Project Controls Manager
Resume:
JOHN D. MOORMAN
Carlsbad, CA 92011
****@*********.***
http://www.linkedin.com/in/johnmoormancontols
Power Engineers
San Diego, CA
July 2011 to Present
Proven performance as a Program/Project Controls Manager and Project Controls Engineer on small to multi-billion dollar programs:
Developed and deployed Primavera P6 and PCM program management systems on four programs
Developed a Program Controls group in seven offices: Boise, Boston, Ft. Worth, St. Louis, Cedar Rapids, San Diego and Sacramento
Developed innovative solutions for cost management and control for diverse programs
Initiated the implementation of industry best practices in project controls on client programs and POWER projects, utilizing state-of-the-art systems
Began the implementation of industry best practices in project controls on client programs and POWER projects, utilizing state-of-the-art systems
Developed the initial schedule for Owner’s Engineering work for the Energy Gateway South HVDC Transmission Project and managed the project controls staff during project execution.
Program Control Department Manager responsible for staffing current projects and overseeing prototypes of cost, schedule, and scope integration approaches. POWER provided program services, owner's engineering, detailed transmission line and substation design, and construction services to support the Great Northern Transmission Line Project.
Senior Program Control Manager responsible for staffing current projects and overseeing prototypes of cost, schedule, and scope integration approaches. Developed, deployed and administrated Primavera P6 program management systems on a variety of programs and projects, currently with 35 users. Programs included Oncor Electric Delivery, Project Controls Services, TransWest Express, 525 kV HVDC & 500 kV HVAC Wyoming-Nevada Transmission Line, Ameren, Reliability Program, Arizona Public Service Company, Sun Valley to Morgan 500 kV Line.
Independent Consultant
San Diego, CA
May 2011 to July 2011
Proven performance as a Program/Project Controls Manager and Project Controls Engineer on small to multi-billion dollar programs:
Implement, manage and run Project Controls systems, including P6, Contract Manager and Prolog on small to large complex programs
Develop and implement Project Controls processes and procedures for effective and efficient operations
Train, mentor and manage Project Controls staff
Develop, manage and maintain Master Schedules and Earned Value Management Systems
Develop, manage and maintain cost and resource loaded critical path schedules
Seville Construction Services
Pasadena, CA
November 2010 to May 2011
Program Controls Manager
·Corporate Program Controls Manager, responsible for program controls systems development, deployment and training.
·Program Controls Manager for the Colton Joint Unified School District Bond Program.
URS Corporation
Sacramento, CA
July 2008 to November 2010
Program Controls Manager
·Managed a staff of 3 project controls professionals for the $15 billion Delta Habitat Conservation and Conveyance Program (DHCCP).
·Responsible for the development and implementation of a schedule, contract and financial management system utilizing Primavera P6, Contract Manager and Crystal Reports.
·Developed the Project Execution Plan, defining the processes and procedures, for the combined operations of the Program Controls and Contracts departments.
·Developed the Program Master Schedule Plan; developed the initial program master schedule and managed it’s maintenance.
·Provided weekly project cost and labor reports, monthly project cost and schedule performance analyses, and implemented monthly project reviews.
SGI Construction Management
Chula Vista, CA
May 2007 to July 2008
Program Controls Manager
·Managed a staff of 5 in the Program Controls, Contract Management, Accounts Payable and Document Control Departments for the $672 million Sweetwater Union High School District Proposition O Modernization Program.
·Developed and implemented a schedule, contract and financial management system utilizing Primavera P3e (P6), Meridian Systems Prolog and Crystal Reports.
·Developed master program schedule, budgets and work breakdown structure (WBS) for the entire Proposition O Program.
·Provided earned value analysis utilizing the fully resource and cost loaded master program schedule.
Booz Allen Hamilton
San Diego, CA
June 2005 to May 2007
Master Scheduler
·Master Scheduler for SPAWAR PEO Space Systems PMW-146, MUOS Program, a $6.7 billion program.
·Developed a Program Management Office schedule for SPAWAR PMW-146, MUOS Program, utilizing MS Project and Primavera P3e (P5).
·Developed an integrated master schedule for the multi-program MUOS Acquisition Council, utilizing Primavera P3e (P5).
·Performed analysis on the Integrated Master Schedule (IMS) of the MUOS Program’s prime contractor (Lockheed Martin), utilizing Artemis ProjectView.
·Advised PMW-146 Program Management on all schedule related issues.
·Member of the SPAWAR Primavera Integrated Product Team (IPT) responsible for the deployment of Primavera Enterprise at SPAWAR.
URS Corporation
San Diego, CA
September 2001 to June 2005
Program Controls Manager, San Diego Unified School District, Proposition MM Program
·Managed a staff of 11 project controls professionals for the $1.51 billion bond measure (Proposition MM) to repair and modernize existing schools and construct 17 new schools for the San Diego Unified School District.
·The Proposition MM management team received the Regional Golden Watchdog Award by the San Diego County Taxpayers’ Association for effective management and efficient use of taxpayers’ dollars.
·Implemented Primavera Expedition for contract, cost and document management.
·Developed schedules for all projects and implemented a master program schedule incorporating all project schedules.
·Converted 30,000 activity cost loaded master schedule from Primavera Project Planner (P3) to Primavera Project Manager for Construction (P3e/c).
·Integrated Expedition and P3e/c to the School District's financial system (PeopleSoft).
·Developed budgets and forecasts for all projects.
·Developed processes and procedures for cost control, schedule maintenance, change control, document management, closeout and monthly update and reporting.
·Established the Program Management Office (PMO) as a project, subject to established project control policies and procedures.
·Reduced cost by implementing strict scope control measures.
·Subject Matter Expert on the development and implementation team to integrate P3e/c and Expedition to PeopleSoft.
·Prepared program cash flow forecasts.
·Prepared monthly program cost and schedule reports to the San Diego Unified School District.
·Participated in internal project reviews with senior management.
IT Group (now part of Chicago Bridge & Iron Company)
Concord, CA
October 2000 to September 2001
Project Controls Manager, Navy EFA West RAC I and RAC II Programs
·Managed a staff of 17 project controls professionals under the Navy NAVFAC South West Division RAC I and EFA West RAC II contracts. The value of these Cost Plus Award Fee (CPAF) contracts is $450 million. Improved work and information flow processes. Improved value added reporting to project managers. Improved quality of cost tracking, earned value analysis and forecasting.
·Managed the Project Controls function of the Project Management Office (PMO).
·Increased staff from 8 to 17 in response to a program ramp up consisting of $129 million in new contract awards.
·Implemented a master program schedule incorporating all project schedules.
·Trained new employees in the philosophy and techniques of project controls, scheduling and cost control.
·Implemented new processes to review weekly transactions, query, analyze and report transaction data.
·Implemented new techniques to improve revenue and margin forecasting.
·Improved quality of earned value reports
·Improved the data flow process from estimating to project controls.
·Implemented a program wide schedule and checklist for the monthly reporting cycle, which included interaction with project managers, program managers and technical leads.
·Improved expenditure tracking and forecasting vs. funding.
·Prepared program cash flow forecasts.
·Prepared program revenue and margin forecasts.
·Report actual cost vs. forecast variances.
·Prepared monthly program cost reports to the Navy.
·Prepared monthly project earned value reports for the Program Management Office (PMO) projects.
·Participated in internal project reviews with senior management.
IT Group (now part of Chicago Bridge & Iron Company)
Monterey, CA
August 1999 to September 2000
Project Controls Manager, U.S.A.C.E. TERC Program, Fort Ord Project
·Managed project controls for environmental remediation and construction projects at Fort Ord, CA. The value of this Cost Plus Fixed Fee (CPFF) project is over $26 million.
·Maintained a fully cost and resource loaded Critical Path Method (CPM) schedule for all project activities.
·Evaluated weekly expenditures against budget, schedule and forecast.
·Evaluated weekly progress against critical path and monitored float erosion.
·Prepared and maintained monthly forecasts at the resource level.
·Prepared monthly detailed schedule and earned value cost reports for the client.
·Prepared monthly revenue and margin forecasts.
·Developed and maintained Work Breakdown Structure (WBS) dictionary.
·Developed new processes and procedures to expedite data utilization and improved the timeliness and quality of value added data analysis.
Jacobs Engineering Group
Long Beach, CA
March 1998 to August 1999
Senior Project Controls Engineer
·Managed cost and schedule for facilities design project at U. S. Postal Service LA Bulk Mail Center. The value of this Firm Fixed Price (FFP) contract is over $3 million.
·Managed cost and schedule for various small engineering and design projects at the ARCO LA refinery. These CPFF and FFP contracts are valued over $1 million.
·Prepared weekly earned value cost reports progress analysis for the project manager and the project team.
·Prepared monthly earned value cost reports for the client and internal management.
·Implemented the first integrated cost and schedule reporting systems in the Long Beach office utilizing fully cost and resource loaded CPM schedules.
Jacobs Engineering Group
Falmouth, MA
September 1996 to March 1998
Senior Project Controls Engineer, AFCEE RAC Program, Massachusetts Military Reservation Project
·Managed cost and schedule for environmental remediation and construction projects at Otis Air National Guard Base. The value of these CPAF projects is over $31 million. These were fast track and schedule driven projects with high public exposure.
·Assisted in the development of a WBS dictionary for the projects.
·Integrated and maintained large office wide master project with many subprojects in a multi user environment to facilitate uniform cost and schedule control, as well as resource forecasting.
Jacobs Engineering Group
Sacramento, CA
October 1994 to August 1996
Project Controls Engineer, AFCEE RAC Program, McClellan AFB and Castle AFB Projects
·Managed cost and schedule for environmental investigation and remediation projects at McClellan and Castle Air Force Bases utilizing fully cost loaded Primavera schedules. The projects totaled over $17 million and included FFP and CPAF contracts.
·Developed and maintained WBS dictionaries for all projects.
·Coordinated the efforts of project managers, functional managers and technical leads in developing schedules, WBS structures and estimates for new proposals.
Team Leader, Process Assessment Survey, Edwards AFB
·Managed and lead a team of twelve professionals performing process assessment surveys at Edwards AFB. The project met all schedules and budgets, received an outstanding QA/QC rating and a client commendation.
Jacobs Engineering Group
Pasadena, CA
1991 to 1994
Deputy Business Manager, Jacobs Environmental Management System (JEMS)
Data Manager for Pasadena Environmental Programs
·Designed and implemented the Jacobs Environmental Management System (JEMS), a multi-office, corporate wide data management and data analysis system for environmental RI/FS and RD/RA programs. The system consists of a comprehensive environmental data management system (Oracle), a Geographic Information System (GIS) and a three dimensional geological modeling system. The system is compatible with the Air Force IRP Information Management System (IRPIMS) and has been used on Air Force IRP, Navy CLEAN, DOE and private sector environmental programs.
·Managed JEMS technical development and $785,000 annual budget.
·Member of Jacobs Quality Improvement Team on Environmental Data Management, which produced the company’s first data management plan.
·Pioneered the development of data management organization and systems implementation for Navy CLEAN (MCLB Barstow) and Air Force IRP (Vandenberg AFB) programs in the Pasadena office.
·Generated the first three dimensional geological and plume models produced at Jacobs (McClellan AFB).
·Made presentations of data management and system capabilities to various Air Force, Army, DOE and private sector facilities. Presented a paper on A CORPORATE SOLUTION TO CONTAMINATED SITE MODELING at the Environmental Conference of the American Society of Chemical Engineers, Baton Rouge Chapter, March 1993.
Security Clearance
Secret
Education
B.S., Southern Methodist University, Dallas, Texas
·Risk Management Workshop, PMI
·Risk-IQ, Booz Allen Hamilton
·Primavera Project Management (P3e/c, P6)
·Primavera P6 Web
·Advanced Primavera Planning (P3)
·PeopleSoft Introduction to Financials 8.4
·PeopleSoft Administrators Training
·Data Modeling and Database Design, Oracle
·Oracle Report Writing
·Oracle SQL*Forms, Oracle
·Oracle SQL*ReportWriter, Oracle
·Introduction to Geographic Information Systems, Genasys
·Advanced use of Geographic Information Systems, Genasys
·Total Quality Management Training
·Air Force IRPIMS Data Management Training
·40-Hour Health and Safety Training for Hazardous Waste Workers
·8-Hour Supervisors Health and Safety Training for Hazardous Waste Workers
·Three Dimensional Geological and Geostatistical Modeling, Lynx Geosystems
PUBLICATIONS
·A Corporate Solution to Contaminated Site Modeling, Environmental Conference of the American Institute of Chemical Engineers, Baton Rouge Chapter, 1993
·Adaptable Program Services for the Utility Industry Adaptable Program Services for the Utility Industry, Oracle Collaborate 14, Las Vegas, NV · Apr 11, 2014
·Large Energy Programs Case Study: Primavera P6 R8. Large Energy Programs Case Study: Primavera P6 R8. Oracle Collaborate13, Denver, CO · Apr 7, 2013Oracle Collaborate13, Denver, CO · Apr 7, 2013
AFFILIATIONS
Association for the Advancement of Cost Engineering (AACE)
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