # 13, Houston, Houston, TX.
•June 1986 Detailed study and analysis for growth pattern was conducted for down
Environmental award, Lahore, Pakistan
Prince Karim Agha Khan sponsored the preservation of Gilget, Northern Part of Pakistan. Study and design development of Indigenous Architectural Pattern was established and exhibited at MIT, Massachusetts.
•June 1980 Socio-economic survey grant for USAID project in Lahore. Survey was
Conducted and Prepared reports to establish urban growth rate. This survey helped to establish infrastructure system for prefabricated housing system, transportation system, schools system, health system, park and recreational activities, electric, gas, water and sewer system for healthy living. Primary objective for the above mentioned guide line was to improve the living standard for the middle income and low income group.
Due to delay in contract award of Jeddah Int’l Airport (budgetary issue) transferred to SBG. Managed and Supported company’s multimillion dollar ($)projects Heavily involve in commercial issues, contractual issues and all correspondence responsibilities along with subs and main contractors payments, construction execution plan, corporate profit guideline with internal & external cost reports, etc. etc. Strongly involve in Commercial issues, Logistics issue, Methodology Issues, Planning strategies, Profit and Loss and Risk Management as well.
Directed and supported to Manage the design build one of the largest airport in the Kingdom of Saudi Arabia to handle over 30 Million passengers a year. KAIA also have the tallest Air Control System Tower in the world. Brand new facility has a phasing plan to demolish existing facility without interruption of existing operation. DAR as a CM and SBG as a main contractor is supporting and supervising this challenging design build project to the civil aviation and local aviation authorities running this operation under ICAO/FAA guidelines. State of the art Automated People Mover (APM) system and Baggage Handling System (BHS) are the key elements of this Airport. Strongly coordinating and establishing Project controls and construction guideline systems along with monthly reporting system with design team, project controls, contractors, client, Procurement logistics and HSE arena.
KSA Senior Project Controls Manager
for handling all projects located on US base under strong guideline provided by Department of Defense (DOD), Federal Acquisition Regulations (FAR) and United States Army Corp. of Engineers (USACE) guideline
Managed 15 projects at various locations of Southern Afghanistan.
Handled fifteen one year behind projects at Camp Shorabak/ Leatherneck/ bastion/ Dwyer (FOB) as program Manager and Acting project manager as well. Within 10 weeks of time, extremely and aggressively pushed the project progress from 3% to 28%, In absence of S. Project manager and non availability of qualified staff in Helmond Dist., AFG, accepted the challenging responsibility to handle all these under construction projects. Also heavily involve in technical coordination between designer and construction methodology and various sub-contractor selection and many commercial issues. As of client’s requirement, along with ACI class 1 certified technician, also supervised the batch plant & Geo tech lab data to be verified prior to concrete pouring. One year behind design build projects were put on track and delivery date with Recovery Program was committed with USACE to deliver project within 120 days plan. Parallel activities, double shift and resource allocation was carefully crafted to meet the recovery plan dead line. Having hands on operational and controls expertise made AFG an interesting and challenging assignment location and accepted the challenge. Key elements and provided guideline from USACE for construction project, i.e. up to date submittals register, Design stages (35%, 65%, 95% & 100% as built) followed with Basis of Design (BOD) and construction sequences within time and cost are major targets to be achieved. As a liaison, handled Request for Equitable Adjustment (REA), Recovery plan and develop excellent relations with USACE, US Airforce, Marine Corp., and Afghan National Army (ANA) …all are clients.
After promotion as a Deputy Regional Manager, Beside Program Management responsibilities, currently heavily involve in Logistics, Custom Clearance activities and support operation activities for all infrastructure at US Base. Also supporting URS key project for US Gov., US Base closing process (Demobilization) in Afghanistan includes US classified information under waste management control with a provided guideline by US GOV. Beside US GOV. classified information to be segregated, burned and buried. It also includes hazmat material, plastic, metal, Billeting Tents, cables and on and on to be segregated and berried. This is followed by environmental cleanout guideline with the usage of incinerator, burn pits and pits to be buried. Prepared deliverables, i.e. plan, procedures, forms/templates with phasing plan for DWR demilitarization activities. This responsibility was under Joint venture with ACI, UNITY & Sally Port (Berger & URS) in Afghanistan.
(Please note that I worked for URS on Oil Sand project and Berger (Louis Berger) and URS at US base in Afghanistan under “Sallyport - JV)
•SBG, KSA Project Controls/ Construction
82 storied CMA tower at King Abdullah Financial District (KAFD), Riyadh, KSA.
Handled all Design, Procurement and Construction issues in Planning for this KSA’s latest building build by SBG, the largest contractor in GCC. The CMA Tower, Riyadh KSA is the tallest building of KSA and has a mixed structure "concrete, steel and cladding" hi-rise building. Managed all execution plan, NTP, mobilization, Logistics plan, HSE Plan, Controls (schedule, cost, contract, recovery plan, change management, REA, document control) With project controls features, provided hands on support to the construction team, design coordination team.
•URS, Program Project Controls Manager
•Petro Canada Oil Sands Inc. (PCOSI), Edmonton, Canada - $3.9B
Managed a team of 25 professionals. URS, as a program Manager this Cost Plus contract with in house FEED, Detailed Design, Procurement with Agent for Account and Construction strategy is successfully on time progressing. Project is progressing under PXP, Construction Execution plan and company’s strict guidelines and client’s on going monitoring on day to day basis. Schedule is established under Primavera and Cost was implemented under new corporate software PRISM. PRISM is controlling Contract, Engineering Management, Schedule and Cost. Design progress is strictly guarded based upon incremental milestones under Engineering Standards. All sub-contracts are measured by bid items and contract line items in Schedule and cost portfolio under Bid Packages criteria. URS and Client’s WBS are in practice with common denominator criteria in estimate, schedule and cost port folio. External (client) and Internal report are managing on monthly basis.(Due to the worldwide recession project was put on shelf) Road construction network from Mines to Fort Hills was added as an additional scope.
•Clifty Creek, Madison, Indiana - FGD Retrofit project - Fossil Power (Power) $498M (2nd largest electricity provider within USA) Based upon B&V and Ovec/Ikec estimate redesigned the cost portfolio with archive data to accommodate actual and forecast for FGD project. Established contract router, contract line system, POs, EWO and invoice system. Extensively working on company’s cost software. Responsibility includes to support day to day basis Project Manager, Contract Manager, Construction Manager, Procurement and Senior level management. Responsible to release monthly preliminary to final executive summary level document to cover Actual to date and budget data to establish cash flow. Detailed monthly responsibilities as below;
•cost portfolio established with Labor & Material breakdown
•contract line request form (CLRF) established for accounting and PMM tracking
•make sure contract lines must be a part of schedule and cost portfolio. In order to close the
contract lines keep track of final payments
•contract router must be completed with accounting data and authorized work order number
& work package number.
•follow accruals and track reversals
•invoice approval was done based upon labor and material criteria
•EWO was approved based upon emergent funds
•Created PMM and Business Object reports and Prism report (PRISM, cost software)
•Coordinated accountant for monthly actual and meet the dead line for preliminary to final
Executive Summary.
•Developed cash flow
•Coordinated pre bid meetings with all parties
•Construction execution plan was followed with Project Manager, Contract Admin, CM,
Procurement Manager to establish milestones in cost portfolio and schedule
As a career start, supported & prepared several survey reports, socio-economic analysis with park development and recreational activities, construction documents, design documents, presentation drawings and installation drawings for various prestigious projects in Pakistan and Middle East. It also includes Kot Lakhpat Township housing and industrial park for low income group. planning pattern was established to provide job opportunity along with the nearby housing known as satellite or township or hub concept. This was established to lower the traffic and migration burden on greater Lahore. On an International assignment completed study with socio-economic analysis and factors effecting to plan and design proposal for recreational park at GHOBRA SOUTH, Muscat.
Developed design feasibility and land acquisition planning for new access to the expansion program of Multan Airport as a major hub airport located at Multan, Pakistan. Responsibilities also included to coordinate airport air site planning, terminal building with allied facilities, airport roadside access and parking planning. Socio-Economic analysis (data collected from various government agencies) prepared to finalize the planning factors and strategies. This report and survey was a major support for future growth and expansion of this hub airport. Analysis supported master planning and growth factors helped to establish traffic pattern and housing growth with schools, hospitals, public transportation stops, Utilities supplies (electric, gas, water & sewer) and convenient stores. Also established airside & roadside traffic with growth rate criteria to coordinate in between Civil Aviation Authority & Local City Authorities for the land acquisition process and construction management and budget principal. Detailed one on one basis meetings with local authorities and local chapters were conducted to resolve these issues.
During and after undergraduate studies "Economics/Statistics and Architecture" worked as an interim to full time employee and heavily involved in socio-economic studies, growth, analysis on USAID projects, Architectural drafting, Design development, construction drawings, field coordination and on and on from 1970-1982.
Project successfully delivered
AWARDS / HONORS / ANALYSIS
•2012 Letter of recognition from USACE, Afghanistan
•1997 Letter of recognition from the Port Authority of NY & NJ
Functions:
In order to manage PMO functions, coordination and processes are lined up to make sure:
•PMO is functioning properly and all plans, and processes are aligned for deliverable within time and budget.
•Project Controls functions are in practice, especially planning, reporting with Risk factors.
•During Client’s weekly Progress Meeting, dashboards and projects updates with key issues and concerns to be addressed.
•Liaise with contractors for their on time contractual deliverables.
•Working with client’s senior management for dashboards and corporate cash flow, including AECOM (with new SARS), Construction supervision consultants and contractors.
•AECOM -PrePMO at Metro Jeddah Co. (MJC) - Senior Program Controls Manager (Pre-PMO)
Focused on Aecom Deliverables and also rejected the baseline schedule and Document Controls (DC) Management plan for Systra (The Designer). Later arranged multiple workshops to support Systra for their baseline and DC Management plans to be resubmitted, Also prepared the Bid evaluation process including proposal rooms with implementing the DC Management process.
•AECOM, Construction Services Saudi Arabia - Senior Program Controls Manager (PMO)
Under Ministry of Education (MOE) Tatweer Building Company (TBC) was established to manage
School construction program. Overall program was divided with Capability Buildings (covering R41, R111, J41, M26 and JOME) and “King Abdullah Program (KAP)” KAP added with a 2, 700 to be delivered by the end of 2015. Whereas overall program will deliver over 7, 000 new schools to have prototype design criteria for schools, Multipurpose Hall (indoor Gym) and Open Playing Field across the KSA. This program is divided in to 5 major regions, Eastern Region, Western Region, Northern Region, Southern Region and Central Region. My responsibilities extended to control overall program, to make sure projects are running under strict deliverable schedule, within budged cost, controlled risks, on time Construction Services and have proper weekly and Monthly Reporting structure. In order to perform my responsibilities, also responsible to provide TBC Highest Level (Royal) and Executive level program status reports on weekly and monthly basis. We monitor and update Master level schedule to make sure this integrated EPS level is a sink with Proliance (web based application). Also supporting construction during kickoff meetings and advising CM to make sure all contractual deliverables are on time and baseline is progressing routinely under contractual guideline. My responsibilities also extended to provide training on Project / program controls to TBC’s staff especially young Saudi leaders. Also supporting the Core team at PMO level. As an added value to the client (TBC) and a part of our contract, also providing training for project controls systems to young Saudi Leaders (fresh college graduates).
•Hill Int’l, Makah Saudi Arabia Senior Project Controls Manager
Over SAR 3 Billion Phase one (1) contains Hilton Suites, Marriott, Conrad, Hyatt, 58 villas & penthouses along with 2 major shopping concourses and complete infrastructure connected to overall 8 phases located infront of holy Mosque at Makkah. Responsibility includes MPR, review and provide comments for all stake holders (daily, weekly and monthly) reports, handle planning meetings, EOT, and provide full support during weekly progress meetings. Provided full support to construction managers and project managers. Heavily coordinated with construction supervision consultant and main contractor for progress and manpower.
•Chaired planning meeting with all stake holders to make sure, schedule slippage, critical long lead items, delayed procurement schedule,
•Supported HSSE to make sure equipment service record is up to date on weekly and daily basis and it is reported correctly, Daily Safety practices
•Monitored and tracked Snag/de-snags list and TOCS
•Handover documents (operating manuals, spare parts, ABD, permits…etc.)
•Daily Reports, Weekly Reports, Monthly Progress Report (MPR) identified errors to make sure stakeholders must rectify the PMC comments and to be on a same page for progress, manpower, material etc.
•Site walk through - participated in weekly site walkthrough and final walkthrough with client and stake holders.
•Prepared action plan to monitor progress on daily basis to control and avoid schedule slippage.
•Chaired EOT meetings
•Supported to prepare T&C Action Plan to make sure all key MEP systems should meet the delivery dates. Participated in final inspection and documented all events for final handed over handing over process.
•LBERJV, Qatar Senior Project Controls Manager
Louis Berger Egis Rail Joint Venture (LBERJV) has been appointed by Qatar Railways Company to provide Project Management Consultancy services for underground Civil & MEP Works for the Gold Lines metro package, a part of Qatar Integrated Railway Program Phase 1. The Gold Line consist of 13 stations, underground, at grade and elevated track section and associated structures to the Doha South sites.
Heavily involved with the PMC team to submit their contractual deliverables prior to D&B Civil Award. All Plan, procedures, process maps, forms and templates, contract readiness plan, gap analysis, contractors readiness plan, weekly FLASH report, Monthly Progress Report and Executive Summary Report. Also involve with PMC team in Tender Bulletin (TB) and Land Acquisition Working Group (LAWP)