Project Management Environmental Remediation

STEVEN R. MICHELSON

**** ******** ****

Northbrook, IL 60062

PROFESSIONAL EXPERIENCE

Reid Steven’s LLC / Ohio – Illinois – New Mexico 2018 to 2025

Los Alamos National Labortory

Environmental Remediation Group 2018

LAP4 Planner & Scheduler 2019

ASD General Project Management Support 2021

Production Maintenance Group PCE 2024

Work at the laboat

ory was allowed as I held a Q Clearance. In general, working with the Environmental Remediation Group was just that, ER. The complication with this work was the ongoing coordination with the storage facility and how many trucks they could receive, from LANL, at any one given point in time within a national framework. The challenge was to coordinate the 90 day processing flow with this transportation limitation.

LAP4 was a $4B manufacturing project. This project had ove 500 identified pieces of equipment, each given a project number within the LANL system. These pieces of equipment were, for the most part, all in one building and within six major rooms of processing. The challenge here was where could the string be broken due to limitations on multiple crews within a room, what pieces needed to be installed before others could be removed, and systems limitations.. The critical path flowed through construction with some offshoots on the supporting activities, which included but were not limited to Design, Procurement, and Delivery. All of this taking place within a radioactive environment.

ASD Project was unique in that four different stakeholders comprised the management Team. This included Lawerance Livermoor Labs, Nevada National Security Site, and Los Alamos National Laboratory. My position on this large project was to construct the initial Level 1 Schedue, WBS Chart and the Dictionay.

After a brief stint in retirement I received a call asking if I wanted tl come back and work remotely. The offer was one to take, and it was made because I still had my security clearance. The work itself is classificed but the phasing was standard LANL project management spanning from Project Initiation, to Design, Construction Management, DCF Closeout (Project Closeup), Turn Over To SyStem User (TTO), and then Equipment Hot Testing (EHT). This formatin conjunction with the scheduling format make for an interesting management form.

Boston Government Services / FBP, Portsmouth, Ohio 2015 to 2018

LifeCycle Baseline Schedule Manager

The DOE Program at the Portsmouth, Ohio site is a $16.6B dollar - 41 year program. The initial program schedule was comprised of over 28k activities in a Primavera schedule. The responsibility I took on was to create a management level schedule which currently contains less than 500 activities and have the associated dollars spread accordingly while meeting all of the EVMS criteria. Held meetings with the Director Group and Program Manager on several occasions to review the logic and assumptions. This also included working with the COBRA Administrator and a Senior Scheduler in coordinating rate tables and quantities.

The next step in the creation process is working with the Risk Group assigning the risks to the activities and running in through the Monte Carlo program. Resourse leveling is key to this program in order to maintain the cash flow that the DOE as set up for this program. The final product will be reviewed and adjusted in a meeting with the DOE and their project representatives (RSI) and incorporating any adjustments they would like to insert. This executive level program will then be maintained and utilized for monthly meetings with upper management on the program and the client.

KENNY CONSTRUCTION, A GRANITE COMPANY, Northbrook, Illinois 2012 to 2015

One of the largest diversified heavy civil contractors and construction materials producers in the United States providing customers with the highest standards of quality, value and service on every project.

Project Manager / Scheduler

Manage a staff of personnel that are direct or subcontracted employees; establish and maintain a good working relationship with customers; establish and maintain good relationship with public and private agencies and businesses; maintain involvement with the procurement process for materials and subcontracts with the materials coordinators; assist in managing the construction process with other Project Mangers and the Construction coordinators; monitor and confirm that permitting, real estate and regulatory issues are being completed per the project schedule; assist in interpretation/recommendation/resolution of Contractor questions with the Senior Project Manager and Project Engineer; monitor and compare field construction activities and progress with overall Project Schedule.

PSE&G Utilities, Roseland, PA

Title is "Outside" manager for the closeout of a $400M substation upgrade program. Duties include coordinating with the Contractors on final change orders, ordering materials for new decisions on scope, writing new SOWs, cancelling and/or storing materials properly for later installation, and running a field verision of the cost report. In addition, I am also helping with the closeout report including performing any scheduling reports required.

Being the senior scheduler with Kenny Construction involves helping out with other projects or ventures. I have crossed company departments to help with bid schedules, putting together a Level 2 cost loaded schedule for a total line re-build for direct work at PPL, and creating Level 1 schedules for negotiated proposals. COBRA was utilized as the cost tracking software. Kenny Construction was purchased by Granite Construction at the end of 2013 and I also perform scheduling work when requested, at the corporate level. In a $2B company, I am one of three people at the time utilizing the latest version of Primavera, P6 ver 8.3.1.

PPL Electric Utilities, Allentown, PA

Lead Project Controls Specialist for the 69kV pole replacement program. The yearly goal is to replace approximately 1000 poles, either in red tag or green tag situations. This involves coordination of the cost loaded schedule (using P8.3.1) and the project cash flow in helping the management team meet its yearly original project budget figure. There are approximately 33,000 poles on the 69kV system.

Previous work with the same PPL PM included being the Lead Project Controls Specialist for the upgrade of the SCADA system at various substations. This included the same activities as for the pole replacement but on a smaller scale. Approximately 24 system replacements a year were planned.

Other duties included being the acting administrator for the change log program for the PCM group covering both Distribution & Transmission. This includes management of the program computer tool and issuing the monthly report to management. Included in the management of this program is coordination of upgrades to automate certain reports to help make the individual PCS more productive and efficient.

LOCKHEED MARTIN 2010 to 2012

Project Management Specialist - NISC Contract to FAA

Worked with the Western Service Area (WSA) assigned to the Planning & Resource Group. Assigned to help the Corporate Work Plan (CWP) team in modernizing and updating the use of the tools in which FAA projects are managed. This also includes working with national product managers in providing the ideas and substance required to succeed in a governmental culture.

Provided Primavera P6 support to project and program implementation managers. This support spanned the five different Service Units that act as in-house customers and includes teaching P6 at various levels. The current scheduling system for the FAA currently utilizes an overall program that has approximately eighty thousand activities nationwide.

LOUISIANA ENERGY SERVICES, Eunice, New Mexico 2008 to 2010

Senior Construction Planner / Scheduler - National Enrichment Facility

Primary responsibility was senior construction planner & scheduler for the SBM Manufacturing Building ($225M) for the NEF Program. Due to several factors pushing out the main manufacturing facility schedule at the plant site, was requested to take on management of the construction schedule of this facility. The duties included interfacing the construction team with the process team and working with planners and schedulers visiting the site from Europe and validating the cost loading.

During first year at this site, was the senior construction planner & scheduler on the CRDB Receipt and Delivery Building ($100M). Along with working the construction schedule for the CRDB Building (using Primavera P6.1 and 6.2), coordinated the design, permitting, commissioning, and start-up schedulers. This included working with the specialty schedulers in creating an interconnected overall schedule of approximately 5,000 activities. Major challenges included defining the logic so that all parts of the building directly required for producing product were identified and scheduled while the schedule to complete the whole building was developed. I also worked with a Cost Engineer in creating the cost code bridge between Primavera and COBRA and reviewed the time phased financial reports at project meetings.

PARSONS BRINKERHOFF, New Delhi, India 2007 to 2008

Terminal Works Manager - IGI Airport

Duties included guiding the project from the civil / structural works to the opening of the 500,000sm International and Domestic Terminal (T3). Early tasks included resolving issues with the speed of concrete placement and directing an effort to produce a set of project phasing plan that encompassed all aspects of the Terminal, from the high-end security systems, 14 different integrated IT systems, MEPFP, and specialty architectural areas such as the VVIP and retail areas. Helped write the Project Controls procedure manual for the program and implemented Projects Controls methodology, including integration of Primavera’s P6 scheduling program with the 3D design program to produce an interactive 4D planning & scheduling tool.

RIDER LEVETT BUCKNALL, Chicago, IL 2007 to 2007

Senior Project Manager

Acted as the Owner’s representative on a 10,000sf luxury spa located within a five star hotel in downtown Chicago. This spa included installation of materials from all over the world as well as coordinating with the Owner, Architect, Owner’s Purchasing Agent, Contractor, Hotel Manager and his staff, as well as taking into consideration a working hotel. Also prepared the preliminary logistics plans and ordered long lead-time materials for the hotel’s lobby renovation project. This included dividing the work into 5 distinct staging phases to accommodate the hotel guest flow and minimization of noise when events are being held in the ballrooms. Task was accomplished via integration of Primavera’s P5 scheduling program and PowerPoint.

FAITHFUL & GOULD, Miami, FL 2005 to 2007

Senior Project Manager - Capital Improvement Program, August 2006 to April 2007

F+G was retained to manage the Procurement Department of the CIP Program. In doing so, was tasked with helping to manage the procurement system that operated based upon a program instituted by “The Gordian Group” - their “Progen” system required each assigned project to be treated as an independent project and managed as such. In addition to performing this function, was also the acting Project Manager on several of these Projects for the City of Miami.

Senior Program Manager - Miami International Airport, May 2006 to July 2006

Projects under management included the A-B Building Project, all of the various Civil Projects, the Terminal Wide Project (TWI), and the Automated People Mover Project (APM). The total dollar value of these Projects was over $500M. The TWI Project contained areas of high-end finishes for the main airport restaurant and several retail stores.

Construction Manager - Miami International Airport, January 2005 to May 2006

Initial assignment for F+G included the design completion of the $160M major package within the A-B Shell & Infill Package – 747B. Resolution of Program and Project Issues had been the major concern in the production of a biddable set of drawings. This work included coordination between the Design Professional, Design Consultants, stakeholders from surrounding Projects, and interfacing with Pre-Purchased Packages.

MCKISSACK MIDWEST, Chicago, IL 2003 to 2004

Project Scheduling Manager - O’Hare Airport Modernization Program

Front End Program Management Team member in joint venture with DMJM Aviation Partners. Initial duties included writing the EPC Program Scheduling Policies and Procedures Manual in conjunction with the Cost Manager and the Program Controls Manager. This included creating a WBS that was approved by the various stakeholders involved on the program.

Tasked with, and completed, the construction of Level 1 & 2 Program Baseline Schedules. The schedule parameters included three sub-programs centered on runway construction along with the associated enabling projects. Level of detail was based upon Final Design, Permits, Agreements, Procurement, Construction, and Commissioning activities. In order to construct the schedule (using Primavera’s P3eC scheduling package), interfacing and coordination was required with the City’s OMP staff, the Airline Representatives, the Construction Manager, Master Civil Engineering Group, and other members of the PMO. The final executive-level schedule included a couple thousand activities.

BURNS & MCDONNELL, Philadelphia, PA 1999 to 2003

Program-Level Project Manager - Philadelphia International Airport

Was requested to be a member of the Program Management Team for the Philadelphia International Airport expansion. This project entailed the coordination of three new facilities along with taxiway and apron construction, which increased the size of the airport by approximately forty percent. The three main segments of the project were the new 800ksf International Terminal, new Commuter Terminal, and a new 200ft Ramp Control Tower. Main responsibilities consisted of interfacing between the Design Team, Owner, Developer, AvAirPro, Consultants, Construction Manager, Federal, State and County Agencies along with City Governmental Agencies, Marketplace Redwood (which managed all retail leasing and store construction), and the countless suppliers and contractors associated with the expansion project.

In addition, was responsible for producing the Program EPC Level 1 & 2 schedules (utilizing Primavera’s P3.1 scheduling Program), creating and managing the WBS, and reviewing the Construction Manager’s Level 3 & 4 schedules, along with constructing / analyzing schedule alternatives. This was performed by plotting out the logic diagrams for the various paths that were considered critical, holding discussions with the various groups involved with the specific flow of work, and creating several alternatives which were then circulated for comments and discussion in a few of the various standard project meetings. The conclusions were then discussed with the results being incorporated as part of the Monthly Project Report. This process was significantly complicated by the fact that there were several momentous impacts to the project (and the schedule) due to the 9/11 atrocity and the following security changes as implemented by the FAA and Homeland Security.

NORTHEASTERN ILLINOIS UNIVERSITY 1996 to 1999

Graduate Student – Chemistry

Includes an internship at Argonne National Labs West.

DAN HOWARD INDUSTRIES, Chicago, IL 1994 to 1995

Construction & Maintenance Manager

Opened, closed, and relocated stores across the country, introducing and utilizing modern construction practices to the company. Tasks included coordination and scheduling with company’s Regional and District Managers, scheduling and management of store design and construction, and maintenance of over 200 stores across the country and a 250,000sf main office / distribution center located in Chicago. Tasks also included computerization of all construction and maintenance functions for the company including a matrix indexing addresses, mall managers, mall architects, and local contractors. Responsibilities also included the company acquiring a competitor, which entailed closing approximately 200 “enclosed mall”, stores and collecting all the display fixtures, upgrading / changing signs / logos at over 100 stores.

ABBOTT LABORATORIES, Northern Chicago Suburbs, Illinois 1989 to 1994

Site & Project Controls Engineer

Created the site P3 and program P3 EPC schedules encompassing design, construction, commissioning, validation, and start up of both the Plant Engineering and Media Systems. This involved reviewing the P&ID's with the process engineers, then determining what systems needed to be brought on line first, and coordinating with all the departments through, and including, start up. The Plant Engineer helped layout the procedures for bringing the building water and steam systems on-line as well as the specialized venting used in production facilities. Utilized P3’s Primavera Scheduling Program for scheduling issues and Lotus Spreadsheet for in-house material tracking reports as management tools.

The data from the P3 schedule was reviewed and integrated into the Master Scheduler’s Production Schedule. This included items such as; commodities / solvent / raw materials procurement, process simulation and production runs, and the QA material release system. Interfaced with the Validation Team in producing schedules for the related IQ’s, OQ’s, and PQ’s along with tracking the associated paperwork. Facilities constructed included a $35M Process Plant in North Chicago, IL, a $60M 285K sf Office Build in Abbott Park, IL, and a $250M Process Plant in Puerto Rico.

JAMES MCHUGH CONSTRUCTION, Chicago, IL 1984 to 1989

Assistant to Vice President of Engineering

Assisted the VP of Engineering for various in-house projects and supported Project Managers on both the estimating and bidding processes. In support of computerizing the scheduling functions for the company, attended the 3rd Annual Primavera Users Conference held at their home office in New Jersey. This included attending seminars on the various modules available, but with a concentration on scheduling. Company purchased P3 and a plotter to forward scheduling as a tool in the construction management of various types of projects.

Various projects required different levels of participation. On larger projects being managed on a General Contractor basis, focused mainly on the bidding process and start up of construction due to project administration being performed at a remote location. On projects like the B & C Concourses for Terminal 1 at O’Hare, participated in the project management of the contract, with McHugh Construction reporting to the Construction Manager at O’Hare Airport.

HOUSTON POWER & LIGHT, Houston, TX 1982 to 1984

Owner’s Representative / Cost Engineer

Helped to create and start-up cost program, Sun’s PCMS (Project Cost & Management System) to be utilized on a new Lignite fueled power plant project. Definition of the cost program was based upon identifying the various systems that make up the power plant, resulting in the creation of the project Cost Code Manual and associated WBS. There were two 650MW units and the final cost dictionary for each unit contained over 10,000 codes each.

After completing the cost dictionary, relocated from the main office in Houston to the field to help implement the cost engineering program. This entailed coordinating all the cost accounts with their related scheduling activities, producing earned value reports and meeting with the various contractors to discuss the associated results, and creation of EVMS cost reports that could be used by the project management team in the execution of their project tasks.

EDUCATION

Bradley University - Bachelor of Science in Construction – 1979

OSHA Ten-Hour Course

Associate member of American Association of Cost Engineers – AACE

Member of American Production & Inventory Control Society – APICS

Member of the Project Management Institute – PMI

SECURITY CLEARANCES

Current –)

Previous:

DOE “Q” Clearance – Top Secret

DOE “L” Clearance (similar to DOD “Secret” Clearance

Customs Clearance at O’Hare Airport

Customs Clearance at Philadelphia Int’l Airport

Customs Clearance at Miami Int’l Airport

Public Service Clearance with the FAA in Renton, WA

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