صبري أمين

• Directing project controls across King Salman International Airport (USD 7B, 18 projects) as a Delivery Partner to KSIADC/PIF, leading a team of 19 controls professionals covering planning, EVM, cost forecasting, SRA, change control, and CAPEX/OPEX reporting — with a unified controls framework built around the Integrated Project Schedule (IPS), aligned to the client-owned IMS, to provide programme leadership with consistent, data-driven inputs for capital phasing and funding decisions.
• Developed and standardised the integrated project controls framework and authored all Project Controls plans and procedures — establishing methodologies, reporting cycles, and approval workflows across cost, schedule, risk, progress measurement, and change control.
• Prepared monthly CAPEX forecasts and internal OPEX performance reports covering revenue, margin, profit, and quarterly outlook. Led the development of an automated Stage Gate tracking system using Oracle PMIS with ENSTOA, enabling real-time monitoring of gate approvals and delays.
• Reviewed and validated QRA outputs (P50/P80), led schedule recovery and alert reviews across programme workstreams, and provided cost/schedule impact assessments for all change requests against the approved baseline before CCB approval.
• Previously embedded within a client PMO on a USD 4.9B giga-programme, reporting to the Senior VP of Project Controls and providing programme-level controls oversight. Also contributed to bid preparation with PC methodology and cost/schedule frameworks.

• Embedded within the client organisation on Sydney Metro Engineering Design Assurance (USD 2.2B), providing controls leadership across planning, cost, risk, and reporting on behalf of Mott MacDonald.
• Chaired Monthly Progress Reviews with executive stakeholders and the programme sponsor, prepared executive dashboards, and supported investment prioritisation by converting cost, schedule, and risk data into business case inputs and sponsor-level reporting.
• Reviewed contractor schedules, challenged forecast assumptions, guided a team of four controls professionals, and contributed schedule and cost data to programme business cases for government funding submissions.

Contract engagement via Smart Support Services (Director):

• Led all planning and scheduling for Western Sydney Airport (USD 5.3B), directing three senior planners across Airside, Landside, and Terminal packages (including BHS).
• Managed IMS updates, SPI/CPI tracking, contractor progress validation, and procurement interface scheduling — applying DCMA 14-point schedule health assessments to maintain baseline integrity.
• Conducted SRA using Primavera P6, Acumen Fuse, and Primavera Risk Analysis. Supported cost and estimation with schedule-linked inputs, scope gap analysis, and the consolidated monthly programme progress report.

Contract engagement via Smart Support Services (Director):

• Provided schedule assurance across Automatic Train Protection (ATP, USD 620M) and the Transport Access Programme (USD 3.1B, 20+ projects), reviewing contractor schedules, recovery plans, and schedule health using Acumen Fuse compliance checks.
• Assessed contractor EOT submissions and delay causation using Time Impact Analysis, and supported cost, risk, and commercial teams with schedule-linked analysis for integrated programme reporting.

• Led integrated planning across Sydney Metro Northwest (USD 5.7B) — greenfield rail and brownfield upgrade (Epping-Chatswood) in a JV with CPB and John Holland, managing IMS, baseline, progress measurement, and vendor interfaces with ALSTOM, PSD, and radio systems.
• Built an automated linear scheduling system using TILOS and Excel-based time-chainage macros, reducing scheduling rework and improving update cycle time by 15%. Led possession planning for brownfield rail shutdowns across live operational corridors.
• Developed crew-specific productivity schedules calibrated by geography and site conditions, improving scheduling accuracy and resource forecasting across multiple work fronts.
• Led delay causation analysis, EOT assessment, and change impact review at programme close — producing evidence-based positions using TIA and As-Planned vs As-Actual methods, protecting the JV’s contractual position on claims exceeding USD 52M.

• Managed project delivery and project controls for AMANA’s packages across Dubai Metro (USD 1.2B), King Khalid International Airport (USD 312M), Muscat International Airport (USD 225M), Dubai Parks & Resorts (USD 350M), and chilled water/ETS packages at Maktoum Airport and Ittihad Tower — spanning metro, aviation, entertainment, and district cooling sectors.
• Built integrated project controls frameworks from scratch on each project (WBS, CBS, cost baselines, progress measurement, risk registers). Managed construction scheduling and subcontractor coordination for Dubai Metro, contributing to on-time delivery for the official opening on 9 September 2009. Led shutdown/commissioning and handover on airport fuel farm packages, achieving all contractual milestones.
• Led a team of 25 (4 direct reports) across planning, cost, and site delivery. Established project dashboards and reporting systems, coordinated multi-zone sequencing on Dubai Parks & Resorts (30.6M sq ft), and supported bid preparation with PC methodology and scheduling frameworks.

- Managed site execution, mechanical completion, and shutdown planning activities for major oil & gas EPC projects including Rabigh Refining & Petrochemical (USD 2.7B) and Sohar Refinery (USD 1.8B), coordinating subcontractor management, procurement tracking, SIMOPS, Tie-ins, and progress measurement against approved schedules and CAPEX budgets.
- Supported cost control, variance analysis, and schedule performance monitoring across multi-discipline site teams on multi-billion-dollar petrochemical programmes across six years of EPC delivery.