Page * of * Dylan Chetty PgMP®, PMP®, Pr.CPM, PRINCE2™

CURRICULUM VITAE

Name:

Dylan Chetty PgMP®, PMP®, Pr.CPM, PRINCE2™

Proposed Positions:

Project Director/Program Manager/PMO Manager/Head of Project Management Dept.

Profession: Program Manager Professional (PgMP®), Project Manager Professional (PMP®), Professional Construction Project Manager (Pr.CPM) & Professional PRINCE2™ Project Manager Date of Birth: 27/02/1971

Nationality: South African

Membership in Professional Societies:

Program Manager Professional (PgMP®) - Project Management Institute (PMI) USA. Registration Number: PgMP 1335830

Project Manager Professional (PMP®) - Project Management Institute (PMI) USA. Registration Number: PMP 73066

Professional Construction Project Manager (Pr.CPM) – South African Council for the Project and Construction Management Professionals (SACPCMP). Registration Number D/686/2005 Professional PRINCE 2 Practitioner – APM Group UK. Registration Number P2R/239859 ESKOM Project Manager Certification – Certified as a Competent Project Manager (CPM) for Eskom nationally – Registration Number 05

ISO 21500/TC236 Committee - Elected to the ISO21500/TC236 committee that developed the ISO 21500:2012 International “Guidance on Project, Program & Portfolio Management” series (3 volumes). Voluntary and ongoing for revisions to keep up with world best practice in Project Management.

Key Qualifications:

After awarded a bursary by Eskom to study and qualifying as a Mechanical Engineer, Dylan was employed by Eskom (South Africa) and trained in all of Eskom’s Divisions, namely, Generation, Transmission, Distribution and Technology Research and Investigations (TRI). He was deployed throughout South Africa and has worked on every Power Station (Coal, Nuclear, OCGT’s, Pumped Storage and Hydro), all major Transmission Lines and the entire Distribution Network in the Western Cape. His capacity was that of Project and Systems Engineer, Project Manager, Senior Project Manager and Capital Program Manager for major projects. During his 15 years’ service with Eskom, Dylan decided to specialize in Project Management as his centre of expertise due to his passion to work and direct project teams to realise the strategic objectives of the project and in a broader sense, for his employers to realise their vision and mission as well as the ultimate return on investment

(ROI) for the sponsoring entity. He then embarked on an extensive education programme to achieve all National and International Accreditations to practice as a Professional Project Manager anywhere in the world. He passed all requirements to be accredited as a Competent Project Manager (CPM) within Eskom. He then wrote and passed the PMI-USA “Project Manager Professional” exam and is registered internationally as a Project Manager Professional (PMP®). He then passed the SACPCMP requirements to be registered as a Professional Construction Project Manager (Pr.CPM) Page 2 of 9 Dylan Chetty PgMP®, PMP®, Pr.CPM, PRINCE2™ within South Africa. He was then accepted to write the PRINCE2™ Professional exams by APMG in the UK which he passed with merit. In 2010 Dylan was accepted to write the prestigious international Program Manager Professional exams (PgMP®). Dylan passed with merit and was the first one in South Africa and now one of fewer than 1765 internationally. Education:

1993 National Diploma in Mechanical Engineering: Durban University of Technology 1995 National Higher Diploma in Mechanical Engineering: University of Johannesburg 1998 Advanced Diploma in Bulk Materials Handling: SA Institute of Materials Handling 2005 PMP®: Project Management Institute USA: (PMI-USA) 2007 PRINCE2™: APMG United Kingdom

2010 PgMP®: Program Manager Professional: Project Management Institute USA

(PMI-USA)

Employment History:

1995 – 2010 Eskom South Africa

Project and Systems Engineer, Project Manager, Senior Project Manager, Capital Program Manager (CPM)

2011 – 2019

Jan 2020 – Present

Professional Project Management Consultant

Project Manager Professional (PMP®), Program Manager Professional (PgMP®) & Professional Construction Project Manager (Pr.CPM)

TRONOX Mining International – SA Operations

Technology & Improvement (T&I) Projects Lead & Capital Program Manager (CPM)

Employment Experience:

1995 – 2010 Eskom South Africa

Positions: Project and Systems Engineer, Project Manager, Senior Project Manager and Capital Program Manager (CPM) within the engineering and construction fields.

Brief Description of Outputs: Multi-disciplinary Project and Program Management of Power Station Projects, Transmission & Distribution Lines and Sub-station projects. This included new builds as well as refurbishment of major power stations. Electrification of major housing developments for the Governments RDP Program. Duration: Jan 1995 – Dec 2010. Projects were in all of Eskom’s Divisions and executed during my employment period. Page 3 of 9 Dylan Chetty PgMP®, PMP®, Pr.CPM, PRINCE2™ 2011 – 2019

Program Manager Professional (PgMP®), Project Manager Professional (PMP®) & Professional Construction Project Manager (Pr.CPM) Consultant:

Client 1: Eskom, CIC Energy USA

Position: Senior Project, Program & Construction Project Management Consultant

Duration: Jan 2011 – Feb 2012

Brief Description of Outputs: Develop and embed the project management processes to implement new projects through all phases by applying PMBOK® and PRINCE2™ best practice. Compose a framework for co-ordination of work executed by the Client’s other operating business units regarding their business plans, execution of all projects, scheduling, budgeting, quality, controlling and safety parameters. Setting up PMO’s (Project Management Office’s) to manage and control the Client’s Project Portfolio

(systems, processes, value chains etc.) thereby ensuring control of the Program, a single point of communication and to also provide a value added service for all projects. Analysing the Client’s Project Portfolio to ensure that only projects that are aligned with the Client’s strategy are undertaken. Project Management leadership and guidance to teams of project specialists, engineers and senior engineers.

Client 2: Royal Haskoning DHV

Position: Program Manager

Duration: March 2012 – March 2014

Brief Description of Outputs: Program Management of multi- disciplinary projects within DHV’s Project & Construction Management Sectors (PCM) in SA.

Assigned Tasks: Appointed as Program Manager on 5 major development projects by ValPlan Developments (Major Construction Client), SSI Dynamic Travel Information Project, Afriglass New Manufacturing Facility in Cape Town, Project Management Office Model Development for the engineering & construction industry as well as for Governmental PMO’s, Chamdor Sub-Station Upgrade, DOT’s Taxi Recapitalisation Program, the Free State Roads Program as well as LTM Energy’s commercial Solar Installation Program. New Business Development: Tasked to vigorously market the Project/Program & Construction Management Service Line of DHV within SA. Included in the campaign was being the accountable

“Proposal Manager” for large Governmental projects, programs and PMO’s on behalf of DHV. The majority of these proposals were for the full implementation of Project Management Offices (PMO’s) with staff, systems and processes over extended periods (3-5 year contract window). Examples include the DPLG DRC PMO Programme, The DoT’s “Taxi Recapitalisation PMO” and the Western Cape DOE’s Schools Programme Implementation Unit (PIU). Page 4 of 9 Dylan Chetty PgMP®, PMP®, Pr.CPM, PRINCE2™ Jan 2020 – Present

Client 3: PMG Mining China & Transnet TFR

Position: Project Director

Duration: April 2014 - April 2016

Brief Description of Outputs: Project Director for PMG Mining

(China & SA) & Transnet Freight Rail (TFR). Elected to serve as a member of the Transnet Ore Line Project Steering Committee and EXCO for the Northern Cape Ore Line Expansion Program. Program Management of PMG Mining’s “Glossam Rail Siding and Mass Load Out Station” (FEL 1-3) utilized for the manganese industry and Transnet at Postmasburg.

Client 4: Hatch – Project Delivery Group

Position: Senior Project & Program Manager

Duration: June 2016 – Nov 2019

Brief Description of Outputs: Senior Program Manager on team for FEL 1 (Conceptual Phase), FEL 2 (Prefeasibility Phase) & FEL 3

(Complete Project Execution Plan) for Transnet’s “Durban New Deep Water Port” Project. International team member for revision of the Hatch Project Lifecycle Process (PLP V2) methodology and SAP ERP Implementation (SAP PS).

TRONOX Mining International (SA Operations)

Position: Technology & Improvement (T&I) Projects Lead and Capital Program Manager (CPM)

Duration: Jan 2020 – Present

Brief Description of Outputs: Lead and manage the engineering and construction project management team (Head of Project Management Department) on multi-disciplinary mining projects. Capital Program Manager (CPM) for the annual capital expenditure

(CAPEX) rolling plan. Capital Investment Committee (CIC) executive member. Senior Project Manager on strategic projects for TRONOX. Accountable manager for the NEC and FIDIC contract management process. “Business Transformation Projects Lead” for all new international project systems development and implementation (with the corresponding business process changes and integration into current operations). Represent “TRONOX Projects” within SA and in international forums. All legal project appointments as per the OHSAct (16.2) and the Mine Health and Safety Act (MHSA). Page 5 of 9 Dylan Chetty PgMP®, PMP®, Pr.CPM, PRINCE2™ Project, Program and

Construction Management

Experience (approx. 25

years)

Breakdown of Activities I perform throughout the Project Life- cycle Process (PLP) as Senior Project, Program and Construction Project Manager

1. Defining the Project/Programme

1.1 Define project/program objectives by assessing stakeholder needs.

1.2 Create a high-level road map by documenting stakeholder needs.

1.3 Validate project/program viability by using a cost/benefit analysis model.

1.4 Ensure project/program viability by aligning organizational objectives to key performance indicators (KPI’s).

1.5 Sell project/program concepts to stakeholders by communicating expected program benefits.

1.6 Identify effective communication strategies by assessing the stakeholder communication needs.

1.7 Develop a stakeholder management plan by identifying the stakeholder’s requirements.

1.8 Collaborate with internal/external consultant departments in order to manage project dependencies.

1.9 Evaluate organizational capability by conducting a gap analysis against the project/program requirements.

1.10 Secure project/program approval by advocating the business case.

2. Initiating the Project/Program

2.1 Develop the mission statement by incorporating stakeholder expectations and concerns.

2.2 Develop high-level scope statements by incorporating stakeholder’s requirements.

2.3 Develop a high-level milestone plan by aligning the program deliverables with stakeholder expectations.

2.4 Develop a responsibility matrix in order to assign resources to responsibilities.

2.5 Establish project/program management standards by integrating industry best practices with enterprise standards (e.g. PMBOK® and PRINCE2™ etc.).

2.6 Establish project/program performance measurement KPI’s by defining metrics for all constituent projects.

2.7 Present the project/program charter to senior management in order to obtain approval.

2.8 Obtain project/program team buy-in by communicating the project/program vision and benefits.

Page 6 of 9 Dylan Chetty PgMP®, PMP®, Pr.CPM, PRINCE2™ 3. Planning the Project/Program:

3.1 Prepare a project/program scope statement that also considers other important potential impact on the project such as applicable legal/regulatory/environmental/safety constraints etc. 3.2 Use the project/program scope statement to develop a change control process.

3.3 Develop a work breakdown structure (WBS) in order to identify dependencies among projects within the company and project teams.

3.4 Document project/program deliverables by expanding the work breakdown structure (i.e. detailed WBS).

3.5 Develop the project/program scope by aligning project/program deliverables with strategic project/program objectives. 3.6 Create the project/program management plan (PMP) by integrating constituent project plans.

3.7 Define project/program processes in order to capture variances to the baseline parameters.

3.8 Define roles and responsibilities in order to develop a project/program organizational structure.

3.9 Analyse resource allocation in order to consider possible synergies among constituent projects within the executing company. 3.10 Improve resource utilization by leveraging resources across constituent projects within the executing company. 3.11 Establish common processes across constituent in order to share project/program knowledge.

3.12 Define the Project Management Information Systems (PMIS) by applying a common framework across constituent projects. 3.13 Align the transition plan with stakeholder expectations in order to ensure obligations are met upon project/program completion. 4. Executing the Project/Program:

4.1 Collect project/program performance information in order to monitor the progress of the project/program.

4.2 Distribute project/program performance information in order to keep stakeholders informed.

4.3 Track project/program progress by measuring key performance indicators across constituent projects in a program or the single project.

4.4 Secure project/program resources by negotiating with resource owners.

4.5 Enhance project team effectiveness by balancing discipline and recognition.

4.6 Build high performance teams by aligning individual’s talents to available roles.

4.7 Build effective teams by mentoring and coaching. 4.8 Build team integrity by demonstrating ethical standards. 4.9 Improve processes by promoting best practices across the project/program.

Page 7 of 9 Dylan Chetty PgMP®, PMP®, Pr.CPM, PRINCE2™ 4.10 Establish change control procedures in order to manage change.

4.11 Ensure project/program consistency by developing uniform standards and reporting across constituent projects, the individual project, program and portfolio.

4.12 Develop an accurate Project/Program Management Information System (PMIS) by capturing current project data and information.

4.13 Create project/program status reports by consolidating data from constituent projects.

4.14 Audit project/program progress by tracking deliverables against the acceptance criteria.

4.15 Meet stakeholder requirements by managing project/program changes.

4.16 Ensure project/program success by executing corrective actions.

4.17 Approve closure of constituent projects by verifying completion of contractual obligations.

4.18 Approve closure of constituent projects by ensuring compliance with stakeholder objectives.

5. Controlling the Project/Program:

5.1 Identify corrective actions by analysing variances between actual versus planned values.

5.2 Identify corrective actions by analysing project/program trends. 5.3 Monitor key performance indicators (KPI’s) in order to control project/program variances.

5.4 Identify potential corrective actions by forecasting project/program outcomes.

5.5 Identify potential corrective actions by applying trend analysis tools & techniques.

5.6 Identify potential corrective actions by evaluating risk mitigation strategies.

5.7 Enhance team dynamics by identifying behaviours that require corrective action.

5.9 Manage project/program change by enforcing the change control procedure.

5.10 Identify risks in change requests by analysing impacts to the project/program.

5.11 Set expectations for change by communicating with project/program stakeholders.

5.12 Select corrective actions in order to ensure continued project/program progress.

5.13 Select corrective actions by identifying alternative paths that meet project/program objectives.

5.14 Minimize project/program risk by implementing the risk management plan.

5.15 Identify opportunities for project cost savings by using cost benefit techniques.

Page 8 of 9 Dylan Chetty PgMP®, PMP®, Pr.CPM, PRINCE2™ 6. Closing the Project/Program:

6.1 Communicate project/program outcomes by presenting a performance analysis report to stakeholders.

6.2 Execute the transition plan by transferring on-going activities to the functional organization.

6.3 Complete project/program closure in accordance with the project/program checklist.

6.4 Gather feedback by facilitating a post-review meeting with stakeholders.

6.5 Capture lessons learned from the project/program by conducting post-mortem reviews with stakeholders.

6.6 Promote future project/program improvements by capturing lessons.

Bulk Materials Handling

Qualifications and Experience

Eskom SA/Transnet SA/Mines

Position: Production Engineer, Project Engineer & Systems Engineer

Brief Description of Qualifications and Specialisation: After Dylan qualified as a Mechanical Engineer with Eskom SA, he specialised in Bulk Materials Handling for Eskom Generation Power Stations. Dylan was sent on extensive training on all Eskom Power Stations Bulk Materials Handling Systems. As part of his training and study requirements, he passed the South African Institute of Bulk Materials Handling prestigious

“Advanced Diploma in Bulk Materials Handling” Program. During this period Dylan worked as Production Engineer, Project & Systems Engineer specialising in the following Eskom Plant and scientific methodologies:

- Bulk Conveyor Systems (Ash, Coal and Slurry Pipelines)

- Mass Load Out Stations

- Flow Dynamics (Product grouping, Fluidisation

Characteristics, Angles of Friction and Flow Functions)

- Determination of voidage, bulk density, particle density, and particle shapes and sizes, cohesion and agglomeration.

- Flow of solids from bins to silo’s (common flow problems, flow characteristics, factors influencing flow, stress distribution in load out stations and silo’s, design of measurement systems, shear cell analysis).

- Mechanical Conveying Systems (belt conveyors, oscillating conveyors, bucket elevators, “en-masse” conveyors, shuttle belt conveyors, apron feeders, rotary table feeders).

- Alternative conveying systems (e.g. pneumatic and slurry pipelines).

- Electrostatic precipitators, ID and FD fans, mills, stacker- reclaimers, material conditioners.

Page 9 of 9 Dylan Chetty PgMP®, PMP®, Pr.CPM, PRINCE2™

- Auxiliary plant related to materials handling systems.

- PLC’s and programming thereof.

- On-line condition monitoring.

- Operation of ash and coal plant.

- Maintenance of all material handling plant.

- Planned outages and management of “plant downtime” and availability.

- Plant optimisation in line with Eskom’s 90:7:3 targets.

- The knowledge and experience in Materials Handling that he acquired was utilised in other projects/programs within the Transnet and Mining project environments.

Languages:

Speak Read Write

English Excellent Excellent Excellent

Afrikaans Good Good Good

Contact Details:

1. Mobile: +27-64-776-**** or +27-60-307-****

2. WhatsApp/Telegram: +27-64-776-****

3. Personal Email: ad45dg@r.postjobfree.com

Certification:

I, Dylan Chetty, certify that to the best of my knowledge and belief, the above information is a true statement of my qualifications and work experience. Dylan Chetty PgMP®, PMP®, Pr.CPM, PRINCE2™

Program Manager Professional, Project Manager Professional & Professional Construction Project Manager

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