Project Controls Management

UTPALA DUBEY

Project Controls Leader

**** ***** **, **** * 316, Houston, TX 77019, Cell 346-***-****, email:*******@*****.***

PERSONAL STATEMENT

My career is defined by my expertise in orchestrating and executing complex multi-billion-dollar projects with precision and excellence. With 25+ years of extensive international experience across Offshore Oil & Gas, LNG Projects, and Power Plants, I bring a wealth of knowledge and a proven track record of success.

I possess a unique vantage point gained from working with Major Operators, Non-Operators/JVs (OBO), and Top EPC Contractors, both from home offices and on-site at fabrication and construction locations for both greenfield and brownfield projects. My ability to deliver projects from concept to execution is underpinned by my strategic vision, stakeholder integration skills, and a steadfast commitment to "no surprises" performance management. I excel in navigating ambitious budgets and deadlines, adept at crisis and risk management when necessary.

My academic foundation is robust, with a BE in Civil Engineering, two Postgraduate Degrees in Construction Project Management, Ecology and Environment. I stay abreast of the latest industry best practices to ensure my approach is always current and effective as evidenced with recent completion of Mckinsey’s Management Accelerator Program and recertification from AACEI as Certified Cost Professional (CCP).

Moreover, I have honed strong interpersonal and management skills that facilitate seamless project delivery and stakeholder engagement. I am globally mobile and ready to seize the right opportunity that aligns with my professional aspirations.

In an era where precision, strategic integration, and adaptability are paramount, I stand out as a catalyst for success. My capacity to steer projects through complexity to completion, while ensuring stakeholder satisfaction and maintaining the highest standards of quality, positions me as an invaluable asset. I am driven by an insatiable curiosity and a relentless pursuit of excellence, always seeking innovative solutions to propel projects to new heights. My professional journey is not just a career, but a testament to my unwavering dedication and passion for the industry.

SKILLS BASE

Interface/ Stakeholder Management backed with collaboration, communication, interpersonal and influencing skills. Presenter at Industry conferences.

Capital Value Process/ Stage Gate Process including Fast Paced Tie-Back process delivering both Greenfield and Brownfield projects through their lifecycle from conceptualization to execution

Forensic Claims Analysis – Schedule and Cost

Planning & Scheduling – Primavera, Milestones Pro

Strong Analytical and Data Mining skills with focus on Performance Measurement (EVM, Contingency drawdowns, Benchmarking and others)

Working with people, stakeholder management. forging strong relationships, fostering open dialogues, developed and lead teams of 5-20 people.

Six Sigma & Lean: Yellow Belt Trained

Multi-Lingual: English, Hindi, some Russian, Gujarati, French etc.

PROFESSIONAL CAREER:

BP, Houston, TX, USA

August 2023 to date

Sr. Project Controls Lead- Mad Dog 2 ($9 Bn Project)

Ownership and delivery of Project controls deliverables per the joint operating agreement with the co-owners.

Delivery of all executive and project management reporting in support of all quarterly and monthly reporting incl but not limited to EVP, QPF, Risk, monthly reports, lessons learned etc.

Identification and high grading of lessons learned on the project.

Streamlined development of close out report including alignment and collaboration with 3rd Party provider T&T for close-out of the project.

Aided IPA and Rosling close out for end-Execute benchmarking

January 2021 to August 2023

Project Controls Team Lead– Portfolio Management

Performance management and delivery of 40+ BP operated and non-operated projects for Americas & Trinidad portfolio from project controls perspective.

Enabled standardization of the GoM SS portfolio for OBR, QPF, DPM. This included close collaboration with central cost engineering resources and GoM SS cost engineers to conduct initial planning and identification of challenges to enable ‘right the first time’ using a standardised approach across the three assets.

Fostered implementation of Monthly wedge tool for Projects Production, Performance Management KPI tool for project controls, Regional QPF PBI tool, EVP 1 pager for Americas

Agile “ways of working champion” for the portfolio squad

January 2020 to Dec 2020

Project Controls Team Lead (Topsides) – Gulf of Mexico

Performance management and delivery of all BP operated and non-operated projects in Gulf of Mexico focused on Topsides (Brownfield) from project controls perspective.

Streamlined control change orders, manage IPT costs, risk management and assessment for impacts to cost/ schedule with multiple stakeholders.

December 2017 to December 2019

Chief of Staff/ Project Performance Lead – Americas, North Sea & Subsea Systems ($25 Bn+, 50+ projects, > 1/3rd of bp’s portfolio)

Performance management and delivery of the projects in Americas, North Sea & Subsea systems portfolio (QPFs- GFRs, RBRs, Monthly Reports and review with head of projects, QPP, external reporting MP websites, 1 pagers etc.

Counseled Risk management process through FM risks, GPO El1/El2 risks and SORC reports.

Assisted the Leadership Team and Functional teams to ensure strategic work view for the portfolio.

Maximized value for BP by major project deliveries in the portfolio: Miller Decommissioning, Thunderhorse NW Expansion, Clair Ridge and Constellation (incl Trinidad Accommodations Project – a major brownfield delivery)

Aided Reservoir Development, GCD, GWO on reviews for projects in combined Concept Development and Optimize, Define and Execute stages through to 1st production.

Galvanized continuous improvement through benchmarking and sharing lessons learned across portfolio.

Orchestrated as Americas tag for GPO mini-conference, cyber ambassador for Americas.

September 2015 to Nov 2017

Project Services Lead – Global Concept Development (bp’s think tank)

Galvanized the project services function as a PSL in GCD upstream with a portfolio of Offshore platforms/ NUIs/ Subsea tie back projects that included brownfield components. Prioritized and highlighted issues proactively to make informed business decisions regarding business strategy and investments.

Expedited PS team on GCD Way We Work document.

Promoted as PSL on short notice on Cassia Compression to successfully deliver project from Concept Select to Optimize. Shaped L0//L1/L3 schedules and assessment of VOWD, progress measurement and quarterly cost forecasts.

Aided numerous FM reviews and updates as well as project reviews.

Coordinated weekly and monthly PGM inputs, highlighting key points for review.

January 2012 to June 2015

Project Services Lead – GPO OBO India Region, (Expat based in Mumbai, India)

KGD6 Basin: R-Series, Integrated Satellites (subsea tiebacks to existing infrastructure); D55 Project (FPSO tie back to existing infrastructure); (3.5 tcf)

Project Services Leader for USD 7.2 bn strategic investment in new country access.

Delivered 3 business priorities: D55, R-Series and Integrated Satellites

Stakeholder/Interface Management: Operator, JV partners, Regional Senior Level Leadership, Executive Leadership Team, Projects Team

Capital Value Process implementation and proactively wrote Project Appraisal Plans, facilitated Risk assessments and Strategic Assessment Reviews with very little or no information from the Operator. Integral involvement in identification of Key Focus Areas and their influencing strategies

Co-ordinated Reporting: Monthly reports, Quarterly Performance Forecasts (QPFs/ QPPs), validation of cost, schedule and other operator data.

Engaged with the Operator to help emphasize value enhancements in the front end

Helped develop Project Services Toolkit for GPO OBO with input from Project Controls Manager, Subject Matter Experts and experienced colleagues

Contributed to long term business need by inputting to OBO Projects Performance Way We Work document and enhancement of Project Services Verification Process

Developed Project Services Toolkit for GPO OBO with input from Project Controls Manager, Subject Matter Experts and experienced colleagues

Volunteered as Safety Warden and Deputy Warden for expatriates

BHP Billiton, Houston, TX, USA

November 2010 to January 2012

Staff Project Services Specialist

Bass Strait OBO Brownfield Projects, Australia (>AUD 5 Billion – Execution)

Project Services Manager for AUD 5 bn Offshore investment in Australia.

Overhauled existing metrics to realign with status of projects. Set up leading indicators and tracked performance of Kipper and Turrum projects. Projects came in on schedule and slightly under budget. Created reporting tools that became a company standard

Developed Long term business plans: Life of Asset plans, 5 year plans, 2 year budgets, cash flows incl. current F/X, inflation, escalation factors

Assisted teams get through Tollgates from Identification through Selection, Definition and Execution Phases including organizing Functional reviews and Independent Peer Reviews

Assurance Reviews of JV partners/ Contractor’s schedules and cost estimates with best practices of project management: critical paths analysis, earned value, benchmarks

Developed Risk registers, conducted schedule/cost range analyses, developed Capex & Schedule KPIs

Established Change Management, Schedule/Cost contingency drawdown

Volunteered as Safety & Fire Warden

Bechtel Oil & Gas, Houston, TX, USA

(October 2006 to November 2010)

Project Controls Manager

Gladstone LNG Project, Queensland, Australia (AUD 4-5 Billion) (Pre-FEED/FEED/Early EPC)

Integral part of Estimating team to negotiate EPC contract, Prepared Detailed Project Execution Plans (PEP)

Overall responsibility for Schedule, Cost, Risk assessment, Budget Development, Manpower planning, Staffing and development of Planning & Schedule, Cost, Change Management and Risk Management procedures

Faustina Polygen Project for Faustina (Pre-FEED & FEED) (USD 2 Billion)

Lead & primary responsibility for Level1, Level 3 Schedules for Front End Engineering and EPC schedule development for a Polygen Project in Louisiana, USA.

Enabled procedures for inclusion in the contract finalization with Faustina.

650 MW Combined Cycle IGCC power project for TECo. (USD 2 Billion)

Lead & primary responsibility for Level1, Level 3 Schedules for Front End Engineering and EPC schedule development for an Integrated Gasification Power Project for TECO in Florida, USA

Business Development (USD 15 Billion)

Developed proposal level 1 schedules for 4 LNG projects in Papua New Guinea, Africa & Arctic Sea

LNG Warranty schedule in Egypt.

Functional Risk Management & Assessment (USD 10 Billion)

Conducted Risk assessment on 5MMTPA Brass LNG project in Nigeria & 8 Billion USD Motiva Refinery in Port Arthur, TX, USA – largest refinery expansion project in the world and shutdown for Darwin LNG Project, Australia.

SNC-Lavalin Constructors Inc./ENRON-NEPCO, Redmond, WA, US.

(September 2001 to October 2006)

Senior Project Controls Engineer,

Project: 550MW Combined Cycle power project at Becancour, Quebec, Canada. ($450 Million)

Orchestrated set up for Cost & progress on a construction management project.

Evaluated, approved, integrated, tracked & monitored Sub-contractor’s progress on weekly & monthly basis based in PROLOG.

Indirect & Direct Manpower forecasts, track all related direct & indirect costs with fringe benefits.

Trend analysis for quantity growth, schedule slippage, cost impacts.

Met Client weekly & monthly deliverables. Prepared backups for Milestone payment schedules for invoicing from the client.

Facilitated sub-contract administration to provide information for bidding:-schedule deadlines, estimated man-hours and quantities with cost codes breakdown.

Business Development - Redmond,

Drove development of proposal level schedules.

Streamlined Cash Flow Statements, Milestone Payment Schedules, and Cancellation Schedules at the conceptual stage of the projects.

Project: 1140MW Combined Cycle power project with PCL at Nelson, IL, US. (USD 700 Million) (Lead Field Planner/ Scheduler)

Orchestrated development, maintenance & re-base lining construction & commissioning schedules of over 5,000 activities.

Prioritization of work packages and activity sets to resolve SIMOPS issues with 3 months look ahead

Streamlined interim milestones for work packages & systems priorities for all the sub-contractors.

Evaluated, approved, integrated, tracked & monitored Sub-contractor’s schedules and progress on weekly basis based on earned value analysis.

Investigated Critical Path Analysis, Variance Reports, Look Ahead Schedules & “What-if” scenarios.

Performed manpower planning based on Budgeted Man-hours & Costs.

Developed tools for progress and performance measurement – both weekly and monthly.

Forensic investigation on claims/Bonuses/LDs.

Project: 840 MW Power Projects at Southaven & Caledonia, MS ($1200 Million)

Senior Project Controls Engineer

Reviewed and maintained Engineering & Procurement schedules.

Integrated sub-projects from others; prepared critical path & detailed variance analysis.

Streamlined Weekly & Monthly reports for Engineering using in-house database.

Bechtel International Inc., Dabhol, INDIA

(March 2000 to July 2001)

Project Controls Engineer (Field Planner/ Scheduler)

Project: 1450 MW Combined Cycle power project for ENRON at Dabhol, INDIA. ($3.5 Billion)

Amplified development & maintenance of execution schedule of 18,000 activities for Phase 2 of the 2240 MW Plant including detailed forensic analysis.

Work front analysis and prioritization of work packages and activity sets to resolve SIMOPS issues with 3 months look ahead

Performance managed construction with development of bulk commodity curves and productivity analysis by disciplines

Set up performance management KPIs and system for PSCM for materials management

NICMAR (National Institute of Construction Management & Research), INDIA

(September 1998 to March 2000)

Faculty & Coordinator: Industrial Projects

Galvanized Industrial Research Projects / Assignments for leading industrial corporations.

Instrumental in creating 10-fold increase in revenue from Corporate Development Programs.

Lectured Institute’s Masters program for Project Management Techniques, Materials Management and Operations Research.

Presented and published research paper for All India Vth Round Table HRD Conference on Women in Construction in Mar 2000.

Delta Mechcons, INDIA.

(July 1996 to August 1998)

Executive (Planning)

Project: 2 X 130 MW CCPP for Raytheon Engineers & Constructors Inc., USA at Rajahmundry and 166 MW CCPP for Toshiba Plant Kensetsu (TPK), Japan at Bellary.

Devised Level 1 Management schedules to Level 4 detailed fabrication / construction schedules in MS Project/ Excel in line with Milestone payments schedule in the contract.

Performed earned value measurement to track progress and cost.

Drove and monitored Cost breakdown structure in line with WBS.

Performed contingency drawdown planning and “what-if” options analysis for both schedules and budgets.

Devised tools for reporting fabrication/construction progress.

EDUCATION

2025: McKinsey’s Asian Management Accelerator Program

2025: Certified Cost Professional, CCP, AACEI – USA since 2001.

2007: Certification in Treasury Management, Rice University, Houston, USA.

1996: Post Graduate Program - Master’s in construction management from NICMAR (National Institute of Construction Management & Research), India.

1997: Post Graduate Program in Ecology & Environment from Indian Institute of Ecology & Environment, New Delhi.

1994: Bachelor of Engineering (Civil Engineering), MS University, India.

MEMBERSHIPS:

Member AACEI, US.

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