Rolando Charcos Canseco

Prof. Civil Engr., Project

Management/Controls

adlulp@r.postjobfree.com

+65-91708367

Skype: RC Canseco

Singapore

Professional Civil Engineer with multiple impactful performances in site supervision, construction management, project management, project controls and services, in multiple industries including commercial building, factory complex, power plant, MRT, petrochemical, LNG, oil and gas, renewable energy. Competencies and Proficiencies

ADVANCE

Planning, Scheduling, Control

Cost Control

Scope Change Control

Risk Control

INTERMEDIATE

Cost Estimating, Budgeting

Contract Management

Tender Management, RFP/RFQ

Quantity Takeoff

INTERMEDIATE

Project Management

Construction Management

Site Supervision

Document Control

Tools and Proficiencies

ADVANCE

Primavera P6

Unifier

Maximo

MS Office

INTERMEDIATE

Primavera Risk Analysis (Pertmaster)

MS Project

SAP

Tableau

INTERMEDIATE

MS SharePoint

MS Visio

Career Objectives

Collaborate implementation of business case with gated decision support process approvals for most optimum solution.

Facilitate implementation of project management and controls best practices, tools, systems, methods, enabling capabilities through trainings and supports, consistent and integrated application of processes across programs and projects.

Provide project management and controls governance to convey critical information to stakeholders and senior management for better decisions, improved execution, and increased success in delivery.

Protect company’s interest against early warnings, risks, and threats, supporting governance and compliance, promoting due diligence.

Create opportunities for the company for increased business profitability. Support business development and sales in winning tenders.

Manage project P&Ls with the objective of on-time delivery, within budget, meeting quality, zero HSE and regulatory infringement. Work History and Key Achievements

Jul 2020 – Present

Project Management/ Controls Consultancy

Freelance, SGP

Freelance project management and controls consultancy services offered to entry and mid-level LinkedIn professionals. Sep-2017 – Jan 2020

Lead Project Controls

GE Renewable Energy, SGP

Projects: APac Onshore, Offshore Windfarms, Substations, Grid Solutions: WEH 161/166KV AIS Thailand, CEM Macau and SPPG Singapore, 66KV GIS, wpd Taiwan 66/161KV GIS, Project Cost $165M (Original), $172M (Final)

Functional role to manage project planning, costs and variations for tenders and execution, with client and internal reporting.

Prioritized recovery measures on ongoing WEH Thailand project with severe delay issues, minimizing delay at completion, rebuilding client’s trust and confidence.

Secured excusable EOT with wpd Taiwan, increased margin with 2-VOs.

Contributed heavily on strategizing WEH and wpd site executions.

Completed on time and increased margins on 2-VOs for CEM Macau, 1-VO for SPPG.

Contributed improvements to center of excellence; procedures that closed gaps to provide more accurate reporting.

Recipient of 3 Impact Awards from Regional and Country Leader for exceptional performance. Reason for Leaving: Personal Reason.

Jul 2013 – Jul 2016

Project Controls Manager

ADMA-OPCO (ADNOC), UAE

Project: Zakum West Super Complex +100MBD Modifications Project (Execute Phase) Project Cost $74M (Original), $194M (Final)

Functional role to manage Contractors’ and Consultants’ project planning, costs, risks and variations for tenders and execution, with internal reporting.

Resume of RCCanseco

Page 2 of 4

On-time completion through progress follow-throughs across EPC Contractor, PMC, IVB, TIPA, HSEIA Consultants, including VO scope on fabrication and offshore installation of LCR module and bridge, and 32 days offshore platform shutdown.

Rejected $14M of EPC VO for unjustified barge escalation cost, and $2M of IVB VO for additional reviews that were design development, saving

$16M of potential cost.

Project: Umm Shaif Oil Pipeline Expansion & Elect. Upgrade (Define Phase, Tender for Execute Phase) FEED Cost $21M (Original), $23M (Final); EPC, Consultancy Tender Estimated TIC ~ $1B

Functional role to manage project controls inputs to EXECUTE tender for cost estimates, level-3 planning, cost and time risks contingencies, project controls requirements to Contractors and Consultants including deliverables, progress measurement, risks and change control, reporting, personnel qualifications etc.

Completed FEED by Worley Parsons on-time with 1-VO.

Proposals Team Member for EXECUTE tenders of EPC, PMC, IVB, TPA, HSEIA packages, bidder’s prequalification and selection, technical and commercial evaluations, clarifications, tender award recommendations to Senior Management. Reason for Leaving: Project completion. Tender award was cancelled due to the impact of low oil price. Jun 2012 – May 2013

Project Controls Manager

InterOil Corp., SGP

Project: Gulf LNG Development, Papua New Guinea (Conceptual-FEED-Prelim Works) LSTK Tender Estimated TIC ~ $6B

Functional role to manage Contractors’ and Consultants’ project planning, costs, risks, variations and documentations for tenders and execution, with internal reporting.

Proposals Team Member for Environmental Impact Assessment, Feasibility Studies, FEED, Early Works, LSTK while company sourced for farm- in partner prior to Final Investment Decision (FID).

Prepared 2013 Capital Expenditure Work Program and Budget with AFE approval.

Prepared Early Works Master Plan Program for plant site, pipe route clearing and grubbing, cut and fill, temporary access, camp, facilities, utilities, plane-chopper landing strip.

EIA and FS consultancies, early works status reporting. Reason for Leaving: Total SA farmed-in as major partner, taking over gas fields’ development project. Jul 2010 – May 2012

Project Controls Manager

KBR, Inc., SGP

Project: BP QUAD204 FPSO - Topside Modules Detail Engineering & Procurement Support Project Cost $77M (Original), $80M (Final)

Functional role to manage project planning, costs, risks and variations for tender and execution, with client and internal reporting.

Proposals Team Member that secured project from HHI (EPC Contractor).

0n-time completion through progress follow-throughs, including design VO scope.

Increased profit margin from 17% at tender stage to 25% at completion from increased productivity manhours savings and VO. Reason for Leaving: Project completion and lack of project at the time. Feb 2009 – May 2010

Sr. Project Controls Engineer

China Offshore Oil Eng. Co., CHN

Project: Modularized Nickel Plant Fab. & Loadout: Fabrication & Loadout of 12 Structural Steel Modules Fitted with Owner Furnished Equipment, E&I, Piping for Koniambo Nickel SAS, New Caledonia

Planning, scheduling, and cost control support to project.

Daily fabrication yard monitoring walkarounds highlighting areas in the plan that need attention helped achieved $1M first steel cut milestone bonus and on-time project completion.

May 2006 – Dec 2008

Sr. Planning Engineer

Keppel FELS Ltd./PPSPL, SGP

Project: Ningaloo Vision FPSO Conversion: Tanker Conversion & Life Extension, Integration of Process, Gas Compressor, Turbine Generator, Powerhouse, Water Injection, Chemical Injection, & Produced Water Topside Modules, Detachable Mooring System, Cranes, Flare Tower, Utility, Commissioning, Sea Trial, Offshore Hook-Up, First Oil

Program integrated planning of multiple schedules for tanker conversion and various topside module packages.

Delayed delivery of FPSO due to engineering and procurement issues. Blackford Dolphin Rig Upgrade: Upgrades for Enlarged Pontoon, Deck Refurbishment, New LCR, OFE, E&I, Piping, Structure & Facilities, Commissioning, Sea Trial

Resume of RCCanseco

Page 3 of 4

Integrated planning and schedule control for multiple work and equipment packages.

Close monitoring, drive for progress, and immediate raising of issues for resolution helped achieve on-time delivery of rig. Mar 2000 – Apr 2006

Project Controls Lead cum Contracts Administrator

Foster Thermal Eng./UBF Maint. SB, MYS

Shutdown, Turnaround and Mini-Projects: Optimal Chemicals (M) Sdn. Bhd.; Kerteh Refinery Sdn. Bhd.; Malaysia LNG-3 Sdn. Bhd.; Asean Bintulu Fertilizer Sdn. Bhd.; Acidchem International Sdn. Bhd.

3-stage planning of pre-TA, TA, post-TA with micro-planning to level-5 of equipment reliability maintenance shutdown including new installation packages for TA phase.

Led in estimating using simulated resource loaded micro-planning that won Optimal job.

Offered to be absorbed by Optimal after successful TA.

Received early completion recognitions from Optimal Chemicals and Kerteh Refinery.

Achieved LNG-3 $1M on-time completion bonus.

Won LNG-3 $1.5M claim dispute against indirect cost reduction.

Successful 5 shutdown, turnaround, and mini-projects early/on-time completions. Jul 1996 – Dec 1999

Project-Site Engineer/Planning Engineer

TEN Engineering SB, MYS

Project: IOI Putrajaya Marriot Hotel; Construction of Hotel & Commercial Blocks with Secant Bored Pile Basement Walls, MEPS, Architectural Finishes, Site Development & Landscapes

Construction management leading in-house supervisors and subcon supervisors for civil, structural, plumbing, sanitary. architectural with interfaces with mechanical, electrical, fire and safety installations.

Successfully highlighted and cleared numerous drawing conflicts, clashes between architectural, structural, MEPS drawings through RFIs.

Doubled as planning engineer to cover staff who left the project.

Late completion due to internal issues.

Electronics Factory & Office Building Complex: Construction of Office Block & Factory Building Complex including Raised & Non-Skid Floor Finishes, MEPS, HVAC Power & Control Room, Site Development, Access Roads, Storm Drains

Strong performance by project team led to early completion ahead of schedule. Jan 1991 – Jun 1996

Project In-Charge/Lead Const. C&S Engr

EEI Corp., PHL

Project: MRT-3 Light Rapid Transit System

Briefly managed scope from bored pling, raft pile caps, pier T-columns, tandem lifting and installation of precast pre-tensioned RC girders, completing 1-span before transitioning to an overseas job. Projects: 600MW Masinloc Coal Fired & 450MW Makban Geothermal Power Plant & Facilities Including Cut-Fill, Bored Pile & Mat Foundations, Powerhouse, Control Building, Lifting & Installations of Turbine Generators, Separators, Condenser, Pumps, Vaporizer, Regenerator/Heat Exchangers, Cooling Tower, Coal Supply, Boiler, Feedwater, Preheater, Precipitator, Stack, Transformers, Powerlines, Jetty, Site Dev., Access Roads.

Led, direct, managed the construction of assigned area with focus on scope, people, and stakeholder management.

Addressed challenges to cost, time, quality, and safety in achieving successful project deliveries meeting cost, time, and quality KPIs. Feb 1989 – Dec 1990

Bid Estimating/Planning Engr.

EEI Corp., PHL

Tenders for Commercial, Industrial Buildings., Infrastructures

Provide quantity take-offs from blueprint tender drawings for civil, structural, plumbing, sanitary and architectural scopes.

Use company’s and third-party sourced manhour and equipment-hour productivities and rates to calculate pay item costs.

Provide planning to the level required by the tender. Credentials and Personal

BS Civil Engineering (Academic Scholar), Far Eastern University, Philippines

Licensed Professional Civil-Structural Engineer (LNo. 53630), Professional Regulation Commission, Philippines

Philippine Institute of Civil Engineers, Member

PMI, Member 2005-2020

AACEI, Member 2006-2020

Singapore Citizen. Residents Committee Grassroot Leader Resume of RCCanseco

Page 4 of 4

Reference Capabilities

Value Assurance Process (VAP) with Decision Support Package (DSP) gated approvals for Assess/Conceptual/Feasibility phase, Select/Evaluate phase, Define/FEED/FEL phase, Execute phase, Operations phase.

Tender/RFP/RFQ: Cost estimating with quantity take-offs or engineering BOQ, in-house, outsourced or parametric rates, costing, cost risks contingency provision. Scope planning and scheduling to required WBS level of detail, schedule risks contingency provisions. Provide project controls procedures for progress measurement, reporting, invoicing, other deliverables, Project controls staffing.

Planning: WBS, work packages/deliverables, resource/cost loaded tasks, task/resource calendar, calculate tasks weightages, for progress measurement, deterministic duration estimates using productivity rates, CPM logical links, schedule best practice quality check, validate critical path, adjust and check compliance to contractual dates, assign work packages ownership, probabilistic duration estimates, schedule risk contingency provision, agree and set baseline schedule, document bases, references, assumptions and constraints, generate progress s- curves and histograms, submit planning package, and procedures for progress measurement, reporting and invoicing, update actual progresses, earned values (EVM), and schedule variances (SV) against planned values (PV), schedule-performance-index (SPI), actual productivities and variances, productivity-to-go, progress trends. initiate recovery plan for delays, manage schedule contingency release, record delay events, submit excusable extension of time (EOT), incorporate schedule variations to program, submit progress status report, influence progress achievement by helping drive performances from task owners.

Cost: Provide cost estimates at tender, include cost risks contingency provisions, recast post-award as-sold tender values into CBS project baseline budget post review by project team and agreement with management, exercise controls at engineering phase monitoring tender material take-offs (MTO) against actual MTO, at procurement phase monitoring budgets against actual PO values, at execution phase vetting incoming invoices not to overpay against payable progress, and submitting invoice to client for timely payment to protect cash flow, update actual-cost-of-work-performed (ACWP), accruals, VOWD, commitments, current budgets or budget-at-completion (BAC) considering approved cost variations and budget shifts, calculate earned value budgeted-cost-of-work-performed (BCWP) and cost variance (CV) against budgeted- cost-of-work-scheduled (BCWS), check cost-performance-index (CPI), analyse estimate-tocomplete (ETC) against cost-to-complete (CTC), initiate mitigation measures for cost variances, check if confirmed cost variances can be covered by allowable budget shift or cost contingency to protect margin/project budget, manage cost contingency use, transfer, drawdown, or release if unused, submit compensable cost variations and add to budget, submit cost status report, constantly look for cost saving opportunity for lowest possible project cost/increased margin.

Risk: Identify, validate, categorize, probability-impact assessment, assigning, mitigating, contingency planning, updating, monitoring, closing. Provision of cost and schedule risks contingencies during tender, management of cost and schedule risks usage during execution. Adding new risks as they are identified, and closing eliminated or executed risks. Close monitoring of risks and implementation of mitigation plans to try to eliminate risks or minimize impact. Conversely, take advantage of opportunities that will benefit the project

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