Luis Ottati

** ********* ******** **, *******, AB T2V 3K8

403-***-****

linkedin.com/in/luisottati4457 ad4q5w@r.postjobfree.com

INNOVATIVE PROJECT CONTROLS MANAGER

Ensure accuracy in the predictability of the final Total Installed Cost (TIC) and Mechanical Completion date

Analytical and Proactive professional with both, hands-on and management experience in all aspects of Project Controls for Sustainable Capital and Capital Investment Projects for more than 25 years. Adds value through deep involvement with all members of the Project and Company Team ensuring information is reliable and the focus is Analysis and Forecast.

Obtained solid results during Business Development, Project Sanction (Pre-FEED & FEED) and Execution (Detailed Design, Procurement and Contracting, Logistic, Fabrication and Modularization, Construction and Commissioning and Start-Up).

Key Skills:

- Earned Value Management (EVM) - Forecast (Time and Money)

- Quantity and Physical Progress - Critical Path analysis

- Scheduling, Progress & and Cost Management - Float and Contingency Management

- Risk/Opportunities Management - Resolution of difficult and complex project control problems

PROFESSIONAL EXPERIENCE

TURNER & TOWNSEND

Senior Consultant 2020 - 2023

•Project Management and Controls Sr Consultant for major O&G and Mining projects, Project Management Office (PMO) development and implementation.

•Managed the early implementation of Constructability and Operability analysis during the Engineering/Design phase.

•Develop and implementation of project procedures and plans, including Project Execution Plan, Project Controls Plan, Procurement and Logistics Plan, Contracting Strategy and Commissioning and Start Up Plan.

•Mentored program for youngest professionals.

SHELL CANADA

Project Services Advisor 2017 - 2020

•Managed Project Costs for the Foothills and Groundbirch Assets on Sustainable Capital and Capital Investment (Growth) Projects and Turnarounds (Caroline and Jumping Pound Gas plants).

•Managed Facilities and Pipelines construction for the replacement and abandonment and Concept Engineering projects for future development.

•Developed and implemented processes and tools to accurately determine Value of Work Done (VOWD) or incurred cost, based on direct contact with contractors and prediction of Estimated Final Cost (EAC) based on remaining scope to determine

•Prepared all Project Controls reports and analysis to the Corporation, Projects and Technology organizations.

TRIPLE J PIPELINES 2017

Site Project Controls Supervisor (Contract)

•Site Project Controls Management on a 30” and 36” Pipeline Replacement Project, for Enbridge in Interior BC. 100% of all project’s Processes and Procedures implemented the first month of execution, including all reports and Key Performance Indexes (KPIs).

•Construction final cost forecasted and predicted three months before Project Completion, within 2.5% range.

•Construction Completion date achieved within 3% range, prediction made three months before Project Completion.

•Prepared and maintained all project plans and schdules with different execution scenarios.

•Cost Control Management taking the Approved Cost Estimate and converting into the Project Budget, coding it and phasing it to create the Planned Expenditures Profile and tracking Incurred Costs and Forecasting the Estimate to Completion, Measuring and Forecasting Physical Progress and KPI’s.

•Scope Management keeping a Management of Changes Procedure updated and the Management of Request for Information (RFI).

•Reporting Management by Coordinating the Information Gathering process for internal review and approval process.

ALTAGAS 2015 - 2016

Project Controls Manager

Engineering, Procurement and Construction Division (A portfolio of $650M/year).

•Increased predictability on Project Total Installed Cost (TIC) and Completion Date, 3 months before expected completion by implementing innovative forecasting approach.

•Achieved 70% of 2016 Goals by end of May by implementing standard templates for work breakdown structure (WBS), cost breakdown structure (CBS) and code of accounts, schedules, cost reports and physical progress.

•Developed and Implemented a quantities tracking tool for Fabrication Shop and for Construction Site, allowing calculation of KPIs as Productivity Factor and Production Rates per commodity, for Physical Progress and, mainly for Forecasting.

•Overall Portfolio Management by creating consolidated tools for control and reporting, represented by Dashboards with general information on relevant aspects.

STANTEC 2013 - 2015

Project Controls Manager

Managed 150+ projects simultaneously for approximately $750M/year

•Increased Project Controls billable hours in 250% in 1 year by demonstrating the added value of Earned Value and correct forecasting

•Reduced Clients rejections in 65% on both Schedules and Cost Reports in 6 months, by including insight and analysis in all reports and aligning with client requirements. Client expectations were clarified and validated.

•Improved Project Controls Team morale by encouraging to cross training in other functions and setting up short term goals.

•Increased credibility in Project Controls by improving communications and utilization of “one source” approach.

•Built the Project Controls Department and recruiting all positions. Developed and implemented all processes and procedures for Project Controls.

DEVON CANADA CORPORATION 2010 - 2013

Thermal Heavy Oil Development

Leader Project Services (Managing a $900M/year Portfolio)

•Increased predictability on Project Total Installed Cost (TIC) and Completion Date, 8 months before expected completion by implementing innovative forecasting approach.

•Enhanced communications by implementing different and new Reporting Tools, among them Dashboards Wall Displays with all relevant information about the projects in particular and the Portfolio of projects.

•Reduced in 40% changes approval turnaround time from originating through approval/rejection by developing and implementing an Electronic Management of Changes tool developed in SharePoint.

•Created the Project Services Department and recruiting all positions. Developed and implemented all processes and procedures for Project Services for Planning and Scheduling, Cost Management with emphasis on Forecasting, Physical Progress measurement & forecasting and Electronic Management of Change (eMoC)

•Developed and implemented of an electronic tool for Cost, Progress and Reporting Management called Thermal Heavy Oil Reporting (THOR).

•Standardizid of the reporting format and process for the THO Programs Portfolio

HUSKY ENERGY 2008 - 2010

Sunrise Oil Sands Project

Project Controls Lead (Sr. Project Controls Specialist)

•Reduced Project Execution Plan (PEP) preparation time by implementing the “Empty Binder” approach that allowed full involvement of all participants.

•Enhanced Risk Management process by implementing a comprehensive process to manage Mitigation Actions and re-ranking after actions.

•Increased project predictability in TIC and schedule by implementing the “Banana Curve Analysis” for FEED and FEED+ phases.

•Reduced Time of reporting preparation by simplifying Reports Structure. Planning and Scheduling, Cost Control and Estimation, Progress Measurement, Staffing Plan, Changes Management and Time & Cost Forecasting. Invoicing and Cash flow, Risk Management.

JACOBS CANADA, INC. 2006 - 2008

Project Controls Manager

Upgrading Project-Sulphur Complex

•Reduced Invoicing approval turnaround by implementing a “Pro-Forma” Invoice for preliminary review and approval.

•Enhanced Cost Estimate review and approval by implementing a methodology to split project in areas.

Planning and Scheduling, Cost Control and Estimation, Progress Measurement, Staffing Plan, Changes Management and Time & Cost Forecasting. Invoicing and Cash flow

EDUCATION AND TRAINING

Mechanical Engineer degree (BSc) obtained in the Universidad de Carabobo, Valencia,

Venezuela.

Advance Project Management (Diploma) from the University of Calgary.

Several training courses in Leadership, Project Controls Management, Portfolio Management,

Project Planning, Cost Management and Management of Changes, among others.

Member of the Project Management Institute (PMI) and of Professional Engineers and

Geoscientists of Alberta (Canada) (APEGA)

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