MANAGER PROJECT CONTROLS

budget development – ESTIMATING - planning / scheduling – COST FORECASTING – procurement/Contracts support – Progress reporting – Earned Value –Change Control - Claims mitigation – Proposal Development - invoice auditing – Quality Control – Communication – Administering Procedures & Policies - Process Improvement - Sarbanes-Oxley Compliance / Corporate Requirements - Team Building / employee Development

Manager project controls with over twenty eight years of experience working for both client and engineering / contractor based companies. I have a proven track record in project control techniques and tools, project management skills, negotiation, customer service, team building and interpersonal communications for engineering, procurement, construction and commissioning projects. Multi-disciplinary skills are in the areas of client and contractor liaison; project monitoring, cost control, change control and forecasting, project planning and scheduling; design, procurement and construction coordination and supervision; auditing, process improvement and administrating procedures and policies; empowering team building, employee development and communication. Well versed in project estimating, coordinating and manpower planning, and efficient with computer applications.

Selected Responsibilities and Achievements

Developed overall cost control activities starting with the definition of a work breakdown structure (WBS) and allocation of budgets through projection of final project costs. Key activities include preparation of project control plans, input to the overall project execution plans, cash flow control and administration of change control procedures, risk and mitigation.

Resumed control over management of EPC contractor’s construction management team including the site project controls department to determine real time costs and project forecasts, change order control, realistic schedule completion date and risk management. Assisted contracts manager in terminating existing contracts, establishing new contracts with proper controls and auditing of previously approved T&M invoices.

Managed costs and schedule on a fast-track cost controlled project with an Owner-as-Construction-Manager self-performed execution strategy, overcoming late notice to proceed delay and design challenges.

Improved project management and control procedures to support current work practices. Enhanced procedures with "how to" instructions for easier control procurement, job cost & planning.

Developed detailed schedules for overall project management, which allowed alternative execution strategy analysis resulting in problem solving that led to on time project completion.

Supervised and trained home and field office personnel to assure understanding and adherence to established policies, procedures and compliance, ensuring projects were completed within established budget and schedule parameters. Fostered teamwork and open communications amongst project team.

Guided project control engineers through the various phases of projects, including initial budget establishment, contract changes, project forecasts and schedule development.

Developed detailed estimates for EPC projects, which were than executed as the control budget to monitor, and manage through completion.

Developed detailed fast track turnaround schedule for a three-month refinery outage and maintenance period. Scheduled activities each hour each shift, seven days per week through project completion. Refined the critical path method schedule with detailed work plans and task lists and included resources to assure appropriate personnel were available for the scheduled work.

Developed and prepared monthly project status reports on all capital projects for the project manager. Status reports highlighted progress, safety, key areas of concern and recommended course of recovery and critical path analysis.

Project Experience List

PPL Generation, Manager Project Controls (2011 – November 2014)

Manager of Project Controls for PPL Generation, Engineering and Construction group for capital projects. Responsibilities include control processes that encompass all aspects of financial management, business planning and reporting, financial reporting, project cost reporting, and Sarbanes Oxley compliance, including, but not limited to, contract administration, change management, purchase-to-pay cycle, and cost control; all designed to ensure the authorized use of and accurate reporting of corporate assets consumed on capital projects. Insure that processes are in place to effectively collect, evaluate, analyze, process and report, in a coordinated environment, all aspects of project development, engineering, construction, startup, controls and any other of the projects relative to cost, scope, quality, schedule and corporate compliance objectives.

PPL Generation, Project Controls Manager (2005 – 2011)

Rainbow Redevelopment and Great Falls Interconnection – Great Falls MT – Developed and monitored project budgets and schedules for a 60 MW hydroelectric project and replacement of twenty three miles of 100 KV power lines with substation improvements and a new 230 KV switchyard with a total combined project site, cost of $259M with a under run of $36M for both projects. Managed change order requests, risks, schedule and progress variances with assistance of two employees assigned at the project site provided invoice reviews and audits. Prepared monthly reports to senior PPL management.

Holtwood Redevelopment – Holtwood PA. Developed the initial project schedules, project estimates, and budgets with project director on a 60 Mw hydroelectric project. Obtained project authorization from senior management.

Montour LLC, Scrubbers – Washingtonville PA. Site assignment and oversight for the EPC contractor project controls group, provided technical expertise related to the integration of scope, resource requirements, WBS, and cost estimating relative to the project plan. Provided technical expertise related to the integration of schedule, milestones, progress measurement and level three schedule monitoring. Provided technical expertise related to risk identification, evaluation and mitigation planning. Ensured accurate progress and schedule reporting from EPC contractor and monitored / audited invoices for proper progress payments. Project cost $565M.

Project Controls Sole Proprietor

American Renewables., - Gainesville Renewable Energy Center, FL – Providing scheduling services in developing a baseline project schedule for American Renewables contractor.

Navasota Energy Partners - Project Control set up services and weekly monitoring on two 550 MW natural gas combined cycle plants in Texas. Provided proposal schedules for other work.

National Steel Erectors – Provided weekly schedule updates for contractor in their P3 schedule.

Hammerhead LLC - Provided schedule claims analysis for defense lawyers on a Miami airport project.

FPL Energy, Project Control Manager (2001 – 2005)

Marcus Hook, PA - 750Mw Cogen – 3x1; 3-CT’s - GE 7 FA’s, 1-STG - Toshiba Extraction STG, 3-FW HRSG’s, 4-FW Aux Boilers. Assisted the owner in determining the project forecast cost which included the cost of the EPC, gas and electrical interconnection costs, commissioning/start-up costs and owner expenses. Developed with the owner start up manager a detailed start up and commissioning schedule to determine when plant systems needed to be turned over in a cost optimized mode. Assisted in the auditing of subcontract and material invoices. Project cost in excessive of $750M.

Jamaica Bay Peaking Facility, NYC, Project Control Manager – Provided detailed scheduling support and accurate cost forecasts for an Owner-as-Construction-Manager self-performed construction execution strategy on a Pratt & Whitney 55Mw dual-fuel gas turbine FT8 swift pack unit. Project was completed on time with a slight overrun, which was the result of the FDNY imposing new fire safety requirements in the design of the plant. The project cost was $60M, and executed in five months.

Bayswater Peaking Facility, NYC, Project Control Manager – Resumed control over management of EPC contractor’s project controls department to determine real time costs and assisted FPLE management team in scheduling the project to a fast track recovery mode construction execution for a Pratt & Whitney 56MW natural-gas fired dual turbine FT8 twin pack unit. Project was executed by working closely with the subcontractors and union labor seven days per week, two shifts, which accelerated the project by ten weeks. The project cost of $58M was maintained, six months to construct and commission.

RISEP, RI – 560Mw 2x1 configuration natural gas power plant, 2 – CT’s Westinghouse 501 FD2, 1- STG GE D11, duct firing on the Vogt HRSG’s. Project Control Manager – Assisted in the scheduling of the start-up sequence and provided management with monthly cost reports. The project value was $550M.

Foster Wheeler Constructors, Inc., and Foster Wheeler USA, Project Control Manager (1993 – 2001)

Jacksonville Electric Authority, Jacksonville, FL – Project controls manager for two-297MW CFB circulating fluidized bed boilers on pet coke, the two largest in the world at that time. Managed two specialists in the Home Office and a team of five in the field. Executed project estimate into control budget and initiated project controls systems and procedures at site. Project budget $340M.

Bay Shore Power Company, Toledo, OH – Project controls manager for a fluidized bed boiler and material handling systems. Initially the home office project control manager re-assigned to the field for 12 months to mitigate subcontract claims, and poor labor productivity. Assisted in the preparation and execution of detailed weekly schedules, assigned work lists, progress analysis of construction activities and system turnovers to the client. Prepared cost and schedule claims analysis for company. Project budget $200M.

Advanced Silicon Materials, Inc., Butte, MT – Project controls manager for a Polysilicon/Silane Production Facility on a fast-track schedule. Supervised three home office staff and five site personnel with a project budget $500M.

ISLA Refinery Upgrading Program, Curacao, SA. – Home office project controls manager for basic engineering on eight-margin improvement process units, ten environmental units, three safety units and offsite units. Detailed engineering and design accelerated on the FCCU unit for a March 1996 turnaround. Field assigned during the turnaround for scheduling support.

The Uno-Ven Co., 1994 Crude/Coker Turnaround Project - Senior EPC Project Scheduler to support a three-month, two-shift, seven days per week - capital improvement and maintenance upgrade. Maintained integrated project schedule and monitored daily subcontract schedules and progress during the plant shut down.

H-R International Inc., Senior Scheduling/Cost Engineer in Jamaica, W.I. (1991 – 1993)

Lurgi/Alpart – Jamaica Calciner/Filtration Relocation, Jamaica, West Indies. – Developed and implemented an EPC project schedule for a process plant which was dismantled in Baton Rouge, LA, and reassembled at the Alpart plant in Jamaica. Field assignment included scheduling, cost forecasting, change order control, material coordination, field supervision, quality control, safety and daily liaison with owner and government officials. The project cost was $200M.

Turner Construction, Project Controls, Field Engineer, Superintendent, Procurement/Subcontracts (1987 – 1991)

Project Controls Engineer on the following projects:

$20M Proprietary Production Facility for Ortho Pharmaceutical

$12M Grass Roots Postal Service Facility

$24M Grass Roots 100 Rooms, Six Story Luxury Hotel for Claremont Associates

$10M Renovation Work for the Newark City Museum.

Field Engineer, Superintendent, Procurement Engineer on the following projects:

$24M Grass Roots Three-Building/Four Story Interconnected Office Complex for the Sammis Company

$12M Tenant Fit-Up for Dun and Bradstreet.

Professional History:

PPL Generation November 2005 – November 2014

Manager Project Controls

Project Controls Manager

Project Controls Sole Proprietor 2001 – Present

Project Controls Consultant / Owner

FPL Energy October 2001 – October 2005

Project Control Manager – North East Division

Foster Wheeler Constructors, Inc. June 1997 – September 2001

Project Control Manager

Foster Wheeler USA June 1993 – May 1997

Project Control Manager

Project Control Engineer

H-R International June 1991 – May 1993

Turner Construction March 1987 – May 1991

Project Control Engineer

Project Superintendent – Small Projects

Project Field Engineer/QA/QC

Procurement/Subcontracts Engineer

Safety Engineer

Schostak Brothers & Company June 1986 – February 1987

Developer Tenant Coordinator – Shopping Mall

Education BS Construction Engineering 1987; Lawrence Technical University; Southfield, Michigan.

PPL Graduate – Managing People & Processes, August 2011; PPL’s Path for Developing Leaders.

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