Project Management Program

Anthony Hammons, **** Theodore Dawes Theodore, AL. P: 251-***-**** *******.*.*******@*****.***

Anthony L. Hammons 7730 Theodore Dawes Rd, Theodore Al. 36582

251-***-**** cell E-mail: *******.*.*******@*****.*** Experience Summary

Over thirty-four years of extensive construction experience inclusive of Power Plants Coal/Gas/Nuclear, Petrochemical, Marine Industry, Pulp and Paper, Government Contracts, Passenger Rail Construction and Commercial Construction. Professional experience includes VP of Operations, Program Management, Project Management, Project Controls Management, Supervision, Estimation, Scheduling and Planning, Contract Management, Contractor Coordination, Installation, Turnarounds, Commissioning, Startups and Project Closeouts. Thorough knowledge of Oracle Primavera Software; Suretrak, P6 Professional, P6 Analytics, ComputerEase, Contract Manager and Oracle Financial Suite. Knowledge and use include Hard Dollar, Fabtrol, Timberline, Viewpoint, Share Point, Microsoft Office Software, specifically Excel, Word, Power Point, Navisworks. Mr. Hammons has a strict understanding and knowledge of Program Management, Project Management fundamentals and principles (PMP) (PMBOK), Project Control principles and application, scheduling, planning, contract budget management, change order management, RFI management and strict scope of work adherence.

Mr. Hammons is a highly competent, disciplined, motivated professional that leads through example. Stays fully engaged from project inception through closeout and creates confidence with management, employees, and clients alike. Consistently pulled project delivery teams across the finish line by creating an atmosphere that inspires and empowers while maintaining an exceptional safety environment while exceeding profit estimates. “People and Mission First” Relevant Experiences

3/2023 – Present : Construction Manager (Multi Site) Messer Ensure contractor adherence to scope, schedule and budget. Obtain, review and comment on weekly, monthly reports submitted by subcontractors. Execute site inspections to ensure project specifications are being adhered to (QA/QC, HSE, Etc.). Chair daily, weekly, monthly meetings. Interface with sub-contractor management. Verify acceptance of work and check acceptance records for each construction contract. Review, mitigate Subcontractor Change Orders. Prepare and execute internal site audits. Document and run to solution issues regarding construction and engineering deficiencies. Provide improvements for Messer standards. Developed work scopes for bid process. Participated in proposal reviews and contractor selections. 2022 – 3/2023: Director of Operations ESA South (Government SDVOSB) Support and Mentor Regional Managers, Project Managers, Superintendents, and field personnel on all active contracts. Ensure contracts remain on schedule and within budget. Monitor scope adherence and scope creep. Define, revise, and implement operational policies and guidelines for the organization. Working alongside human resources to create job descriptions, interviewing, and hiring competent personnel, ensure all personnel training and certifications are active and up to date. Conduct performance evaluations in a timely and constructive manner. Manage the discipline and termination of employees as needed in accordance with company policy.

Establishes quantitative and qualitative metrics, guidelines, and standards by which the company’s efficiency and effectiveness can be evaluated; identifies opportunities for improvement. Reviews, analyzes, and evaluates business procedures. Implement policies and procedures that will improve day-to-day operations. Ensure work environments are adequate and safe. Oversees construction operations throughout CONUS ensuring goals set by departmental and company leadership are met. Plans, directs, controls, implements, evaluates, monitors, and forecasts budgets and cost of sales in each division to achieve financial objectives. Communicates and explains new directives, policies, or procedures to managers; for major changes, meets with entire operations staff to explain changes, answer questions, and maintain morale. Improve customer service and satisfaction through policy and procedural changes. Leads coordination and integration of efforts among operations, engineering, technology, and customer service divisions to produce smoother workflow and more cost-effective business processes. Projects a positive image of the organization to employees, customers, industry, and community.

2019 – 2022: Government and Infrastructure Program Director, Project Manager Hargrove Engineers + Constructors Provided effective leadership, management, project oversight, and direction to the Government and Infrastructure team. The G&I team executes projects that are funded by City, County, State or Federal assets which vary in size and complexity. Offered strategic guidance and support in pursuit of opportunities. Presented Hargrove capabilities to several organizations and clients. Successfully secured and managed several G&I contracts during my tenure. Developed and implemented procedures for Hargrove G&I division. Provided weekly deliverables to senior management. “One Team” Anthony Hammons, 7730 Theodore Dawes Theodore, AL. P: 251-***-**** *******.*.*******@*****.*** 2013 – 2019: Senior Project Director / Manager Bilfinger Industrial Services Managed fast paced disciplined project teams inclusive of Turn Arounds, Start Up’s, Plant Expansions, Upgrades, Grassroots and Retrofits. Managed all associated activities inclusive of Site Preparation, Civil Scope, Equipment Setting, Electrical, Piping, Painting, Insulation and Final Grade. Managed and supervised project safety team, superintendents, scheduling, cost control, estimating, QA/QC, change order management, document control and other project support functions, as necessary. Maximizes and streamlines the project delivery team’s productivity and efficiency by setting clear expectations and taking a proactive approach with communicating project status and the importance of everyone’s role in the team’s overall success. Assisted with the development of bid proposals and bid schedules, development of multi-level project baseline schedules. Performs forensic analysis and review of project progress schedules inclusive of SPI, CPI, EVM, and craft performance (PI), reviews manpower needs, and histogram forecast, monitors work front availability and makes necessary adjustments to ensure coordination, project/contract budget adherence, forecast and updates costs at completion and profit percentages, change order management, cost estimating. Developed and issued weekly reports to the Project Team, Corporate Management, and the Client, as required. 2010 – 2013: Project Controls Director / PMOC POC - Principal Consultant - InfraConsult LLC. Project Controls Director for the $7.7 Billion Honolulu Rail Transit Project. The project is a 20-mile-long state-of-the-art elevated light commuter rail system with 21 passenger stations, a 40-acre maintenance and storage facility. This project is composed of 47 individual contract packages ranging in value from 6 million to 1.8 billion. As a Principal Consultant to the City and County of Honolulu, Rapid Transit Division (RTD), Mr. Hammons’ responsibilities were to provide leadership in defining and implementing a comprehensive project scheduling / project controls department. Responsibilities included review of all bid proposal schedules, oversight of all active contract schedules, procedure development and implementation, monitoring of contractor adherence. The development and maintenance of the Master Project Schedule

(MPS), Basis of Schedule, updating and maintaining the Contract Packaging Plan (CPP), Work Breakdown Structure development

(WBS), evaluation of contractor’s baseline schedules and monthly progress payment submittals and signoff or rejection thereof. Performed review of contracts to highlight and identify specific problem areas, worked closely with procurement team to ensure schedule adherence. Prepared multiple monthly and quarterly reports inclusive of Budget Adherence (GET Ceiling Report), Contingency Drawdown (Schedule and Cost), Project Schedule, Contract Package Plan, for Federal Transit Administration and city use. Performed delay claim analysis, forensic schedule reviews, recommended and implemented mitigation measures. Developed a Risk Register with quantified values assessed with an Optimistic, Probabilistic and Pessimistic approach which was updated, reviewed, and discussed monthly with the FTA (PMOC), HART Director, Department Heads and City Council members. Source Selection Board team member and Team Lead over Schedule and Best Value. Authored procedures for the HART program, inclusive of Schedule, Project Management and Controls, Interface Management and Coordination, Risk Management, Claim and Dispute resolution and Contingency Management (Cost and Schedule). Worked as a liaison and point of contact for the FTA’s PMOC (project management oversight committee), coordinated and assisted with monthly FTA project reviews. 2002 – 2010: Program Manager / Project Manager USACE Mobile District Managed a team of project specialists, project schedulers, budget analyst, program analyst, estimators, risk coordinators, report writers and developers. Continuously defining and revising methods and strategies regarding implementation, deployment, maintenance, and progress reporting, as necessary. During the initial development and deployment of the Project/Contract managing system (P2) Mr. Hammons was sought after and brought in as a Primavera Project Manager expert (SME). Coordinated issues to the point of resolution with local and national USACE team members, served as liaison between USACE and Primavera/Oracle representatives. Initial responsibilities were to advise local and national Corp. team members of the functionality and applications of Primavera Project Manager and what data could be extracted from, and integrated into multiple Corp. reporting systems RMS, OFA, WEBCMI, CMI, and CMR’s. Assisted with the development of Army Corp. Methodologies that were placed in Primavera Project Manager Architect. Additional duties included development of work breakdown structures (WBS), schedule cost and resource loading, project progression analysis including delay, recovery, resource allocation analysis (FTE over, under), earned value management (EVMS), and data synchronization verification between Primavera Project Management P6, Oracle Financial Suite / P6 Analytics, and C.E.F.M.S. (Corp of Engineers Financial Management System.) Provided knowledge transfer as needed and instructed designated Army Corp. personnel in the use of Primavera Project Manager, Oracle Financial Suite and C.E.F.M.S.

After deployment of the P2 system I effectively demonstrated the benefits and efficiencies of establishing a Project Controls Office (PCO). Once established, I became t h e P r o j e c t Controls Manager and Team Lead for the Mobile District. Responsible for maintaining all monthly Head Quarters (HQ) and South Atlantic District (SAD) mandated metric pulls, program, and project status updates. This was inclusive of but not limited to Balance Score Card (BSC), Project Baseline, Workload Analysis Anthony Hammons, 7730 Theodore Dawes Theodore, AL. P: 251-***-**** *******.*.*******@*****.***

(FTE Over/ Under), Program / Project Budget and Contingency Analysis along with Earned Value Program/Project. During my tenure with the Mobile District, the District lead the Corps of Engineers with numbers of active projects and continually maintained a #1 status against all other Corps Districts for accuracy, efficiency, and quality of project data. The Mobile District PCO was used as a model in establishing PCO’s corp. wide. Managed several diverse types of Projects for the Army Corp. of Engineers, including Military, Civil, Environmental, CONUS/ONCOUNUS, (continental United States and outside of continental United States or international), International and Interagency Systems (IIS), consisting of predominantly Army, Air Force and Navy facilities and global DoD operations throughout. The Mobile District office maintained approximately 2000 active projects with a multibillion- dollar annual budget. Attended weekly/monthly Project Review Board (PRB) meetings with Corp management to discuss all P2, Program and Project related initiatives, issues, or concerns. Recommended and implemented mitigation measures where necessary. (Maintained necessary Security Clearance status during USACE tenure.)

1996 – 2002: Project Site Manager James-Timec Companies Managed construction projects including Turn Around, Start Up’s, Plant Expansions, Upgrades, Retrofits, new construction, and all associated activities inclusive of Site Preparation, Civil, Equipment Setting, Electrical, Piping, Painting, Insulation and Final Grade. Managed and supervised project safety team, superintendents, scheduling, cost control, estimating, QA/QC, change order management, document control and other project support functions as necessary. Maximize project delivery team productivity by setting clear expectations and taking a proactive approach through effective communication. Inclusive of project status and the importance each individual role played in the team’s overall success. Assisted with the development of bid proposals and bid schedules, developed level 3 project baseline schedules. Performed analysis and review of project progress schedules inclusive of SPI, CPI, EVM, and craft performance (PI), reviewed manpower needs and histogram forecast, monitored work front availability and made necessary adjustments to ensure coordination, managed project/contract budget adherence, forecast and updated costs at completion and profit percentages to craft level, change order management, cost estimating. Developed and issued weekly reports to the Project Team, Corporate Management, and the Client, as required.

1991 – 1995: General Forman Turner Industries

In the 4.5 years I worked for Turner Industries I was able to work my way up through the ranks from Pipe Fitter to General Forman. This was due to my ability to learn quickly along with a take charge approach for getting job task completed in a safe and expedited manner. Responsibilities included layout, assembly, installation and preventive maintenance of piping systems, pipe supports and related hydraulic and pneumatic equipment. As General Foreman I managed and coordinated all work from fabrication to installation. Supervised two to six foremen, ran crews, including night shift supervision during outages. The crew ranged in size from 8 to 15 employees. Attended meetings with clients to discuss coordination, scheduling, and any change order matters. Developed and maintained Outage Tracking Documentation. Assisted project manager with execution strategy of work activities and manpower projections.

Education Leadership Development Courses

* A.S. Degree - Electrical Engineering Technology * Dale Carnegie – Leadership Training for Managers

* NDSC Supervisors Safety Development Program, Leadership Development

* Rail Transit Project Management – Rutgers NTI (40 hour) Professional Registrations and Certifications Previously Held; most will require re-certification if required

* USACE Certified Instructor Primavera Project Management – Scheduling P6 *USACE QC Management Certification

* USACE Basic PM (PMBOK)-(PMP) *USACE Advanced PM (PMBOK) – (PMP)

* USACE Construction Schedule Performance Management *USACE Budget / Cost Estimating

* USACE Master Planning and Applied Skills * (AACE) Member of American Association of Cost Engineers

* Planning and Scheduling Professional License - (PSP) *Risk Analysis and Mitigation Safety

*OSHA 10, *OSHA 30, *OSHA 40, *EM-385, *MSHA, * CPR Adult/Child, * 40Hr. First Responder

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