William Keen Jackson ***** Wedgwood

Drive acbo71@r.postjobfree.com

Hammond, Louisiana 70403

acbo71@r.postjobfree.com Home Phone

985-***-****

Cell Phone 985-***-****

Industrial Project Controls, Construction, Estimator, Planner, Scheduler

Primavera 7. Cost Controls for Projects and over hauls. Use both critical

path method and critical path analysis in order to determine critical path

for projects or unit outages. Have used risk analyst pert master risk

analysis 10/90 Monte Carlo through Primavera which is 50 / 50. Worked green

field both brown field outages and projects in refinery, chemical plants

rolling steel mills & power generation and transmissions along with T/A

downstream along with upstream projects and outages in the Gulf of Mexico

in deep water. With Shell Deep Water worked up stream off shore with

deepwater projects as Perdido Project Deep Water Spar in sixty nine hundred

feet of water along with the Mars Project. Can an able to produce a

schedule of value in order do schedule and man loads the cost of lump sum

project. Capable of using the RFI request for information that has a rough

magnitude of order. Work within the FEED front end engineering and design

to the front end loading to the IPA and to the detailed engineering portion

then take it to the field for the construction, EPC. I have worked for the

past few years for Jacobs Field Services doing planning and scheduling for

T/A and on major construction projects from Rolling Steel Mill to SIS

system for Koch Nitrogen Plant and now the Coal yard that is being

constructed as on now.

QUALIFICATIONS:

Over twenty five years in the industrial construction field, petrochemical,

oil refinery & power generation up to two thousand megawatts. Extensive

knowledge of P&ID's and PFD's piping ISO's orthographic and schematic plan

and elevation for structural or pipe and civil work also schematic &

orthographic for electrical and instrumentation. Twenty years of

installation, hydro test; sell off, precommissioning and start-ups as a

supervisor. Twenty years experience in estimating tools as PEP for pipe

John Page. Expert level in scheduling with Primavera P7 using exporting

and importing techniques learn through extensive work. Planning & writing

work orders and field requisitions using SAP and GEMTS I also use SAP for

tracking progress either in Engineering or Field Execution and am

proficient in Sure Trac. I am able to use Spreadsheets from Excel graphs

from Primavera or Excel. I use Word process using Microsoft Word. I am

able to do take offs and send inquiries for bid proposals budgetary lump

sum or T & M walk out with potential contractors and the client and set up

bid strategies for Projects or Unit outages. I am also able to walk and do

field planning and Construction and T/A schedules.

EDUCATION:

Hammond High 1969 -1973

Southeastern Louisiana University 1973 - 1977

Member of Football Team 1973 - 1977

Captain of Football Team 1977

Associate Degree General Studies

TRAINING:

> Advance training on the MASC system. 1987 Kurtz and Steel Limited

> Introduction to PC's River Parishes Vocational Technical School 1987

> Shell Wilmington, Carson, California Kurtz & Steel Limited. 1990

> Supervisory Training Skills and Techniques, Long Beach State 1991

> Primavera Finest Hour - 1992 Jacobs Engineering

> Primavera P3 - 3.1 - 2000 & 2005 Zachry Construction Corp

> Sure Track 2000 for updating Zachry Project and T/A

> Supervisor Training of Surveying & Welding Codes & Procedure ABC

> MSHA Training March 1st 2001 OSHA Training August 1st 2000

> SAP Training @ Union Carbide and Air Products 2004 Shell 2006 & 2007

> Lock out Tag out Training updated 2007

> Microsoft Project 2000 and 2005

> Richardson Estimating and John Page 2004

> Primavera P5 - 2006 & 2007 & Primavera P6 2008 & 2010 and Primavera

6 (7.0 & 8.2 Including Networking 2013 Professional

> HSE - 0039 - Water Survival/HUET Helicopter Underwater Escape Training

2007

> Pass Port on Request

> TWIC March 2013 through March 10, 2018

> Advanced Safety Auditing May 2008

> Security Pass Port June 2012 Safety Council

> GEMTS planning tool Dow Chemical Zachry 2011 through 2013 Planning

Tool

> Association of Reciprocal Safety Councils, Inc New Orleans and Baton

Rouge 2013

June through Nov.30,2013

I had a position with Hill International a large group of Project

Management Consultants

located in Marlton New Jersey I am currently at the Trafigura Facility in

Darrow LA. I am in charge of the Master Schedule or the (OPS) Overall

Project Schedule I have committed myself to meet all the Contractors and

set the expectation that they should have the work they have been awarded

to be accommodated with a weekly update. That it should be tied to their

schedule of value. All this work was awarded and the parameters of this

did not occur. This has been an issue from a scheduling aspect for the

overall schedule. It has taken longer than expected but I finally had all

parties but one on board. I was using Primavera 6 Professional 8.62 on the

hard drive and the network version of P6. I am producing as a good product

for the Project Manager for Impala which is owned by Trafigura. I am giving

him a good picture of the way to work out of this project. He is the third

Project Manager. He went towill be going to Geneva Switzerland in two

weeks. This Project consist of a (CBU) Coal Barge Unloader with numerous

Towers for a conveyor system to a stock pile with a Conveyor Tripper to

drop the coal onto certain areas of the stockpile. Large equipment will

then move it to Dozer Traps and send it to the sleeper conveyor to the

Drive up tower to the (MWS) Marine Warf Structure which is critical path

due to the delivery date of the automatic off loader which will brought up

the Mississippi River on a heavy haul ship The cells are being done by Boh

Bothers. The ship loader weighs over a thousand tons and will sit on rails

that are to be on the MWS.

Jacobs Engineering at DOW SCO in Taft and now at the LAO plant, in

Plaquemines LA.

September 2011 through May 2013 I was one of three lead schedulers for the

T/A Service Group

I Scheduled the Chlorine Unit Spring outage that was to start July 7, 2013

and go through the end of August. I was downloading plans using a planning

tool for this and have over half the Jobs down loaded into the Schedule.

The LHC3 Benzene System in which the scope included the Confined Space

Entry for the C-500 Column for inspection I completed the Poly East Plant

which contained two Trains four reactors and four pelting machines. I was

brought into the job for a turnaround but had to go straight into a

Shutdown for the Reactor logged up and had a giant piece of Plastic that

had to be cut out by pneumatic chainsaws, which being down a list develop

that had to planned and schedule Thus I was to schedule the outage and

coordinate activities. After this Shut Down anther occurred in the other

Train # 2 in which work had to be done this also included planning and

scheduling. The original T/A was moved from February to May it was 18 days

from Prime off to Prime on. The T/A came in under budget and Zero first

aids the Primary contractors were Turner, Jacobs who has the maintenance

and Sulzer who did the Rotation Equipment the Critical Path was the Reactor

3 and the Rotor change out that was carried out by Dow and TNT cranes Zero

first aids. My duties were to input data and issue shift schedules to

productions and to contractors and to the Dow coordinators and to the

Contractor Coordinator.

I also was in charge of the loading barn in which pellets of poly were

loading into train cars.

May of 2010 through August 2011 I accepted a position in Iowa at Fort Dodge

working under contract through Universal Personnel to Koch at an Ammonia

Nitrate Fertilizer Facility in Fort Dodge, Iowa. In this position I was the

lead scheduler the SIS SB # 84 which stands for Safety Interruption System.

Being that the Plant was built in 1968 most insulation was asbestos and

the paint was to be considered to have a lead base primer. In this Project

which had Front End Loading and specified gates to past through for funding

for design cost, engineering and a significant update on its antiquated

analogical control system was to be upgraded to a DC control system that

was engineered by Yokagawa in which over 8000 IO points where to be changed

out Excel had won the bid for the electrical and instrumentation while JVI

was to do the mechanical that was engineered by to S&B out of Houston which

included rerouting over 160 control loops and 3800 fabrication welds and

400 field welds along with installation of two DCS stations and the

upgrading of Steel Rack and supports. This was the first of a three

facility work over for the Koch Company Fertilizer Division. With all the

field fabrication and installation all welds pass NDT. Zero first Aids on

the Project.

Think Resources (Contract Parson Inc), October, 2008 through

March 2010

. Infrastructure Scheduler for the Cold Roll Mill that is part of the 4

billion dollar project.

. The Project is in the Civil and Structural Portion and the Duct Banks

for the electrical needs of the Mill and the commissioning of the over

head cranes and the steps it takes to become a production of Coiled

Rolled Steel which is set to be Hot Commissioned in 2010. This also

contained the medium and low voltage feed and the main electrical

room.

. The Civil was complete in the Cold Roll Mill, which has a tandem mill

a pickling line and a continuous pickling line and an Acid

Regeneration Unit along with a boiler.

. With the major steel for one building being more that 12,000 tons and

100 thousand cubic yards of Concrete.

. All building are trimming the decking and roofing, Major Equipment MEP

and AOE buildings are being done. Made sure that lighting and utility

power was installed and assisted Parsons in the underground duct

banks. And Feed Conductors for

Over Head Cranes being installed by Crane and Hoist.

. My responsibility was to go through P7 update with current view and

review and analysis each contractor in which I download using

Primavera 7 from and xer. File

. Quantities are updated by the superintendents and I review with the

contractors for correctness.

. Part of the CRM Team and attend a Team Meeting with the Client and

attend various construction meetings, in which Daily Progress is

discussed along with a look ahead.

. I also looked at the daily construction reports from each area due to

the fact that I have CRM, Storage area 2 and Storage Area 1.

. The Structural portion of the Project was completed

. Handled RFI and do analysis for Delay notification and the

contractor's scope.

. Review the AIA forms for payment claims per the contract since each is

Lump sum and use general conditions or Unit rates for the extras.

. I was working with Crane & Hoist with the overhead crane company and

produced a schedule from the erectors of the rails for the over head

cranes.

. Conducted a three week look ahead started here due to the fact that

the schedulers before did not require it. It gave a more detailed

look at daily operations.

. This Project is a work in Progress just as the Schedule has to be a

living document due to the nature of the work and delays of weather

and mismatched fabrication and density of worker in areas.

. The entire schedule had to fit into the WBS of the IMS Integrated

Master Schedule. In this way an early late report is produced at the

summary level for the upper management.

. Universal Personnel Contracted to Shell Exploration Deep Water

. One Shell Square in New Orleans LA. May 2007 through October 2008

Which I worked for Shell (SIEP) Shell International Exploration and

Production for the EP Deep Water Brown Field project services group.

Schedules together for Mars Recovery in Gulf of Mexico and working on

the Perdido Project, which is the deepest water Spar in the world as

of now. Anchored to the bottom at 6,800 feet 250 south of Chorpus

Christy in the Gulf of Mexico

. Using P6 for scheduling and excel for planning of activities for the

initial Hook Up of the Quarter Habitable to the remainder of the Top

Side work was done in third quarter of 2008 and was scheduled to be

complete by second quarter of 2009.

. Worked with Lender Jacobs engineering on the Fastball Project on Ram

Powell.

PMCC of Houston Texas September 2005 thru May 2007

I was an Independent Contractor as the Client Representative through

Shell Global Solutions. The project grew due to the GEP Closure Project

that Jacobs had started 3 years ago. With 11mm spent on the reroutes and

the demo of the unit being cancelled due to the fact that the 300# Section

of EO-1 or the new High Purity Ethylene Oxide Unit would now feed the EOG-

03 unit due to its design of only as a glycol unit not a unit to produce

HEO. The Project Premise was developed for a new design to have long

routing of pipe with eight new pieces of equipment and for the exchanges

and condensers to be reused.

The new routed pipe was routed along with the Electric and Instrumentation

through the utility rack which will encompass 22 thousand linear feet of

pipe with and equally amount of instrumentation and electrical work at a

$25mm dollar range approved after running a P50 Monte Carlo analysis and

using the IPA criteria. FB&D did the detailed design stage having just

completed FED, FEL, & IPA. The project was given a 4.25 range for bench

marking which is great for industry standards. The project consisted of

surgical demo of existing unit in which there will be a revamp of an EO

column. The engineering group of S &B has & their subsidiary Ford Bacon &

Davis have an EPCM contract. The Project went to go to the field in

September on the OSBL then follow up with and outage of EO-3 in which 20

tie points were done. In January of 2007 the old existing EO-1 was shut

down and decontaminated for EO-1 Closure project which is now part of the

High Purity Ethylene Oxide Project will be demolished as it has served its

purpose for the last forty years. This increase the cost of the project

due to the rerouting of lines & E & I work.

Project/Cord/Planner/Scheduler: December 2004 to August 2005: Shaw Group I

was the Project Lead of the Tiger Demolition for UOP. We removed the last

remains of Kaiser Aluminum Company. I directed the daily operations of

schedules and cost for UOP. Had Cleveland Wrecking Company on lump sum bid

with a 10% retainer to share cost and profit of the scrap metal which is a

commodity with the price changing monthly. The salvageable equipment was

sold at bid plus mobilization of the equipment from industrial dryers,

coolers, pumps, instrumentation, drums, elevators, and machining equipment.

PDG was the asbestos company that did the asbestos removal. PDG was

completed by March 31st. Cleveland Demolition and the rest of the Project

finished @ 3400 gross tons of salvage and completed on time in May.

Planner, Scheduler: July 2004 November 2004, Shaw Group completed the Inoes

Fluor Overhaul, which is a specialty Chemical Plant that manufactures KLEA

134a refrigerant. I did the walk outs for all work inputted planning

information into SAP and created reports for tracking the cost. Shaw had

the bulk of the work on T&M but we also had eight sub contractors from NDT

API inspections to hydro blasting tubes. In which we replaced three

bundles, which encompassed lifting plans for weights and safety and radius

of swing. Critical Path was C510 Column work with G. E. doing the overlay

Shaw Vacuum out existing 304 Packing done in Acid Suites due to the HF that

had remained on the packing, which had to be decom with bull tanks in the

storage area for drums. The overhaul as the English calls them came in

under budget and 3 days ahead of the P3 Schedule. I also had an update

meeting and a scheduling meeting for permits each day. We had 160 crafts

and subs on days and 40 crafts and subs on nights. The critical path

worked 7 - 24 the rest of the overhaul was covered on 2 shifts of 6-10's.

In overhaul safety no OSHA recordable.

Planner, Estimator, Cost Control & Scheduler: January 2004 through July

2004: Shaw Group in Pensacola at Air Products Chemical Plant in Pace

Florida. I went there and did the first T/A in two years that was

successful and gave the unit back a day early. It was under cost for the

Project scope but over on the Maintenance side due to lack of proper

planning and scheduling and control of add-ons. I did the estimating for

civil, mechanical, and I&E for projects. I did the field walk out for

scoped work or using drawing or P&ID's. Creating bid strategy and level 5

estimates for outages and getting bids from sub contractors and developing

the WBS for the project to be completed during the Turn a Round coming up

at Nitric Acid estimated, planned, and creating the schedule

Planner, Estimator, Scheduler: August 2003 through December 2003 Zachry

Construction Field planned work Olefins unit, both cold side and hot side.

My responsibilities included estimating craft hours, cost material

takeoffs, scheduling and estimating. Field walk downs MO's magnitude of

order & Scheduling Mechanical, Civil, Scaffolding, Equipment. PIPING E&I

MOC & PSSR. Created drawings for drain pipe for shut down of unit.

Estimated Two Capital Projects Plus estimated Furnace work and cogen

modification for two projects to be done before major outage and engineered

by Jacobs Engineering Central office. Estimated a Project for a new

Silencer to be removed and revamped per the Client.

Scheduler, Planner: March 18, 2002 to June 2003 EXXON/MOBIL

I estimated and scoped out work for the #1Crude and #1Coker Units in

Chalmette Louisiana. The Class V Estimate for the Coker was 4MM and the

Class V estimated for the #1 Crude was 8MM. Tray Design Manufacturing and

Delivery were done on a fix fee. The Vessel work & Exchangers were done on

lump sum. Furnace work including pigging the furnaces one box and two cans

were bided out along with highly skilled pipe contractor mostly hot work

was fix fee. And the FMU's field make up will be done with less skilled

personnel due to restriction put on piping were done lump sum including

project work. Companies supply of Best Practices Labor. I produced the

shift schedules for the execution team of the outages for the Coker # 1

Crude # 1 & Prefract unit at the time of the work. We were able to make the

TAR window without any OSHA recordable. I leveled scheduled the resource

manpower. Within the perimeter of the budget $12MM I also updated at the

end of each shift with a managers meeting being held @ 10:00 which

production reports from report writer using class and contractor in P3, I

also use graphic the backup graph or target and current views. This was

done during the Cat Cracker T/A & HF Alky T/A. in September through

November.

Scheduler, Planner, Cost Control: May 15th 2001 through March 2nd 2002

Zachry

I completed one Cement plant Capital for Zachry Construction Corporation

of San Antonio Texas. Revamped the Drying Kiln from Natural Gas to Coke,

Coal or Used Tires in this way it would save money on the fuel that it took

to operate the kiln for the client. This required excavation of a tunnel

for a conveyor system for a rail car unloading platform. The installation

of ball mills and erection of a new larger plant, this included large

electromagnetic and strippers to remove the steel from the chopped used

tires. From October to March I worked on three coals fired boilers.

Changing out 600 tubes in the super and radiant heat section of the boiler

and installation of new High mega watt transformers for (SRP) Salt River

Project in northern Arizona

Also had to install car unloading equipment and installing new conveyors

for the coal yard in the Apache Reservation these outages came in under

estimated cost by 300k. In January I was transferred to Tampa Florida at

the Big Bend and the Gannon Station V operated by TECO Tampa Electric

Company. During this period I did estimating from Project work from the

intake screens to the DCS and adding on to the Control Room that could

accommodate the new Control Board for Operations. I also estimated and

completed the new Firewater system for the Gannon Station. A new conveyor

for the moving of coal from coal yard to the ball mill was installed.

Turnaround & Project Coordinator & Scheduler: Jacobs Engineering, September

20th, 2000 through February 2, 2001 at Marathon Refinery in Garyville La.

I worked in the GHT Unit number 14, which a revamp of the unit making it

capable of increasing Unit production 20 % and to send feed to the new

Coker unit that is presently being constructed by other contractors. The

unit work is completed with the instrumentation and electrical which

included additional Motor control center and a new control house for the

plant. Following in suite the unit was able to start up January 27th,

2001 as planned.

March 17, 1998 to September 20, 2000 H. B. Zachry at the Union Carbide

Plant in Taft, Louisiana

As the turnaround coordinator I was over all turnarounds. These consist of

5K man-hours known as mini washes through 200K man-hours or more. These

turnarounds include cat changes of reactors repair per assessment

recommendation plus all regulatory requirements for condensers, towers,

furnaces, piping, instrumentation and electrical outages. I have completed

the last year with great success for (PF) performance factor and Production

start up to meet the schedule of the business group of that unit. These

T/A's were at Acrylics, Butonal, Olefins, PXC, SPU, Boilers, Oxide Cogen

and Amines units. At this facility there is over 200 duration days of

turnarounds within a twelve-month period.

May 1995 - March 1998 Jacobs Engineering

Cost Controls at Allied Geismar Hydrofluoric and Multi Products Plant.

Responsible for forecasting maintenance costs. I accomplished this by using

historic data and daily activities of maintenance. On team to develop

Change order form to automated system that is off-line with Allied MMS

system. Help establish forecast for year to date and for total year of

1996 showing actual cost and forecast cost. This forecast is being used to

set budget target for 1997 budget. Total Maintenance for the facility was

budget of 20 million dollars for the fiscal year of 1997. I also had to

cover cost on the conveyor that brought spar into the plant.

April 1993 thru April 1995 Estimate \ Planner \ Estimated planned and

scheduled projects at NPC

For ISC at the largest Hazardous Waste projects met the deadline set forth

by the client. I worked for Al Melancon in the estimating take offs and

ordering the electrical material for the Site. I was also the lead

Primavera Scheduler for the site.

1989 - 1993

Shell Plant, Wilmington, California, from June 1989 through 1993 Brown and

Root Industrial Services I headed the planning team and became T/A

Estimated planned and scheduled Coker Unit Work for T/A consisted of

144,000 estimated man-hours for which had a day shift and night shift.

Project work included upgrading super structure and installing 14,000 feet

of pipe. The Coker Turn a Round came in ahead of schedule and under the

13.5 million-dollar that was budgeted for the Coker Unit Turn a Round. The

T/A had a 1.36 incident rate, which set a precedent for other complexes to

compete against. UNOCAL Plant, Carson California. Coordinated the flasher

unit T/A that was completed under the original budget of 6.5 million

dollars. The T/A consisted of major repair work on flasher column and fired

furnaces.

1981-1989

Brown and Root Maintenance Shell Oil Norco, La. Worked up the trade of pipe

fitter, welder on Projects when I was transferred to Industrial Service of

Brown and Root and worked as a boilermaker. At this time I was given the

chance as a Pipe supervisor Pipe G.F. In 1987 I started planning T/A there

I became a Planner/ Scheduler planned piping, capital projects. Main

Project was the elimination of C3, C4 releases directly into atmosphere due

to over pressure. Estimated Scheduled the Hot feed Project at DU-5. This

project eliminated a bottleneck in piping to feed unit heat exchangers to

obtain higher product quality and quaintly in unit. Planned and estimated

dual feed header to Olefins units in order to increase the amount of feed

to the fired furnaces this was done by erecting additional structural iron

and the erection of 24 inch header with 6 inch risers going to each

furnace. Estimated, planned Polypropylene Turn a Round I hosted daily

update meeting on progress, cost, and craft disciplines. As a supervisor I

was responsible for clearing the utilities unit pipe rack and the isolation

of the cat-cracking unit after the explosion of 1988. I was in charge and

had responsibility of rebuilding the distribution and logistics pipe rack.

1979 -1981

Brown and Root: Georgia - Pacific Plant

Plaquemine, La. I assisted

in grass root as an Iron worker then became thru school a Pipe Fitter for

the construction of expansion at the Georgia Gulf in Plaquemines LA.

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