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Project Controls and Commercial Management

Houston, TX, 77057
December 29, 2018

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Houston, TX ***** 713-***-****


Highly skilled & well recommended Project Management Professional offering 29 years of domestic & international experience in Project Controls & Commercial Management; key member of the project management team responsible for governance & oversight of all stages of major capital projects development & execution including planning, design, construction & start-up; provide consultation & recommendations to the project manager to assist him/her in making informed business decisions to drive the project to meet or exceed client expectations of project schedule & budget while complying with specifications & desired quality; made & is still able to make a difference on the final outcome of projects (see examples of achievements under each project) by possessing the right mix of experience, knowledge of industry standards & best practices & techniques, analytical skills & expertise to optimize the project objectives & ensure alignment with company strategy whilst leading the adherence process to internal company policies & procedures & use of organizational project assets

Assist & train members of the project controls team & enjoy knowledge transfer; managed teams size up to 15 personnel

Utilize market intelligence & lessons learned to minimize risks & manage constraints; ensue project or portfolio risks, threats & opportunities are timely identified, assessed & managed appropriately

Communicate regularly with key stakeholders for alignment of objectives & build a clear understanding of requirements

Identify opportunities & realize value through effective use of strategic cost management tools (e.g. total cost of ownership (TCO) & "make vs. buy" analysis); manage the reporting, review meeting & explanation of variances & poor performance

23 years of proficiency in all aspects of Project Controls from project conception through closeout including planning & scheduling, WBS & RBS, estimating, cost control & management, integrated change management, Earned Value Management System (EVMS) to measure engineering, construction & fabrication progress & analyze productivity, risks management from identification to mitigation planning & timely implementation, QA, invoicing management & prime contract administration support; interface & coordination with procurement, contracts & accounting systems & integration of project management systems (IPMS); benchmarks analysis & reporting; FEED & EPFC projects of all scale, complexity & size ranging in TIC from ~$50 million to > $1 billion mainly in the Oil & Gas industry & Petrochemicals & Chemicals plants, petroleum refineries, LNG, onshore gas gathering & processing, offshore gas compression platforms & pipelines; water & sanitation

6 years as a Commercial & Contracts Director responsible & accountable for:

Optimization (IRR, NPV, PBP) of $1 billion portfolio of various capital investments mainly in Real Estates & Hospitality by evaluating the investment market research & feasibility study assumptions including cash flow basis & financing options & performing risk analysis & sensitivity analysis on all of these assumptions while ensuring investment alignment with company social & strategic goals & objectives & in adherence to company commitments, equity & cash- flow constraints - inclusive of ensuring compliance with company internal policies, procedures & external regulators

Leading & supporting the total contracting strategy including development of scope, establishment of pre-qualification & bidder selection criteria, RFP, bid conference, clarifications, addendums, commercial bids analysis, commercial negotiation, Terms & Conditions & coordination with legal of all key contractual clauses related to liabilities, termination, claims resolution, arbitration process & applicable laws & coordinate with other SME's on issues such as taxes & tariffs


M.S. in Industrial Engineering, University of Houston, 1994, Magna Cum Laude, minor in Engineering Management

B.S. in Industrial Engineering, University of Houston, 1990, Cum Laude, electives concentration on Statistics & Finance

Project Management Professional, PMP® # 2268896 from Project Management Institute, valid through Nov 2021

Bilingual, Arabic - fluent in speaking & writing


Monitoring & Control: schedule recovery planning (e.g. crashing & fast tracking); cost control & forecasting, early identification of risks through continuous monitoring of early warnings log, risks register & timely implementation of mitigation plan & issues log for past due resolutions that could result in delay, rework & scope creep; EVMS development

Analytical: enhanced by higher engineering education, in identifying risks, trends & patterns, performing root cause variance analysis & qualitative & quantitative risks & sensitivity analysis, linear & nonlinear statistical distributions & proper application for pessimistic, most likely or optimistic approaches used for example to calculate a duration or reserve

Commercial: such as evaluating investments viability & leading contracting strategies, negotiations & claims; experience in fixed price or lump sum, cost plus, JV & consortium contracts types & understanding of associated risks

Financial: cash flow plan/forecast; finance & feasibility studies, Profit & Loss experience & GAAP principles

Software: P6 CPM, PERT, Monte Carlo simulation analysis, PRISM, MS Excel, Power Point, Word & Access


Fluor Corporation Principle Project Controls Specialist Houston, Texas Feb 2013 to Nov 2018

Bena Properties Commercial & Contracts Director US Consultant, Syria Jan 2007 to Oct 2012

Parsons Corporation Chief Project Controls Engineer Expatriate in Jordan Jan 2005 to Dec 2006 WorleyParsons Project Controls Manager Expatriate in Jordan May 2004 to Dec 2004

Aker Kvaerner Project Controls Manager Houston, Texas, Expat. Syria Jul 2000 to Apr 2004

Parsons Energy & Chemicals Principle Project Controls Engineer Houston, Texas Aug 1997 to Jun 2000

M.W. Kellogg (KBR) Senior Project Controls Engineer Houston, Texas Oct 1990 to Jul 1997 Page 2 of 3


Principle Project Controls Specialist

Estimated value of managed scope ~ $300 million; oversight/coordination with 8 units PCM for assigned MAC Critical Path SOW Sasol Lake Charles Chemicals Project (LCCP) in Louisiana; Ethane Cracker with six derivative downstream production units & offsite/utilities; EPFCM Cost Plus contract; ~$11 billion TIC

Fully accountable & responsible for scope & cost & schedule performance of Critical Path scope associated with the sole source Main Automation Vendor - MAC (Emerson); scope covers the design & fabrication of Integrated Control & Safety Systems (ICSS) & 15 prefabricated Remote Instruments Enclosures (RIE's) for the 8 project units (7 process & an offsite/utilities); the scope is reimbursable & priced in accordance with a Global Frame Agreement between Sasol & Emerson for labor & material units rates; the total price will based on actual hours & quantities; monitors engineering & fabrication budget, schedule, timely software & hardware design freeze milestones specified in the PO's; minimize risks associated with poor productivity, extension of schedule & staffing plans due to constant & late design changes; control budgets, baseline schedules, progress curves & staffing plans by engineering discipline were established for each of the 8 process units; total Emerson budget for all 8 units ~ 300,000 hours

Represented the Managing Contractor (Fluor) as the Project Controls Manager overseeing the cost & schedule performance of the Engineering Contractor (Technip) for the main process unit - Ethane Cracker total FEED duration from February 2013 to July 2014; reviewed & approved the baseline schedule, estimate & budget, progress & staffing plans &; monitored cost, schedule, progress risks; reviewed & commented on EPFC schedule/basis & TIC class 3 estimate/basis required as major deliverables by Technip at end of FEED

Achievements: Total savings of ~$10+ million

Took the initiative to verify the schedules logic of activities related or impacted by the ICSS & RIE's; analysis showed~125 logic discrepancies; 3 out of 8 units Critical Paths were impacted after logic correction by ~ 1 to 2 months

Analyzed the existing durations of loop check activities based the current I/O count for each unit & overlapped all loop check activities for all 8 units to determine resources requirements; analysis reflected unrealistic number of client personnel needed to meet the 8 current units schedules; durations adjustment resulted in CP slippage ~1 to 3 for some units


Commercial & Contracts Director

Estimated value of managed portfolio ~ $1 billion; managed team size ~ 15 at peak including Market Research, Financial Analysts, Contracts, QS & Project Controls personnel; strategy is to contract a third party Project Management & QS company

Evaluated feasibility studies & perform risks analysis on all assumptions & constraints

Developed, reviewed & approved cash flow plans & forecast for individual investments & total portfolio

Ensured optimization of individual investment & total portfolio financial indicators such as the IRR, NPV & PBP

Negotiated commercial & critical Terms & Conditions for local & foreign partnership, JV, government BOT & operator agreements as well as design/engineering consultancy agreements & construction contracts

Developed in coordination with legal a set of "Particular Conditions" which are deviations to the International Federation of Consulting Engineers (FIDIC) consultancy standard agreement or construction contract used in the middle east region; the purpose of theses deviations is to decrease the different type of company liabilities, exposure & risks related to termination, claims resolution, arbitration process, applicable laws & social obligations

Led the overall contracting strategy, policies, pre-qualification & bidders selection criteria, commercial bids analysis, progress reporting requirements, incentives, LD's, insurance, bonds, S/C approval & Change Orders approval

Achievements: Total savings of ~$20+ million:

Saved tens of millions of materials & construction costs for company by leading the efforts to establish lists of pre-qualify local vendors & local contractors in coordination with management to avoid conflict of interests; obtained special discounts for by presenting our portfolio; lists of pre-qualified vendors & S/C supplied to all bidders at their own risk

Re-negotiated hotel operating agreement terms to reduce hotel operations fixed base percentage fees resulting in .5% IRR increase on $150 million investment for savings of $2 to $4 million annually


Chief Project Controls Engineer: international assignment in Amman, Jordan Estimated value of non-cancelled managed scope ~ $200 million; managed team size is 8 project controls expat & local personnel USAID Phase 2; Rebuild & Rehabilitate the Water & Sanitation Sectors in Iraq; EPC Indefinite Delivery/Indefinite Quantity

(IDIQ) Contract; $400 million Ceiling; Subcontractor to Bechtel

Program Controls Lead for the core team located in the Jordan office & responsible for bi-weekly status reporting of cost, engineering & construction progress, cash flow & critical milestones on the consolidated program level; the program consists of approved government task orders or projects ~15 ; led the efforts of A) developing data gathering templates for both the home office & field to standardize required input for all 15 projects; B) customizing program status reports per client requirements; C) performing quality assurance on input data; D) consolidation of data & issuing of required client reports; E) other responsibilities included the development of cost estimates of all task orders Page 3 of 3


Project Controls Manager: international assignment in Amman, Jordan Special assignment to develop an EVMS for construction progress for safety consideration in Iraqi sites; managed team size is 3 local programmers & 2 office administrators

USAID (PCO Oil North); Restore Oil & Gas Facilities & Plants to Increase Production Levels in Northern Iraq; EPC Indefinite Delivery/Indefinite Quantity (IDIQ) Contract; $800 million Ceiling

Successfully developed with the assistance of 2 local programmers an Earned Value Management System (EVMS) on Microsoft Access platform for measuring & standardizing construction progress for projects located in high danger sites; the EVMS works by assigning dates to all milestones required to complete a specific construction activity or deliverable; incorporated rules of credit for earning progress or completion % for all milestones associated with all different construction activities in the newly developed EVMS; planned & forecast dates for all milestones & allocation of budgeted hours were added to the EVMS in a safe office environment; in order to measure construction progress against the plan, only actual milestones completion dates had to be provided by the local subcontractors & validated by local construction management team personnel eliminating needs for expatriates to be onsite for progress measurement Achievements: 1) Safety due to less site exposure/trips, 2) Consistency of construction progress reporting for all projects within the program & 3) Cost Saving, at least 1 expatriate for 2 yrs.~ $400,000 without consideration of safety related savings


Project Controls Manager; requested by ExxonMobil to be the PCM due to performance on FEED phase Managed team size is 4 Project Controls personnel

ExxonMobil, Topsides & Bridge of a New Gas Compression Platform offshore Nova Scotia, Canada; Detail Design & Procurement Support Lump Sum Subcontractor to Daewoo (DSME); $250 million TIC 1) Schedule: ensured proper, contractual & adequate duration for A) client review & approval cycle; B) vendor data receipt, review & approval cycle; C) re-validate the contractual schedule duration with Monte Carlo simulation to determine the probability & level of confidence of meeting the schedule; analyzed productivity trends for all project execution centers; ensured availability of required resources to execute the project; validated the internal & client subject matter experts availability for scheduled specialized meetings such as HAZOP & model reviews 2) Cost: avoided scope creep by continuous monitoring of the Early Warnings, issues & risks log for timely response planning; documented & communicated in writing any delay related to client; maintained staffing plan by name for all disciplines & monitored/challenged changes with support from the PM; ensured additional analysis & reporting requirements requests were processed through the Change Management system; ensured accuracy of all cost & schedule impacts for change requests

(CR's); monitored & co-managed risks & productivity trends along with the Engineering Manager; established a special log to capture delays associated with client decision making on CR's

Principle Project Controller/Project Controls Lead on FEED PHASE, executed by KSLO, JV (SNC Lavalin & Kvaerner)

Principle Project Controller/Field Project Controls Manager: international field assignment in Syria Estimated value of managed scope ~ $150 million; managed team size is 6 Project Controls expat & local personnel Conoco (CSDGL), Integrated Gas Grassroots Project in Deir Ezzor, Syria, Gas Plant, Six Compressor Stations, 160 KM of Gas Gathering Pipelines & 250 KM Export Pipelines; EPC Lump Sum; $450 million TIC project

Upon arrival to the field, decomposed the WBS associated with the construction work packages in the EPC master schedule & developed Quantity Adjusted Budget based construction progress measurement system

Validated the 2 main subcontractors contractual schedules against the Master schedule; validation showed 2 months project delay due to miscommunication of IFC drawings availability dates & engineered equipment delivery dates mainly caused by vendor data delay; adopted schedule crashing mitigation approach due to the high risks associated with the fast tracking approach; further incentives were later adopted by shifting scope from a low performing contractor to a high performing and introducing further schedule incentives to meet MC date with $100K daily delay penalty

Assumed responsibility of Contract Manager & resolved 90% of the outstanding claims with minimal cost impact

PARSONS ENERGY & CHEMICALS (WORLEYPARSONS) 1997 – 2000 Principle Project Controls Engineer / Lead Cost & Progress Engineer Estimated value of managed scope is $125 million; managed team size is 4 Project Controls personnel Exxon Chemicals, Grassroots Syngas Plant in Baytown, Texas; EPC Cost Reimbursable; $125 million TIC

M.W. KELLOGG (KBR) 1990 – 1997

Senior Project Controls Lead - Shell Chemicals, New Phenol Plant in Deer Park, Texas

Project Controls Lead - Pertamina, LNG Expansion Train H in Bontang, Indonesia

Project Controls Lead - Yukong Limited, NEP Revamp in Ulsan, Korea

Project Controls III - Scheduling Engineer - Shell Oil, Clean Air Act Revamp in Deer Park, Texas

Project Controls II - Cost Engineer - Shell, Benzene NESHAP Revamp of 4 Refineries in US

Project Controls I - Cost Engineer - Global Octanes, MTBE Grassroots Plant in Deer Park, Texas

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