Director of Project Controls
ClearStream/ Flint Canada Construction
مجموع سنوات الخبرة :19 years, 4 أشهر
Turnarounds, Refineries, Construction, Maintenance, and Fabrication, Infrastructure, Buildings, Pipelines, Electrical Infrastructure, Data Centers, Manufacturing and Agriculture
*Reporting to Chief Operating Officer, and responsible for Estimating, Cost Engineering, Risk Management, Claims and Scheduling to support 110+ active project sites, with a team of 20+, for $500 Million+ annually in active projects for company.
*Coaching and managing Estimating Manager, Project Controls Manager, and Planning Leads.
*Working with Functional Directors and Vice Presidents of business lines to execute strategic plan, operational changes, reorganizations, and cost management initiatives.
Leading a team of 10 FTE - 5 Cost Controllers, 2 Planners, 3 Quantity Surveyors for Gemini Corporation.
Responsible for Cost Controls and Progress tracking of Engineering Drawings, Class 3 and 4 estimates, Fabrication, Construction cost and quantity tracking for all projects across the company.
Responsible for successful control and delivery of Projects with engineers and direct labor of 500 FTE and $100MM spend across multiple business streams.
Responsible for all aspects of Planning (P6), Cost (Deltek, Excel) and Progress tracking company wide.
Leading implementation of new Enterprise System - Deltek Vision, across Finance, HR, AP and AR, Supply Chain, Quality, Project Management, Safety, and Project Controls
Responsible for setting company standards, processes, procedures, reviewing and controlling contractors, staff planning for projects, workface planning, cost control, change management and performance management using earned value.
Based in Calgary, current work scope involves travelling Alberta wide and BC to setup projects, review projects and interface with site staff and contractors.
As Project Controls Lead, controlled cost and schedule during FEED Phase of 1500 Km of New Build Pipelines, including provinces Alberta, Ontario, Quebec, and New Brunswick, with a team of a planners and a cost engineers.
Participated in contracting strategy planning, from bid cycle, RFPs, and award of contracts for Detailed engineering, procurement, construction.
Led value improvement sessions with team to reduce Class 4 estimate, identify savings on design, changes to specifications, construction execution, spread breakdown, productivity, materials cost and crew mix to come up with over $2 Billion (15%) in estimated savings.
Led the development and review of the Energy East Program Project Controls Exhibit for Detail Design, Procurement and Construction phase, to layout a program wide standard on requirements for managing, and reporting costs, schedule and progress using milestones and rules of credit.
Rolled out the program work breakdown structure to Worley Parsons, Stantec Tanks, Stantec Pipelines, CH2MHILL, GIE Engineering, and Moffat & Nichol for a structure to receive the total installed cost estimates and the development of the control budget for the next phase.
Provided oversight to PMT cost specialists responsible for resolution of data integrity and quality issues with the contractors reports, and participated in thorough review of the contractor submissions to ensure accuracy of PMT reports to TransCanada.
Designed the flow of project controls information from contractors to PMT, which demonstrated the detailed data requirements for progress management, incurred costs, budget, forecasts, and commitments.
Designed interface map of PMT project controls system EcoSys with TransCanada SAP financial system, utilizing the project WBS structure and the SAP WBS structure for an integrated solution that meets the requirements for program project controls and financial reporting for TransCanada.
Created the program project controls monthly analysis report, as a monthly deliverable, to augment the PMT monthly report with an in-depth review of contractor performance, using CPI, Manhour PF, SPI, Rates analysis, progress review, milestone updates, status of key deliverables and forecast basis, to provide an increased value to TransCanada from the project controls department.
Created the WBS structure for Design, Procurement, Construction using interactive sessions with Area Managers and Project Managers
Setup Incurred Cost Report, Cashflow Report, Cost Curves to be used on the project.
Supported project management with technical engineering decisions, reviews and management of issues involving NCRs, planning of activities, and deliverables.
Hosted and led planning sessions to identify activities for regulatory approvals for engineering, survey and geotech and created the Baseline Schedule for New Pipelines.
Published schedule updates bi-weekly and hosted schedule review sessions to keep schedule up to date and accurate.
Collaborated with project controls of other areas including Land, Environment, and Facilities to maintain project wide consistencies, and identify synergies for collaborative work on development of systems, project change management and master schedule.
With PMs, managed and controlled schedule, cost and progress using earned value for 1520 km of pipe. Managed setup, coding and change to fiscal budgets, project budgets, and maintained over sight of contractor budgets, and subcontractor budgets and change management at all levels.
SURMONT 2, ConocoPhillips and TOTAL
TIC: $6.0 Billion, 128K barrels per day, SAGD, Fort McMurray, AB
Coordinated cost information, created and presented the month end incurred and forecast reports to senior management at home office and client side for all contracts for the project on a monthly basis.
As a part of Construction Management Team, carried out On-Site cost control activities, and looked after a section of subcontractors, performing cost data analysis, monitoring incurred forecasts, invoice forecasts and estimates.
Utilized earned value management for performance reporting and control of subcontractors on a weekly basis, monitoring progress for scope items, and installation of key quantities.
Monitored weekly man-hours actuals, earned and planned for performance tracking on efficiency and schedule, using PF, indirect ratios and plan variances.
Validated contractor change requests, spearheaded trends, and pushed change management processes with field construction for accurate cost management, and complete paperwork ahead of actual construction.
Worked with construction superintendents, field engineering and contractor trades to visually understand work scope, monitor physical progress and understand construction changes.
Dedicatedly participated in weekly safety inspection tours of construction site, imparted safety values on contractors, reinforced safety absolutes to create a zero injury environment.
Assessed subcontract cost estimates in proposals and contract negotiations, and attended contract meetings to proactively manage potential cost impacts of contract amendments and scope changes.
Coordinated KEARL Suite updates from project cost control, progress, planning and engineering disciplines to develop project status reports, and presented analysis to Project Management, and participated in monthly corporate reviews.
Ensured that all engineering requisitions are coded according to the allowed budget, estimated cost and assigned proper code of account for the items.
Incurred costs against budget and ensured that all change orders are properly documented.
Ensured forecast final cost of the project is current, evaluated and assessed the overall cost impact of any changes on engineering, procurement and construction.
Led cost alignment between Project Controls and Corporate Finance for KEARL Projects, which resulted in a significant reduction in cost gaps between the two systems, for audit readiness.
Prepared and presented the monthly Incurred and Forecast Report to client project controls and project management team.
Coordinated with buyers, contract administrators and engineering leads to maintain a dynamic and robust forecast for labor, procurement, expenses and 3rd party vendors.
Setup project cost codes for new scope areas, mapped EWBS, loaded budgets and forecasts to prepare project for accurate cost management.
Incurred project costs against the approved budget, by collaborating with finance department, supply chain, and expediting, to provide accurate cost reporting and assist in cash calls to client.
Offered excellent client service by always delivering high quality, high value investigation reports, with revenues at times in excess of $1 million for BCE.
CCRI Project
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