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Project Management

Location:
Houston, Texas, 77036, United States
Posted:
May 26, 2010

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Qualifications

Highlights

. Twelve years of diversified experience in project administration,

cost analysis, quotations, cost engineering, financial reporting,

and risk assessment.

. Experience in working for legal and accounting firm in Baku,

Azerbaijan. Certificate of first degree accountant certified by

Central Asia Business Consultants, Inc.

. Self starter and self motivated, capable of adapting to different

environments

. Project concept oriented and capable of handling several projects

simultaneously

. Strong analytical and quantitative analysis skills

. Extensive experience in conducting business for American companies

in post-Soviet countries and Middle East.

. Supervisory experience with the US freight forwarding, logistics,

offshore constructions company.

Education and

Training EDUCATION: University of St.Thomas, Houston, Texas

Master of Business Administration with concentration in

MIS and Finance

Cumulative GPA: 3.8/4.0

Louisiana Tech University, Ruston, Louisiana

Bachelor of Science, Major in Production Operations

Management

Minor in Management Information Systems

GPA: 3.4/4.0

July 1994 - November 1997

LANGUAGES: Fluent in English, Azeri, Russian, and fair

Turkish.

PROFESSIONAL

STUDIES: Course in Project Planning - Primavera

Course of Industrial Management in Exploring Oil

Deposits.

Azerbaijan State Oil Academy, Baku, Azerbaijan

50 hours in Project Management Certification Courses -

Project Management Institute, Houston, TX

COMPUTER SKILLS: MS Office expert level (including Access

and Excel), MS Project, Primavera, SAP, Kildrummy

CostManager, PCMS, different kinds of cost tracking

software, statistical software, JDE accounting system,

etc.

Relevant Willbros (Houston, USA)

Experience (April 2009- Present)

Estimator

The $150 million project entailed in itself engineering,

procurement and construction of 7 pump station for Trans

Canada pipeline.

Main role is to compile material take off (MTO) for all

the disciplines according to the drawing quantities,

comparing it to original estimate quantities, identifying

growth or reduction in quantities and comparing quantities

with the client quantities.

Identifying and estimating the change orders for

additional scope of work.

Establishing units and unit prices

Negotiating bases of estimates with the client

Auditing invoices and compliance with the contracts

between client and Willbros, Willbros and subcontractors.

Post-project contractors change orders, final target price

and final fixed fee validation

RasGas, Inc. (Doha, Qatar, Middle Eas

(Setember 2006- March 2009)

Senior Cost Engineer

This 2 billion reimbursable block of projects (Common

Offplot Projects) involved engineering, procurement,

fabrication, equipment, construction of LPG Phase 2,

Common Condensate Area Phase 1 and 2, Lot 'H' LNG, Rundown

Lines areas of Raslaffan Industrial City located in Qatar.

Introducing and implementing for the first time of RasGas

history a Kildrummy made "Costmanager" software widely

used and indorsed by EMDC (ExxonMobil Development

Company).

Working with contractors on the budget analysis through

the Gates processes used in ExxonMobil and RasGas internal

system by approving and releasing funds based on clarity,

details and soundness of proposed budget and plan, i.e.

FEED Stage, Class I thru V estimate, etc.

Developed database that would allow constant efficient

update and improvement of WBS structure based on addition

and deletion of scope of the project.

Developed Gantt charts to visually realize equipment usage

dates to track timely return of equipment and flag

unneeded equipment.

Brought contractors data to uniform format to use it to

import into Kildrummy CostManager.

Calculation and analysis of earned value.

Using Costmanager to generate reports that would show

status of commitments, forecast, actual, variance

analysis, etc.

Close interaction with planners, estimators, and

schedulers while setting up the project scope in

Costmanager as well as during the project.

Monitoring, analysis, auditing of all personnel man-hours

and checking it with security badge system readings.

Invoice auditing on monthly basis.

Auditing Contractor processes for getting correct data on

monthly basis.

Maintaining count, resolving, getting approvals, analysis

of aging of changes in Change Management procedures on

weekly basis.

PMOC process stewardship. Identifying and defining cost

impacts, delays and hazards of change orders to the scope

of the project.

Updating, maintenance and stewardship of TOFA report

(Table of Financial Authority). Defining the limits and

level of authority needed to approve the change as on EPC

as on management side of the scope.

Trained and delegated responsibilities to newly added

members of PMT (Project Management Team).

SAP data analysis for actual corporate expenses.

Generating and analyzing Monthly Cost Stewardship reports

and reviewing them with project management (comparing

commitments, VOWD, forecasts, opportunities and

vulnerabilities against original budget)

Tracking vendor performance against budget and schedule

and identifying problems thru the project and during

pre-commissioning and start up & commissioning stages of

the project.

Developing plan and researching on how to sell and for how

much the 10,000 people-labor camp built for the project.

Generating discipline performance analysis reports and

charts as well as overtime usage trends reports.

Post project true up common cost allocation based on

Capital Expenses amounts among the projects.

Project was completed 4% under control budget and on time

in February of 2009.

CBI Howe Baker (Chicago Bridge & Iron) (Houston, TX)

(March 2006 - August 2006)

Lead Cost Engineer

Main function is cost tracking and cost controlling of

EPCM Project for Enterprise, Inc. Overall size of the

project is 200 Millions. This project involved

engineering, procurement, fabrication, construction,

equipment, testing and delivery of Green roots, turn key

Electric Plant.

Developing and implementing change management procedures.

Reporting expenses, commitments, actuals, and accruals

using JDA Accounting system (as internally as for the

client)

Following and reporting the progress of all disciplines

Generating and updating weekly forecast reports for

management review.

Monitoring contractors labor man hours

Revenue vs. Expense profit analysis.

Monthly JDA Accounting system updates with forecasts,

accruals, and projections for corporate reports.

SCR, LLC (Strategic Contract Resources, LLC) (Belle Chase,

LA) (December 2005 - February 2006)

Cost Engineer/Project Coordinator

Main function is cost tracking and cost controlling of a

Turnaround and Katrina Recovery Project for ConocoPhillips

Alliance Refinery in Belle Chase, LA. Overall size of the

project is 135 Millions.

Monitor daily labor hrs for contractors as compared to

Alliance Timekeeping System (ATS)

Assist Planner/Operations Personnel in correct work

order/requisition development for proper commitment cost

control

Develop month-end accrual of costs incurred for both

Katrina expense, Turnaround and Capital

Develop year-end accrual of costs incurred in detail (to

withstand a year-end audit by E&Y for both Katrina

expense, Turnaround & Capital)

Invoice audit function: - Audit contractor invoices (15%

testing) prior to pay

Tracking completion timing

Provide proactive cost control and cost tracking

expertise:

- Commitment accounting for all costs

- Delineate costs by project

- Delineate costs by unit for future period assimilation

Develop an allocation methodology for contractor overheads

and incentives to projects/units.

GDS Engineers, Inc. (Baytown, TX)

(April 2002 - December 2005)

Cost Engineer/Project Coordinator

Main function is cost tracking and cost controlling of all

capital projects, turnaround and major downtime

maintenance expenses for ExxonMobil Refinery in Baytown.

Project block sizes range from $1-$70 million.

Assist the Project Managers and Project Engineers with

cost control associated with projects

Set up project in Cost Control Programs (MS Project, MIS,

SAP, PCMS and "in house" developed Cost Tracking Program)

using Class 1 Estimate from contractors. Set up curves &

graphs in the program using manning profiles from

contractors.

Set up the following:

Work order numbers

Contractor list

Class II budget

Head count

Develop and maintain contingency rundown curves.

Notify contractors of start date for providing labor hours

and dollars, material and equipment rental costs to Cost

Steward's Contract Support.

Receive and input daily contractor labor hours and

dollars, material and equipment rental costs into cost

tracking program.

Enter daily percent complete for contractors and work

orders provided by the constructors.

Import rental equipment and outside shop/repair cost data

from cost tracking links.

Enter approved Field Change Orders from constructors into

program daily/weekly.

Download actual SAP costs for projects.

Run cost reports and graphs.

Analyze cost data and review with Managers/Engineers.

Develop forecast cost based on existing data. Issue cost

reports to PM/PE.

Bertling Logistics, Inc. (Houston, TX)

(September 2001- April 2002)

Project Coordinator

Ongoing internal Audit

Addressing problems, opportunities and improving

communication procedures between accounting and

operations.

Coordination of projects logistics for companies such as

Nations Energy, Tengizchevoil, Agip and other major

corporations operating on the territory of CIS.

Monitoring and expediting payments on outstanding past due

invoices.

Month-end projects costing and billing, accruals.

Generating and Providing Quotes for procurement and

logistics of wide variety of goods to various countries.

Risk assessment of alternative, cost efficient and most

politically safe international transportation routings.

Alliance International Management (AIM) Inc. (Houston, TX)

(June 2000-September 2001)

Projects Control Coordinator

Job responsibilities include simultaneous control and

support of multiple projects in accounting, financial,

planning/scheduling and HR matters. Projects were

conducted on the territory of North and South America and

Jamaica. The list of clientele included British Borneo,

BP, CSM Tidewater, Agip, ALPART and KJBC. Close

interaction with and reporting to Vice President of CSM

Americas.

Project Balance Sheets and Income Statements. Accounts

management and reconciliation.

Set-up of vendor master-file controls & development of

procedures for verification and approval of incoming

contractor invoices (AP).

Testing for integrity of contractor charges and verifying

adherence to contractual obligations (rates, price lists,

rebates, volume discounts, etc.)

Monthly invoicing, receivables ageing analysis, follow-up

on overdue invoice payments (AR).

Development of various databases in Access 2000 and

performance of quantitative data analysis, which were used

by clients in their management decision-making processes.

Monthly planning of rotational employees' travel schedule,

airline bookings and maintenance of employee travel

expense records.

Collection and processing of contractor timesheets and

travel expense claims. Preparation of monthly payroll

files in coordination with clientele's central HR

functions.

Various personnel admin functions: insurance application

for new hires, administration of immigration related

issues (visa requirements, work permits processing, etc.)

Adhoc spare parts purchasing for operations in Peru &

Ecuador. The scope of work included identification of

potential suppliers, solicitation of quotes, procurement

of required items, selection of the most cost efficient

freight forwarder & arrangement of delivery to the

client's warehouse in Peru or Ecuador.

Alliance International Management (AIM) Inc. (Houston, TX)

(March1998 - May 2000)

Project Support Administrator

Chevron Global Technologies, Venezuela

This project involved fabrication, construction,

equipment, testing and delivery of 4,400 ton gas

processing platform for Chevron's project in Venezuela.

The role involved close interaction with senior project

management and direct reporting to Deputy Project Manager.

Gathered and consolidated financial input across different

project functions for annual planning and expenditure

budgeting. Administered expenditure monitoring procedures

in line with internal Delegation of Authority Guide

(approval of AFEs, cost center management, material and

services requisitioning, etc.)

Prepared annual budget presentation to senior management

of Chevron and Brown & Root.

Monitored timeliness and accuracy of project billings to

Chevron Global Technologies.

Worked with Site Team Manager to identify information

needed for project administration. Development of project

documentation systems, project-reporting procedures,

tracking of specifications and drawing status.

Liased with contractor's planners to synchronize planning

& scheduling support for site team Software used - MS

Project, Primavera

Worked with site team management to monitor and evaluate

work progress in comparison to the Master Plan of the

project. Developed and generated weekly and monthly

progress reports.

Participated in communications planning by developing

correspondence procedure, status forms and regular status

meetings with the contractor.

Developed Office Procurement Planning System by

identifying needs of personnel and ordering supplies from

vendors.

Co-ordinated activities of the commissioning team as

required to integrate this with contractor activities.

Monitored software standardization and utilization.

Developed standardized information retrieval system and

information distribution system.

Overall Change Order Control. Run Project Management

Information System program to generate different kinds of

report such as Total Man-hours Report. Creating Progress

Curves that would show the progress as well as problems

with the project.

Scope and Completion Time Change Control. Expediting

project progress by adding manpower in different areas of

project and by that removing bottlenecks.



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