Salil عزيز

Leading planning and project controls for the Ocean Golf Course, Resort & Club House portfolio at AMAALA, a gigaproject
valued at SAR 5.8 billion.
Strategic Planning & Scheduling:
 Direct planning and scheduling functions for the entire Ocean Golf Asset, overseeing an 18-hole golf course, 154 private residences, a beach club, and resort facilities.
 Develop and maintain the master program, WBS, activity codes, and resource-loaded schedules to drive the project execution strategy.
 Prepare and evaluate tender schedules for procurement packages.
Project Controls & Reporting:
 Review and approve baseline schedules submitted by all package contractors operating within the asset.
 Prepare and present a comprehensive Monthly Management Dashboard Report, providing insights on design, procurement, and construction progress.
 Lead weekly site walks to verify progress against weekly targets and review contractor progress measurement reports.
 Collaborated with the commercial team to validate contractors' monthly interim payment applications against physical progress and the resource-loaded schedule.
Contract & Stakeholder Management:
 Chair coordination meetings with project stakeholders, package leads, and contractor representatives to resolve issues and ensure alignment.
 Assess Contractor-submitted Extension of Time (EOT) claims, performing concurrent delay analysis to protect project interests.
 Prepare Discretionary EOTs, contractual letters, and risk registers; develop lookahead programs and acceleration strategies as required.

Managed project controls for the construction of utilities infrastructure for a 12.6 km road project between Bani Hajer and Tilted Interchanges. Key responsibilities included sub-contract management, cost tracking,
preparation of monthly interim invoices, and project coordination

Oversaw planning and project controls for a diverse portfolio of large-scale construction projects, including high-rise towers, hotels, malls, and warehouses.
 Developed and maintained baseline schedules, budgets, and progress monitoring tools
 Monitored engineering and procurement lifecycles, tracking long-lead items and bulk materials from order to site delivery.
 Produced comprehensive monthly Project Valuation Report (PVR) for senior management, detailing budget performance, tracking actuals vs budget, analyzing to complete, and forecasting overall
profitability margins.
 Conducted delay and time impact analysis, partnering with the Contracts Department to prepare claims and contractual correspondence.
 Tender Submissions (Schedule, Cash Flow, Histogram)
 Oversaw the planning and integration of large-scale nursery development and landscape implementation, ensuring planting schedules were aligned with the overall construction critical path
 Coordinated with horticultural specialists and landscape contractors to manage the procurement, acclimatization, and phased installation of plants, palms, and trees across the hotel & resort.
Projects Handled are:
 2B+G+40Floors, Arwa Hotel Apartment Tower, West Bay
 2B+G+20Floors, Alkharaej Residential Apartment, t Lusail
 2B+G+35Floors, AlSeelia Hotel Apartment Tower, West Bay
 City Centre Mall Re‐Construction Phase 2, Weat Bay
 G+2Floors, Al‐Samriya Hotel and 27 Vilas, Shahaniya
 1B+G+5Floors, Giordano Floresta -AP05 & AP20 - 02 nos., Pearl
 1B+G+6Floors, Giordano Floresta - AP10, Pearl
 Warehouse - Ebn Sina Medical & Aamal Medical, Industrial Area
 3B+G+9Floors, Commercial Building, Lusail
 Yacht Club Building, Pearl Qatar

Directed planning for the INR 738 Crore Coke Drum Structure Package at the Bharat Petroleum Corporation
Limited (BPCL) refinery.
 Established and managed the contractual baseline schedule, resource plans, and S-curves.
 Prepared and managed monthly invoices, ensuring certification from the PMC (Engineers India Limited) and client.
 Produced monthly Project Valuation Reports (PVR) tracking budget vs. actuals, cost-to-complete, and profit margins.
 Delivered daily, weekly, and monthly MIS reports and presentations to clients and senior management

Key planning role for the QAR 3.2 billion New Doha International Airport (NDIA) project, managed by OBI (Bechtel) for Infra Structure and Utilities Construction (Enabling Works, 06 nos. 66kV/11kV Substations, 11kV Power Distribution System, Lighting Systems, Central Utility Plant consisting of 12000T Chiller Plant and
40MW Standby Power, Waste Water Collection System, Waste Water Treatment Plant‐ 27, 000cum/day, Fire and Potable Water Pump House, Potable, Fire & Irrigation Water Distribution Network, Irrigation Water System).
 Developed resource-loaded contract baseline schedule in Primavera P3.
 Prepared monthly progress billing statements and managed the client approval process
Generated internal monthly costing reports, tracking man-hours and equipment costs against the WBS.
 Managed a comprehensive Material Tracking System for all procurement activities and tracked on a weekly basis against approved baseline schedule.
 Handing Over Documentation Register for project close-out.
 Served as an Internal QMS Auditor, conducting departmental audits to ensure compliance.
 Tender Submissions (Schedule, Cash Flow, Histogram)
 Training Coordinator, coordinate with the Vendor and End User for conducting the Training as part of Project Close Out.

Managed Project controls and Site supervision for the installation of Gas Turbine Power Plant and Process Industry Projects for clients including SECO and Al-Safi Danone.
 Successfully executed the 1x70MW Najran Power Station project on time, meeting all deadlines.
 Prepared and successfully submitted a major claim that resulted in the waiver of client-imposed penalties on the 2x120MW Jubail SADAF project.
 Monitored project schedules, Dashboards, Costs, and supervised the erection of gas turbines, generators, and associated piping works for Madina Bulk Plant, Pumping Station, 2x85MW W501D5A
Siemens Gas Turbine for Power Project # 7, Ext III at Riyadh (SECO) and Al‐Safi Danone Milk Processing Plant, Al‐Kharj.

Involved in the Engineering, Design, and Execution of Ash Handling Systems and Balance of Plant for multiple large-scale thermal power plants. Coordinated with design departments, factories, and clients to manage manufacturing and dispatch schedules of following Projects:
 Tau Devi Lal Thermal Power Station, (HPGC) 2x250MW Unit # 7&8, (Haryana), India
 Parichha Thermal Power Station, (UPRVUNL) 2x210MW Unit # 3&4, (U.P.), India
 Renusagar Power Division, HINDALCO, fo r Engineering of Long‐Distance Disposal of Ash Slurry from all the Units of the Power Station to a new Ash Dyke 3km away.
 Korba Super Thermal Power Project (NTPC), Unit # 6(500MW), India

Responsible for production coordination and quality control of self-manufactured ash handling spares,
including knife gate valves