Project Controls Manager

Thomas L. Green, PMP

*** ******* ***** ********* *****, Pennsylvania 15025

Cellular: 412-***-****

E-Mail: *********@*******.***

Current Employer: Williams

Education: B.S., Robert Morris University, May 1993

Major: Accounting

Professional Certification / Knowledge Areas:

Project Management Professional (PMP), July 2003

Knowledge & utilization of DOE O 413.3B requirements

Software Experience:

Primavera (P6) / MS Project / MS Office (Excel, Word, PowerPoint) /

SAP /

Oracle / SharePoint

Summary of Experience:

2012 – Present Williams

• Sr. Project Controls Analyst

2008 - 2012 First Energy Generation Corp. (Feb. 2011 acquired Allegheny Energy)

• Staff Generation Specialist

2005 - 2007 Allegheny Energy, Inc.

• Project Controls Coordinator

2004 - 2005 Kinkisharyo International, L.L.C.

• Manager, Project Controls & Administration

1998 - 2003 Bombardier Transportation (Holding) Inc.

• Sr. Project Administrator / Deputy Project Manager

1997 - 1998 Union Switch & Signal. Inc.

• Senior Contract Administrator

1993 - 1996 Southwestern Pennsylvania Industrial Resource Center /

Pittsburgh High Technology Council

• Manager, Government Contracts

1988 - 1993 Daxus Corporation (formerly Dravo Automation Sciences, Inc.)

• Cost & Schedule Engineer / Sr. Accountant

1980 - 1988 Dravo Engineering, Inc.

• Cost & Schedule Engineer

1975 - 1980 Townsend & Bottum, Inc. – Bruce Mansfield Power Station

• Budget Coordinator / Cost Engineer

1974 - 1975 Gibbs & Hill, Inc.

• Cost Engineer

Relevant Experience:

As a Sr. Project Controls Analyst at Williams, my responsibilities include project

controls management of compressor station and pipeline projects. The cost management

portion of my responsibilities include forecasting resource (labor, material, equipment, and

indirect) costs on a monthly basis for a given project, monitoring cost performance, and

analyzing and explaining to management, monthly variances to budget. Analyzing cost

variances during the course of a project is instrumental in identifying and mitigating many

cost and schedule issues. Laying out a well defined plan and then monitoring performance

against that plan and reacting in a timely manner can be key to a successful project. Bi-

weekly meetings are held with the project manager to review the Actual Cost of Work

Performed (ACWP) and to forecast the Estimate-To-Complete (ETC). The sum of these

two cost elements is the Estimate-At-Completion (EAC) and is compared to the Budget

resulting in budget variances that are analyzed on a monthly basis. I am responsible for

the development and updating of the project schedule, including the integration of

contractor schedules. Weekly meetings are held with the project manager to status the

schedule, and to review any variances to the baseline, including determining any

corrective actions that need to be taken.

As a Staff Generation Specialist for First Energy Generation Corp., my

responsibilities included project controls management for station outages (turnarounds) at

two supercritical power stations. The typical power plant outage is a tight schedule,

limited budget project, and characteristically intense. Reaction time is usually within

hours after the end of a work shift. I was the Lead Project Controls Specialist responsible

for outage cost and schedule. I was responsible for running the daily morning meetings,

presenting the prior shift's cost and schedule performance, and facilitating decision making

with regard to the next two shifts' work focus. Outage performance was monitored daily

from both a schedule and cost perspective. Manpower and cost curves were generated by

craft. The manufacture of major equipment was monitored against progress payment

milestones as established in the purchase order and reflected in the project schedule and

cost report. I attended both daily shift turnovers and provided key cost and schedule

information that was pertinent to the turnover. When I departed First Energy we were in

the early stages of implementing Earned Value concepts.

As Project Controls Coordinator for Allegheny Energy, Inc., my responsibilities

included project controls management for station outages at two supercritical and one sub-

critical power station.

As Manager Project Controls & Administration for Kinkisharyo International,

L.L.C., my responsibilities included budgeting, scheduling, and documentation control for

two large transportation projects, in Phoenix and Seattle.

As a Sr. Project Administrator/Deputy Project Manager at Bombardier

Transportation, my responsibilities included project management support for light rail

transit projects in Boston, Atlanta, Dallas, Beijing, Vancouver, and Kuala Lumpur. I also

was the project manager for an LVPS/Battery Charger project for New Jersey Transit.

As a Senior Contract Administrator at Union Switch & Signal, my responsibilities

included project management support for an Automatic Train Control system on a large

mass transit project in Copenhagen, Denmark.

As the Manager, Government Contracts at the Southwestern Pennsylvania Industrial

Resource Center, my responsibilities included management of state and federal contracts,

negotiation and management of subcontracts, monitoring compliance on federal contracts

(DoD and NIST/Dept. of Commerce), budgeting, project invoicing, project cost

accounting, government invoicing, proposal preparation, and indirect cost rate submittals.

As a Cost & Schedule Engineer / Sr. Accountant at Daxus Corporation, my

responsibilities included project cost reporting and scheduling, financial statement

preparation, project invoicing, monthly closing and account reconciliations, general and

subsidiary ledger maintenance on DOD projects. This included knowledge and utilization

of DOE O 413.3B requirements.

As a Cost & Schedule Engineer at Dravo Engineering, Inc. my responsibilities

included project cost forecasting and reporting, analysis of project profitability, cashflow

projections, government DOD CSCSC (CS2) reporting, monthly presentation of projects'

financial status to corporate management, and project schedule analysis and maintenance.

This included knowledge and utilization of DOE O 413.3B requirements.

As a Budget Coordinator/Cost Engineer at Townsend & Bottum, Inc. my

responsibilities included cost management for the engineering and construction of the

three-unit Bruce Mansfield Power Station.

As a Cost Engineer at Gibbs & Hill, Inc. my responsibilities included project cost

forecasting and reporting, analysis of project profitability, cashflow projections, and

monthly presentation of projects' financial status to management on various Duquesne

Light electric power plant facilities located in western Pennsylvania.

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