Project Manager

Title:

Project Controls Manager

Affiliations:

PMP (Project Management Professional) Active

Experience:

More than thirty years of experience as a Project Controls Manager and Principle Project Scheduler with comprehensive working knowledge of cost, scheduling, estimating, procurement, planning, and change management within the EPC industry at the project or field execution level. Extensive field experience and formal training in construction projects Involving: Turnarounds, Evergreen Projects, Revamp/Modernization, Capital Projects, Off shore Compression & Process Platforms and Maintenance.

Organizing and managing a qualified staff to establish, analyze and forecast schedule, cost, estimating, and risk management information, maintaining a cost/schedule control system to provide client management with the decision making tools for project control to ensure adequacy and efficiency. Proficient in Primavera P6, EcoSys, Oracle, and Citrix Data Systems.

Technip USA, Inc., Houston, TX, 06/11 to present

Project Controls Manager

FHR Flint Hills Resources – Detailed Engineering Phase 27.5 MM – Replacement of Demethanizer Tower & Ethane Feed Flexibility Project (Revamp)

BP Maddog Project – Define Phase 27.0 MM

PDVSA - Engineering, Procurement, Construction, & Startup of the Accelerated Production Infrastructure For the Dragon Field

Onshore and Subsea Project in excess of 2.8 B

Provide project leadership that promotes best practice for project services and assists the Project Manager in the overall successful management and achievement of the project objectives, including the disciplines of Cost, Planning/Risk Management, Change Management and Estimating.

Plan and manage the project services discipline for the project, coordinate with the Division Management and Department Managers in the region, measure and ensure project services quality compliance and best practice for the project.

Coordinate, Issue and manage the project procedures and documentation, assist the Project Manager in the proactive identification, evaluation, and monitoring of risk and opportunity in the project management environment, including risk mitigation planning and execution of risk management.

Cameron, 2008 to 06/11

Senior Project Services Manager

Jack St. Malo Project – 332MM

Responsible for managing an international controls group that provides Scheduling, Cost, Change Management and Document Control of a 330 mm Deepwater Subsea Project.

Jacobs Engineering Group Inc., 2007 to 2008

Project Controls Manager

Exxon Mobile, Baytown, TX – Annual Cost - Capital Projects in access of 228MM, Performed Turnarounds and Maintenance Annually in access of 150MM.

Responsible for managing a controls group of 45 that provides Cost Control and Reporting, Project Estimating, Scheduling, and Change Management for Capital, Maintenance, and Turnarounds for the ExxonMobil Facility.

Schlumberger Oilfield Services, 2003 to 2007

Project Controls Manager

Dalia Project – 400MM

Responsible for providing and maintaining the overall project cost, budget and schedule control in accordance with project procedures, monitoring and reporting actual costs vs. plans. Develop Engineering progress curves from deliverables plans based on earned values. Assisted with the final implementation of standard planning, scheduling and cost reporting processes that were to be applied to all projects at SRC

Tyco Flow Controls (Tracer Industries), 2000 to 2003

Project Controls Manager

Responsible for project controls for multiple large new construction projects and small maintenance projects. Responsible for scheduling, project quantity tracking, manpower loading and cost control

Brown & Root

Kellogg Brown & Root, 1978 to 2000

Lead Planner/Scheduler, Project Cost Control, Turnaround Planner, Mechanical Estimator

Pemex Project – 780MM

Fabrication Scheduler located at the Greens Bayou Fabrication Yard. Responsible for scheduling, manpower loading, tracking and progress reporting, of two 12,000 ton offshore Compressor and Process Platforms.

In addition, during intermittent employment with this company, I served as Turnaround Planner and Mechanical Estimator on various projects between 1978 and 1994.

Shell Deer Park, 6 years turnaround team planner.

Turner Industries, 1995 to 1998

Lead Planner, Scheduler, Cost Control, IMC

Planning & execution of Coker and Gas Recovery Unit Turnaround. Responsibilities included, but not limited to. Planning, Estimating, and scheduling, cost tracking of 600 Maintenance Work orders and approximately 50 Capital Projects.

Lead Planner, Condea Vista

Planning and execution of small Alcohol Unit Hot Wash T/A. Utilizing Primavera P-3 as scheduling tool. And J.D. Edwards as cost tool.

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