Mark W. Wattman, PMP

**** ***** ****** ******

Tulsa, OK 74119

918-***-****

acvole@r.postjobfree.com

EDUCATION

B.A., Economics, UNIVERSITY OF OKLAHOMA, 1971

M.B.A., UNIVERSITY OF TULSA, 1978

CERTIFICATIONS

Project Management Professional certified by the Project Management Institute

Safety Certified Construction Supervisor certified by the World Safety Organization

PROFESSIONAL REFERENCES

acvole@r.postjobfree.com (Jim Daniel)

acvole@r.postjobfree.com

EXPERIENCE

2014-2016, QPS Engineering, LLC, Tulsa, OK

PROJECT CONTROL MANAGER on a >$500 million pipeline in Illinois, on a 12” pipeline in Texas and on a 24” pipeline in Indiana.

•Progress reporting

•Change management

•Invoicing

•Margin analysis

•Manpower planning

•Cash flow forecasting

•Cost control

•Schedule control

•Estimating

2012 2013, INTERSERVE, LLC, Oman

COST CONTROL MANAGER for $100 million oil field development project. Responsibilities include:

•Providing quantity and progress data for weekly and monthly reports,

•Monitoring weekly field progress using Microsoft Project,

•Reviewing procurement actions to ensure efficient and timely supply required items, personnel and equipment, and

•Managing 5-person department to document and close out and bill work instructions (over 800 to date).

2012 FLUOR CORPORATION, Ft. McMurray, Alberta. Canada

LEAD PLANNER for a process silo for Phase 1 of $11 billion oil sands project. Responsibilities included:

•Providing quantity and progress data for weekly and monthly reports,

•Monitoring prime subcontractors P6 plan which was submitted bi-weekly,

•Participating in program-wide planning effort to accelerate delivery of process modules and to minimize the hook-up and mechanical completion of the modules once they were delivered, and

•Working with our completions team and the Integrated Site Commissioning Team so that the 528 subsystems in our process silo were constructed, punched and turned over in the most efficient sequence to meet first oil targets.

2006 – 2012 WILLBROS ENGINEERS, INC., Tulsa, OK

2009 – 2012 PROJECT CONTROL MANAGER

Working as the Project Control Manager on the Project Management Team for planning and prioritizing a $100 million maintenance program for an interstate gas pipeline system. Specific responsibilities include:

•Track engineering estimates for 160 potential maintenance projects,

•Schedule the 160 potential maintenance projects using Primavera Project Planner, version 6.1,

•Track changes and funding through the client’s internal funding mechanism,

•Produce cost, schedule, and earned value reports,

•Track internal costs and manhours as well as calculating project margin, and

•Forecast external and internal costs and manhours,

•Manage 5 cost, schedule and clerical personnel.

2007 2009 PROJECT MANAGER

Worked as Project Manager on 3-year, $150 million cost reimbursable construction services contract for The Oman Construction Company, a working unit of Willbros. Specific responsibilities include:

Initiating work through the client’s work instruction procedure. We received over 800 work instructions. These documents included “PAR” numbers by which the client controlled costs using our estimates. We used the work instruction to control scope and to monitor progress and schedule.

Planning work through the project’s Planning Department. We had a Planning Manager in Muscat plus a Senior Planning Engineer and three Planners at site. We produced weekly updates of our Microsoft Project plan. This plan was resource-loaded and was the basis for our manpower planning. We had daily planning meetings with our client at site and weekly planning meetings with our client in Muscat.

Executing work. The project was organized into Subcontracts, Planning, Project Engineering, Construction, Site Administration, QA/QC and Materials. We had approximately 700 men at site, about 600 of which are Asian ex-pats. Our subcontracts were insulation, hydrotesting, torquing, NDT, stress relieving, and catering. We received commendations from the client for meeting milestones and completing shutdowns on time. We worked over 5,000,000 manhours without a lost time incident and over 2,000,000 manhours without a reportable incident.

Monitoring and controlling work. We produced daily progress reports based on installed quantities vs. installation norms. Because our contract was cost reimbursable and because our client focused on our overall capability over the 3-year course of the project, we did not monitor costs and manhours at the work instruction level. We monitored at the project level. The primary metric for the project is overall productivity given our 700-man work force.

Closing out work. Each work instruction had a specific close out procedure. This procedure included inspection by our client and construction team, preparation of QA/QC close out packs, close out of procurement actions, and confirmation that all financial items had been addressed.

Safety. The project worked over 7,000,000 manhours with only two lost time incidents.

2006 2007 PROJECT PLANNING AND COST ANALYST

Worked as Project Planning and Cost Analyst on a 110-mile 30” Engineering/Procurement/Construction pipeline project and on a 16-mile 42” Engineering/Procurement/Construction gas pipeline project. Specific responsibilities included:

•Preparing the following project plans:

Time-phased work schedules, using both Microsoft Project and Primavera Project Planner 5.0, by integrating the Engineering, Procurement, Subcontracting and Construction Plans,

Progress Plan,

Manpower Plan,

Cost Plan and Cash Flow

•Updating the project plans based on progress and changes,

•Working with clients and subcontractors to roll up individual plans and schedules to the program level,

•Develop Earned Value Management System baselines,

•Preparing Earned Value Management System reports comparing actuals to plans,

•Estimating, budgeting, and developing the work breakdown structures for the projects,

•Preparing supporting documentation for invoices to clients,

•Estimating and controlling contract and subcontract changes,

•Forecasting manhours and costs to complete,

•Analyzing variances to date and at completion.

2004 – 2006 FLUOR CORPORATION, Baghdad, Iraq

LEAD COST SPECIALIST

Worked as Lead Cost Specialist on a group of 11 CPAF (Cost Plus Award Fee) task orders, totaling $500 million for the U.S. Government’s Iraq Infrastructure Reconstruction effort. These tasks orders were primarily for potable and waster water treatment facilities located in the northern part of Iraq. Specific responsibilities included:

•Supervising other field cost specialists,

•Working with schedulers to develop baseline progress and cost data using Primavera Project Planner 3.1 to produce resource-loaded schedules,

•Updating progress and change data for control reports and schedules;

•Worked with our subcontractors to bring their plans and reporting techniques up to US Army Corps of Engineers standards,

•Gathering, analyzing, and reporting Earned Value Management System data for planned values, earned values, and actual costs,

•Compiling data for weekly and monthly physical progress reports,

•Controlling the Change Management System to estimate and track budget shifts, scope changes, and variances using Potential Task Order Modification documents,

•Working with subcontract administrators to develop subcontractor planning requirements and schedules of values by which construction subcontractors billed progress payments,

•Producing data for monthly internal Project Status Reviews,

•Using Microsoft Access to write queries and reports to translate SAP labor distribution data into information that Task Order Managers could actually use,

•Working with Task Order and Department Managers to forecast manpower requirements and availabilities,

•Developing documentation for award fee assessments, and

•Working with Estimating to develop initial and definitized plans and proposals for new task orders.

2004 THE FRONTLINE GROUP, Tulsa

PROJECT PLANNER

Worked as Project Planner on an eProcurement rollout for an SAP module for a major oil company. Specific responsibilities included:

•Developing baseline plans for progress, manpower, and costs,

•Updating the plans and schedules using Microsoft Project,

•Preparing actual cost, manhour, and commitment reports versus plan with variance analysis, using SAP and CATS,

•Estimating costs and manhours to complete,

•Progress measurement, including calculation of Budgeted Cost of Work Performed using Earned Value Management System techniques,

•Variance analysis of Budget at Completion and Estimate at Completion, and

•Calculation of Cost Performance and Schedule Performance Indices.

2002 – 2003 MODEC INTERNATIONAL, INC., Houston

PROJECT CONTROLS MANAGER

Supervised a six-person department that provided Planning, Scheduling, Estimating and Accounting services to a $300 million FPSO (Floating Production, Storage and Offloading) project. Modec’s scope of work included engineering, procurement, construction and installation of the FPSO and the subsea project components.

•Planning and scheduling entailed using Primavera Project Planner 3.1 to track existing activities and to add new scope changes both to our Contract Master Schedule and to subsidiary schedules. These subsidiary schedules included subprojects for engineering, procurement, fabrication, vessel conversion, commissioning, importation, and installation, as well as schedules for our subcontractors,

•Estimating included calculating time and resource requirements and costs for changes, potential changes, and operating alternatives both for the scope of our prime contract and for the scopes of our subcontracts and purchase orders. Forecasting Estimates to Complete and Estimates at Completion was also part of our Estimating effort,

•Cost Control included tracking progress and changes both to our prime contract and to our subcontracts and purchase orders, and

•Accounting included tracking and reporting manhours and actual costs, invoicing, managing accounts payable. Having our client approve our calculations of Budgeted Cost of Work Performed using Earned Value Management System techniques was the basis of our invoicing progress payments to our client.

2000 – 2002 HALLIBURTON COMPANY, Russia

LEAD PROJECT CONTROLS SPECIALIST (The project did not have a Project Controls Manager.)

Worked in Halliburton’s field office of the Samotlor Field Rehabilitation Project of Tyumen Oil Company in Nizhnevartovsk, Russia.

•Worked with drilling and workover engineers to plan, budget and track new well drilling, as well as cementing, perforating, logging, and fracing existing wells in a 15,000 well field,

•Used Primavera Project Planner 3.1 to plan and schedule drilling and workover activities,

•Supervised a five-person department that tracked and verified compliance to the U.S. Import/Export Bank’s requirements for a $300 million loan guarantee to the Tyumen Oil Company,

•Produced the Microsoft Access database that supports this effort. We entered over 18,000 records,

•Maintained records of work activities that show the country of origin of each element of cost to demonstrate compliance with U.S. content provisions of the loan,

•Tracked the Act of Acceptance process. Our Russian client used a document called the Act of Acceptance to acknowledge the completion of contractual tasks, and

•Used the SAP accounting package to track costs committed against the yearly loan tranches as they were funded by the U.S. Import/Export Bank. This cost tracking effort also included the tracking of changes to the scope of work of our contract, as well as to its terms and conditions.

2000 TOTAL RECOVERY SYSTEMS, INC., Tulsa

PROJECT CONTROL MANAGER

Performed all Project Control duties and wrote all Project Control policies and procedures for a failed municipal waste processing start-up company.

1999 – 2000 SIEMENS WESTINGHOUSE POWER CORPORATION, Tulsa

CONTRACT ADMINISTRATOR

Worked on the construction site of a 500-megawatt, combined-cycle, natural gas-fired power plant. Subcontracts were both fixed price and cost plus. Responsibilities included:

•Preparing contract bid packages,

•Evaluating bids,

•Developing contract documents,

•Reviewing and verifying subcontractors progress invoices based on Budgeted Cost of Work Performed using Earned Value Management System techniques, and

•Preparing, tracking and negotiating contract changes.

1997 – 1999 DRESSER ENGINEERING CORPORATION

PROJECT CONTROL MANAGER

Responsible for staffing the planning, estimating, scheduling and cost control requirements of projects ranging from $500,000 to $70 million. The scope of these projects included engineering, procurement, and construction management.

•Provided plans, estimates, schedules and descriptions of procedures for cost proposals,

•Develop procedures to calculate Planned Value using Earned Value Management System techniques, to update project plans and schedules, to forecast estimates to complete by Work Package, to analyze cumulative and at-completion variances of budget vs. forecast, and to track changes to scopes of work between Dresser and the client and between Dresser and our subcontractors,

•Designed our manhour forecasting system,

•Developed cost tracking procedures with the Accounting Department,

•Reviewed purchase requisitions for proper coding, and

•Worked with Information Technology on database applications.

1994 – 1997 FLAMECO INDUSTRIES, INC., Tulsa

INSIDE SALES / PROJECT MANAGER

I managed the manufacturing process of my projects fabricating oil and gas safety equipment including:

•Initial sales contact.

•Contract review & acceptance,

•Equipment design,

•Production planning,

•Procurement and inventory control,

•Quality control, and

•Customer follow-up.

1994 SIEMENS POWER CORPORATION, Pennsylvania

SITE PLANNING AND COST ENGINEER

Worked on the turnkey installation and commissioning of a 150-megawatt natural gas-fired generator. My responsibilities included:

•Developing construction plans and schedules using Primavera Project Planner DOS version,

•Tracking actual and committed costs and manhours,

•Estimating costs and manhours to complete,

•Monitoring over 300 change orders and combining them into our revised plans, schedules and budgets,

•Reviewing and negotiating the commercial portions of the change orders,

•Processing field purchase requisitions,

•Reviewing and verifying subcontractors progress invoices based on Budgeted Cost of Work Performed using Earned Value Management System techniques, and

•Coordinating expediting with the home office.

1993 – 1994 WILLBROS BUTLER ENGINEERS, INC., Tulsa

LEAD PROJECT CONTROL ENGINEER (Willbros had no defined Project Control Department at the time)

•Responsible for implementation of corporate cost and schedule control procedures on projects and proposals,

•Served as Chief Planner and Estimator for engineering and procurement of a $90 Million 36-Inch Natural Gas Pipeline proposal for a middle-eastern client,

•Served as Chief Planner and Estimator for engineering, procurement and construction of a $200 Million 30-inch natural gas pipeline proposal for a domestic client, and

•Served as Planner on the phase-down of a five-year engineering, procurement and construction management contract for a U.S. Department of Defense military installation in Egypt.

1991 – 1993 EDECO, INC., Tulsa

MANAGER of COST ENGINEERING/SCHEDULING

•Wrote the company’s project control policies, procedures,

•Determined the level of project control required for each project depending on size, duration and complexity of the projects,

•Performed financial analysis (including cost plans, manpower plans, progress plans, cash flow forecasts, and profitability assessments) for projects and proposals,

•Performed cost tracking, progress measuring, at-completion forecasting, and change managing functions on larger projects. Monitored this work performed by staff on smaller projects,

•Allocated project control resources (manpower, hardware, software and supervision) to ensure each project's control and reporting objectives are met timely and accurately,

•Worked closely with accounting to verify historical cost and contract data tie back to the general ledger,

•Used our Microsoft Project scheduling software to produced all the original schedules plus all the updates to these schedules for all of our projects and proposals,

•Planned in detail the Fall, 1992, turnaround for Mapco Petroleum, Inc.'s Memphis refinery, and

•Updated the 500-activity schedule for the turnaround each night and presented the revised plan at each morning's planning meeting with the contractors.

1990 – 1991 JOHN BROWN E & C, FORMERLY DAVY McKEE CORPORATION, Tulsa

SUPERVISOR of COST ENGINEERING

•Responsible for implementing the corporate cost control program on cost plus and lump sum engineering, procurement, and construction projects,

•Verified that project historical cost and contract data agreed with accounting documents,

•Performed financial analysis (including cost plans, manpower plans, progress plans, cash flow forecasts, and profitability assessments) for projects and proposals,

•Trained Cost Engineers,

•Updated software and procedures,

•Produced cost, progress, productivity and forecasts reports for five projects,

•As a Primavera-Trained Scheduler, produced schedules for both proposals and projects in the role of Project Scheduler, and

•Produced estimates and proposal narratives in the role of Project Estimator. I managed these estimates from the RFP execution plan to management review of the final estimate.

1989 – 1990 WILLIAMS BROTHERS ENGINEERING COMPANY, Tulsa

Assigned to BP EXPLORATION (ALASKA) INC. PROJECT

CONTRACT ADMINISTRATOR

•Produced invitations to bid and contract documents for client,

•Evaluated commercial bids,

•Coordinated issuance of work packages,

•Provided configuration control for construction documents, and

•Tracked contract changes.

1983 – 1989 AUTO POOL OF TULSA, INC. and AUTO POOLS OF OKLAHOMA CITY & TULSA, INC.

PRESIDENT

Our corporations stored and sold insurance total losses. We operated five facilities over a two-state area. When I became president, we had only one facility.

1979 – 1982 FENIX & SCISSON, INC., New Orleans

As Senior Cost and Scheduling Engineer assigned to our Tulsa office,

•Directed cost and schedule control activities on various projects and proposals,

•Performed financial analyses for capital and fixed-priced projects,

•Developed cost estimates,

•Prepared written descriptions of cost and schedule control systems and techniques,

•Participated in marketing presentations to prospective clients, and

•Evaluated vendors' proposals.

As Manager of Planning and Project Control assigned to the Williams-Fenix & Scisson Drilling Management Joint Venture, New Orleans, Louisiana, on the U.S. Department of Energy's Strategic Petroleum Reserve, responsibilities included:

•Cost Engineering,

•Scheduling,

•Estimating, and

•Cost/Schedule Control System Reporting (the forerunner of Earned Value Management System).

1975 – 1978 BRADEN STEEL CORPORATION, Tulsa

As Assistant Purchasing Manager,

•Purchased carbon and high-strength steel,

•Calculated material requirements from bills of material,

•Researched and qualified subcontractors,

•Established inventory levels by inventory account,

•Reduced overall physical inventory, and

•Forecast steel requirements so that purchases could be made mill-direct instead of through warehouses.

As Cost Accounting Supervisor,

•Supervised cost and accounts payable clerks,

•Controlled book inventory,

•Allocated material, labor, and overhead costs to job cost system,

•Made journal entries,

•Analyzed scrap rates and changed method for recognizing scrap,

•Implemented new computer-generated bill of material system, and

•Established and monitored standard costs for subassembly parts.

FOREIGN RESIDENCE

Six months near Yokohama, Japan; Two months in Damascus, Syria; Two months in Ismalia, Egypt; Nine months in Nizhnevartovsk, Russia; 1 year Baghdad, Iraq; 2 years Muscat, Oman

PERSONAL

Excellent health, non-smoker, married, two college-aged children

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