Cost Manager & Deputy Project Controls Manager
bechtel
مجموع سنوات الخبرة :8 years, 7 أشهر
Converted the estimate into the budget, and established the cost management processes and procedures on the Muscat International Airport. A $1.8b lump sum design build direct hire project, in a joint venture with ENKA in Oman.
I lead a team of 11 that is responsible for budgeting, trending, forecasting. We have also completed the quantum analysis of over 200 Claims. I developed in access effective earned value tools for tracking productivity.
I was responsible for all Management Reporting and assumed functional Project Controls managerial responsibilities for Bechtel.
I was responsible for establishing the KPI and performance management system on the project in line with achieving our contractual requirements as the PMC. Initiatives focused on schedule surety and quality of service to the customer.
This involved developing strategy and implementation via leading teams, training and problem solving where necessary to ensure that performance objectives are achieved.
In July 2009, I was re-assigned to the Romanian Motorway Project, which had a target of completing a €600m 42KM section of motorway within a seven month period.
My role was to work directly for the Project Manager to involve myself in project critical problems and provide rapid solutions to ensure timely delivery. Primary process improvements projects carried out revolved around optimising equipment utilisation, efficient personnel & equipment transportation and guard rail installation productivity.
I also assisted the Project Manager in providing regular professional presentations to the Prime Minister and Transportation Minister of Romania.
I was the Lean Six Sigma Black Belt on the Albanian Motorway Project, a €900m, 57 km motorway through challenging terrain comprising a 5.4 km twin bore tunnel.
For my certification PIP, I was assigned to specifically focus on tunnelling productivity to bring the project back on schedule. Using a combination of Lean and Six Sigma Training and engagement established a process improvement culture that resulted in a tunnelling productivity increase of over 40% whilst maintaining Safety and Quality, delivering €14 million of savings. I spear headed multiple process improvement projects in different functions and disciplines, with a total savings of over €20 million.
Jubail II is a $3.8 Billion expansion to the current industrial city, delivering services to develop the petrochemical infrastructure.
I developed cutting edge project management tools, modernise work processes and procedures to integrate all the departments on Jubail II for the Royal Commission in Saudi Arabia. I was responsible for developing and implementing tools including Primavera 6, and provide training to the project management team in how to use the tools. I was also heavily involved in developing the Lean and Six Sigma programme on Jubail.
I worked as a Project Controls engineer on the West Coast Route Modernisation on Trent Valley Four Tracking, multi discipline enhancement of the railway infrastructure to increase the capacity and line speed to 125mph. I implemented Primavera 5, created a high level program to manage the program of works and integrated MS Access database’s to streamline cash flow management and reporting. I used Lean Six Sigma to improve a productivity tracking system as used this to certify as a yellow belt.