SUMMARY OF EXPERIENCE:

A senior project controls and project management professional with over 14

years of experience in oil sands mega projects in Canada plus over 11 years

of experience in oil & gas projects in Middle East and South East Asia

with owners/operators and EPC companies.

A result oriented leader, team-member, mentor, communicator, and

collaborator. A problem solver, who has continually worked to enhance the

organization's bottom-line.

Experienced in spearheading EPC and construction projects, controlling

construction and operational costs, schedules, administrating and

negotiating contracts, enhancing team spirit, having coordinated and

delivered various project work products on schedule and within budget.

Well-versed in leading cross-functional teams, creating and managing

budgets, defining projects and departments structures, and collaboratively

establishing organizational processes and systems to support project peers,

stakeholders, and leadership.

At project field sites, have managed and supervised construction work of

gas processing plants, refineries, thermal power plants, fertilizer plants

and other industrial and non-industrial projects. Have interfaced and led

discussions and negotiations with clients, contractors, and staff at all

levels of the organization.

Specialist in Cost/Schedule Performance Management Standards in Planning,

Scheduling, Budgeting, Estimating, cost accumulation, cost administration

and change management.

Subject matter expert and formally trained in Primavera P6 with superior

knowledge of Microsoft Office.

EDUCATION:

Bachelor of Science, Electrical Engineering

Eligible for registration with APPEGA

SIGNIFICANT EXPERIENCE:

Jacobs Canada (June 2013 - June 2014)

Project Controls Manager (Jun 2013- June 2014)

Calgary, AB, Canada

. Rescued a critical project and fully regained O&G Client's

confidence within three (3) months with the same previous

project control team: quickly identified issues, developed

immediate rapport, stream lined information and data flow,

mentored and directed project control team of four (4) resources

to add verifications and cross checking that laid out well

defined targets and improved accuracy of cost and schedule

reporting. The client expressed their complete satisfaction at

the end of third month.

. Jump-started another project controls practice to streamline

delivery of the project controls services to another O&G client:

o Development of project controls procedures

o Managing and mentoring cost and scheduling team of four

(4) professionals

o Managing and providing analysis for risk management,

change management, cost control and schedule

o Presenting monthly progress, productivity, cost, margin

and profitability reports to company Management

o Ensuring delivery of accurate progress, schedule, cost

and project status reports to the client

o Ensuring adherence to company systems, procedures and

processes

o Developing and implementing Project/Client specific

Project Controls procedures, processes and guidelines

Imperial Oil (May 2009 - April 2013)

Project controls Lead

Planning Scheduling and Progress (2009- April 2013)

Kearl project - $ 10 Billion Calgary, AB, Canada

. Reviewed and established rules of credit for each phase and

discipline of the project.

. Developed WBS and Project Controls Procedures

. Monitored, analyzed, and maintained project schedules in

Primavera P6

. Developed and reported key performance indicators measures,

including percentage complete, earned value, and CPI

. Coordinated and maintained quality of reporting while working

closely with the project managers and project team members

OPTI CANADA LTD. (2007 - 2009)

Planning and Scheduling Lead (2007- 2009)

Long Lake Upgrader Project - $5 Billion Calgary, AB,

Canada

. Developed policies and procedures to support company's vision

. Developed WBS and Project Controls Procedure for scheduling and

reporting

. Ensured policies and procedures are applied uniformly throughout

project services.

. Developed and implemented project execution plans and procedures

for scheduling, forecasting and progress monitoring

. Oversaw creation and maintenance of project schedule and

progress

. Managed setting up of Primavera P6 as overall project scheduling

software

. Created and implemented enterprise wide planning and progress

monitoring procedures, systems and structure

. Mentored and trained schedulers

. Interacted with EPC contractors' management teams for

maintaining schedules

FLUOR CANADA LTD. (2001 -2006)

Project Controls Lead (2004 -2006) Client

: CNRL

CNRL Horizon Up-grader Project - $400 Million Calgary, AB,

Canada

EPCMR

. Developed project control's project execution plan and

procedures

. Planned project controls' staff requirements for the project

duration

. Managed setup of company's computerized systems for project

controls

. Reviewed and implemented rules of credit for each discipline and

phase of the project

. Conducted and attended regular meetings with client and with

staff

. Monitored and managed cost, schedule, progress reporting, and

change management

. Developed and implemented Work Breakdown Structures (WBS)

. Produced project progress/ productivity and cost analysis

reports

. Carried out risk analyses for the project analysis

Scheduling Lead (2001 -2004) Client : Syncrude

Syncrude UE-1 Upgrader Project- $8 Billion. Fort McMurray, AB,

Canada

. Developed and managed maintenance of Level 3 and Level 4

schedules

. Analyzed and maintained schedules

. Forecasted project completion and manpower requirements

. Creating monthly scheduling and progress reports

. Developing man-hour histograms and progress curves for

management reporting

HASEEB WAQAS ENGINEERING LTD. (1999 - 2000)

Executive Director

Re-engineered and implemented Company Structure. Developed and implemented

systems, processes and procedures for the company. Systems for information

collection, information flow and reporting. Obtained ISO 9001

certification. These systems improved corporate level control of project

management, decision-making and profits.

THE PETROSIN GROUP-Singapore (1995 - 1999)

Executive Director

EPC Projects Client: OGDC

EPC Projects: 2 LPG Plants, 2 Gas Dehydration Plants, 1 Gas Processing

Plant, and 1 Sulfur Removal Plant.

. Commenced company's operations in Pakistan

. Hired and deployed teams of professionals for engineering,

procurement, fabrication, and construction of projects

. Created and manned company's management and operations setup

. Directed and controlled over all operations of the company in

the country.

. Managed to deliver projects with safety, quality, within budgets

and as per approved schedules

. Obtained ISO certification and ASME.U-and S stamps for company's

fabrication yard.

. Directed business development activities

. Controlled company budgets

. Directed and managed contracts with clients and with contractors

. Managed establishing and operations of fabrication facility to

deliver pressure vessels and modules for projects

. Directed mentoring and training of employees for their carrier

improvement

. Managed to maintain high morale of employees by rewarding them

for outstanding performance in their specific fields and in

safety

. Ensured application and compliance of company systems and

uniformity on all projects

DESCON ENGINEERING LTD. (1989 - 1995)

Project Manager\Sr Manager\ General Manager

Pakistan

EPC projects: 2 Gas Processing Plants, 1 Oil Refinery, 2 Fertilizer Plants,

1 Soda Ash Plant, 1 Cement Plant, 1 Combined Cycle Power Plant, and 1

Thermal Power Plant. Clients: Exxon, ICI, Ishikawagima, ADNOC.

. The first in the country to have developed and implemented

structured planning and progress project control systems

. Introduced and rolled-out Primavera for scheduling in 1989-90 to

over 200 employees

. Developed and implemented in-house computerized systems for

procurement, vendors' follow-up, tracking and warehousing

activities

. Developed and implemented 'Descon Progress Monitoring System'

(DPMS), providing actual man-hours and consumables for each

project and each discipline

. Developed and implemented direct cost estimation system

. Managed industrial and oil & gas projects as project manager

. Ensured to deliver projects within budget and in time

. Over saw planning for future projects and resource deployment

. Company's revenue moved up to 1.2 Billion Rs Per annum from 45

Million Rs per annum form 1990 to 1995 as a result of structural

changes and implementation of the above mentioned systems

CONSOLIDATED CONTRACTORS INTERNATIONAL COMPANY (1985 - 1989)

Project Engineer Kuwait, Bahrain, UAE, Qatar

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