Risk Manager & Project Controls Leader

Dr. Ali Atwa, PhD, PMP, RMP

Project Controls Manager Risk Manager

Mobile: +966-**-***-**** +1-403-***-**** Email: *********@*****.***

Currently based in KSA Canadian Citizen Immediately available to relocate for an office-based assignment

25+ Years' Experience Oil & Gas, LNG, Pipelines, Marine & Port Infrastructure, Power, Energy, Cement & Major Capital Projects

PROFESSIONAL SUMMARY

Risk Manager and Project Controls Manager with over 25 years of experience directing cost management, forecasting, scheduling, change management, document control and risk management on multi billion-dollar EPC, EPCM, PMC and FEED programmes valued up to USD 48 billion. Experience spans Oil and Gas, LNG, pipelines, marine and port infrastructure, power, cement manufacturing and major capital projects across the GCC, North America and North Africa.

Holds a PhD in Construction Project Management focused on probabilistic planning of linear projects (2007), an M.Sc. in Structural Engineering (1993) and a Bachelor's degree in Civil Engineering (1987). Certified PMP, RMP.

Served as Global Risk Management SME with Worley from 2008 to 2019, directing project controls and risk across international assignments in Qatar and Canada on programmes collectively exceeding USD 20 billion, including the USD 15.4 billion New Doha Port and Naval Base/LNG programme and a combined USD 5.9 billion portfolio of major North American pipelines. Currently serving as Senior Risk Manager on a confidential mega programme in Saudi Arabia with Saudi Parsons Limited, having previously led risk management for the USD 48 billion Third Saudi Expansion of the Holy Haram with Khatib and Alami.

Recognized as a tool champion for Primavera P6 and quantitative risk analysis, and has lectured in project management, risk management and project controls with courses delivered in Canada, Dubai, Qatar, Pakistan and Indonesia. Builds and leads multicultural, embedded project controls and risk teams, engaging EPC/EPCM contractors and client stakeholders directly. Integrates quantitative risk management, including Monte Carlo simulation, ISO 31000 risk frameworks, Earned Value Management and forensic schedule analysis, directly into cost, schedule and contingency decisions.

CORE COMPETENCIES

•Project Controls & Risk Management

•Risk Management & Governance (Qualitative & Quantitative, ISO 31000 Frameworks)

•Quantitative Risk Analysis (Monte Carlo Simulation, Probabilistic Modelling)

•Forensic Schedule Analysis (Time Impact, Window, As-Planned vs. As-Built, Impacted As-Planned, Collapsed As-Built)

•Contract Administration & Claims Management

•Cost Management, Forecasting, Earned Value Management (EVM) & Performance Analysis

•Change Management & Strategic Planning

•Critical Chain Management & Supply Chain Coordination

•Client & Contractor Interface Management

•Multicultural Mega-Project & Joint Venture Expertise

•Stakeholder & Government Relations

•Quality & Occupational Health & Safety (OH&S) Management

•Training & Mentorship — Lecturer in Project Management, Risk Management and Project Controls (Canada, Dubai, Qatar, Pakistan, Indonesia)

•Expertise in EPC, EPCM, PMC, FEED and JV Projects

TECHNICAL SKILLS

•Primavera P6, Microsoft Project

•SAFRAN

•Primavera Risk Analysis, @Risk

•Tilos

•Advanced Microsoft Office Suite; Power BI

PROFESSIONAL EXPERIENCE

Senior Risk Manager Saudi Parsons Limited, Saudi Arabia

Programme: Confidential Mega Programme, Saudi Arabia

Jul 2025 – Present

•Establish and lead the programme-wide risk management framework, aligned with ISO 31000 and integrated with programme governance, cost, and schedule controls.

•Develop and implement enterprise-level risk registers covering strategic, programme, and delivery risk; review and govern PMC and project-level registers for consistent taxonomy, scoring and escalation.

•Advise programme leadership on overall risk exposure, contingency adequacy and mitigation effectiveness; facilitate structured risk and lessons-learned workshops producing actionable strategies.

Senior Risk Manager Khatib & Alami PMC Engineering Company, Saudi Arabia

Project: Third Saudi Expansion of The Holy Haram Value: USD 48 Billion

Dec 2023 – Jun 2025

•Spearheaded risk management for one of the most complex and sensitive giga-projects in the region, ensuring compliance with project goals, client governance and regulatory standards.

•Developed comprehensive risk management plans, including qualitative and quantitative assessments, and led multidisciplinary risk workshops across design, construction, logistics, safety and operations, enhancing decision-making and project outcomes.

•Performed schedule and cost risk analysis supporting contingency setting, and provided senior management with structured risk insight informing phasing and procurement decisions.

•Led cross-functional teams in risk assessments and simulations, fostering a proactive risk culture across a large multicultural delivery organisation.

Project Controls Manager – Risk Manager Wood PLC, Canada

Project: Pathway CO2 Pipeline (Phase 1 to Phase 3) Value: USD 15 Billion

Oct 2022 – Dec 2023

•Directed project controls functions — cost management, scheduling and document control — to ensure successful delivery of the USD 15B Pathway CO2 Pipeline project, integrating risk-informed adjustments to protect critical milestones.

•Coordinated HAZID/HAZOP inputs to align risk management strategies with broader safety and operational goals, and contributed to risk management plans ensuring alignment with regulatory standards and proactive mitigation approaches.

•Conducted schedule and cost risk analyses using Monte Carlo simulation, enabling accurate forecasting and contingency planning, and maintained detailed ISO 31000-aligned risk registers tracking mitigation effectiveness.

•Developed and implemented mitigation plans addressing weather challenges, terrain instability and regulatory compliance, and facilitated risk workshops across engineering, procurement and construction teams.

•Delivered comprehensive progress reporting for stakeholders, monitored and controlled project budgets, and led and mentored a team of 8 professionals including schedulers, cost controllers and document controllers.

Project Controls Manager – Risk Manager TC Energy, Canada

Project: Coastal GasLink Pipeline, EPCM Value: USD 11 Billion

The Coastal GasLink Pipeline is a major infrastructure project spanning 670 kilometers, designed to transport natural gas from northeast British Columbia to a liquefied natural gas (LNG) facility in Kitimat. The project required extensive infrastructure works, including the construction of access roads, bridges, water crossings, and drainage systems, to support pipeline development across challenging terrain.

May 2020 – Oct 2022

•Directed project controls activities for the 670-kilometer Coastal GasLink Pipeline, ensuring effective cost management, scheduling and progress tracking across all infrastructure components, including access roads, bridges, water crossings and drainage systems.

•Supervised the development and maintenance of project schedules, incorporating dynamic risk adjustments to meet critical milestones, and managed cost control processes including budget forecasting, variance analysis and cost-saving measures.

•Performed quantitative schedule and cost risk analysis using Monte Carlo simulation to establish contingency, and maintained ISO 31000-aligned risk registers addressing weather variability, geotechnical challenges and regulatory compliance.

•Managed risk exposure from logistics, regulatory approvals, and indigenous stakeholder interfaces, implementing proactive mitigation measures such as dynamic scheduling and ground stabilization techniques.

•Coordinated with multidisciplinary EPC teams to integrate project controls with engineering, procurement and construction workflows, and facilitated risk workshops promoting a risk-aware delivery culture.

•Oversaw document control processes, ensuring accuracy, consistency and timely dissemination of critical project data.

Project Controls Manager – Risk Manager Universal Pegasus International, Canada

Project: Woodfibre Pipeline (Eagle Mountain – Woodfibre Gas Pipeline), EPCM Value: USD 1 Billion

The Woodfibre Pipeline Project in British Columbia (BC), Canada, was designed to facilitate natural gas transportation to the Woodfibre LNG terminal near Squamish. The project involved complex infrastructure works, including the construction of access roads, bridges, water crossings, and drainage systems, ensuring connectivity across remote terrains. Given BC's mountainous geography and harsh weather conditions, risk management played a crucial role in ensuring project resilience.

Mar 2019 – May 2020

•Directed project controls operations — scheduling, cost management and progress tracking — for pipeline infrastructure spanning challenging, remote terrain, including the project baseline schedule, cost management, Project Execution Plan and Risk Management Plan.

•Developed and maintained detailed project schedules, incorporating dynamic adjustments for weather constraints and construction milestones, and led coordination across EPC teams.

•Conducted schedule and cost risk analyses using Monte Carlo simulation to quantify uncertainties and establish contingency measures; collaborated with geotechnical experts on adaptive terrain solutions to protect road and bridge foundations from erosion and landslides.

•Maintained risk registers aligned with ISO 31000 principles, and supervised transport logistics and document control systems to mitigate delays caused by remote site conditions.

Project Controls Manager – Risk Manager Worley, Calgary, Canada

Projects: Pertamina Refinery & NWR Sturgeon Refinery; multiple major pipelines — Enbridge Fort Hills & Joslyn Mine ($700M), TransCanada Alaska Pipeline, Enbridge L3 Replacement ($2.7B), Wood Buffalo Pipeline Extension ($900M), Teck Resources Hot Bitumen Pipeline ($900M), Statoil Cornerstone DG2 Pipeline ($710M) — combined pipeline portfolio exceeding USD 5.9 Billion

Aug 2010 – Mar 2019

•Achievement — developed the cost risk assessment framework for the NWR Sturgeon Refinery project that cut contingency from 15% to 5%, the main driver behind Final Investment Decision (FID) approval; the project was subsequently delivered on budget.

•Directed comprehensive project controls functions — planning, scheduling, cost management, and document control — across the full pipeline and refinery portfolio, ensuring on-time and within-budget delivery.

•Enbridge Fort Hills & Joslyn Mine Pipeline: completed FEED phase and Class 4 cost estimate for 90 km of NPS 24 hot bitumen and NPS 12 diluent pipeline with terminal and pumping facilities; finished on time and under budget.

•Enbridge L3 Replacement Pipeline: detailed design for replacement of 1,100 km of NPS 36 pipeline from Hardisty, Alberta to the U.S. border at Gretna, Manitoba, including 18 pump stations and 36 mainline block valves.

•Wood Buffalo Pipeline Extension: FEED and detailed engineering for 450 km of NPS 30 dilbit pipeline between Enbridge's Cheecham and Battle River (Hardisty) terminals; delivered with client savings exceeding USD 2 million.

•Teck Resources Hot Bitumen Pipeline: completed FEED study and Class 3 cost estimate for 59 km of NPS 16 hot bitumen pipeline with terminal, pumping and rail loading facilities; finished on time while controlling change requests to USD 150,000 and achieving the target project profit margin.

•Statoil Cornerstone DG2 Pipeline: Pre-FEED engineering evaluating transportation options for dilbit and diluent between Statoil's Leismer SAGD area and Edmonton; delivered on time and budget, including a full cost risk analysis session and contingency recommendation.

•Developed and implemented advanced risk frameworks integrating qualitative and quantitative analysis, including probabilistic schedule and cost risk assessments using Monte Carlo simulation, across the full concurrent project portfolio.

•Facilitated risk workshops and maintained dynamic, ISO 31000-aligned risk registers, continuously updating response strategies across construction, environmental regulation and stakeholder coordination.

•Served as Worley's tool champion for Primavera P6 and risk analysis, and delivered lecturer-led training in project management, risk management and project controls to Lead Engineers in Calgary and to audiences in Dubai, Qatar, Pakistan and Indonesia.

Project Controls Manager – Global Risk Manager Worley, Doha, Qatar

Projects: New Doha Port & Naval Base, Qatar Gas LNG, Dolphin Energy LNG Value: USD 15.4 Billion

The New Doha Port is a mega maritime and infrastructure project supporting large-scale commercial shipping and logistics operations in Qatar, encompassing highway access networks, water drainage systems, and port infrastructure including bridges, tunnels and stormwater management. Classified as an A+ Risk project for Worley, it was delivered as a joint venture with Royal Haskoning (Netherlands) covering preliminary and detailed design of both the port and the naval base.

Oct 2008 – Jun 2010

•Achievement — formally recognized and titled Global Risk Management SME by Worley during this posting, leading risk management on one of the largest and highest-risk infrastructure investments in Qatar at the time.

•Held full project controls responsibility across the planning package: contract review, work breakdown structure (WBS), baseline schedule, budget distribution, resource loading and invoicing, including the maritime works (Royal Haskoning) and utilities scope (Worley).

•Led risk management sessions and prepared the risk register, including qualitative risk ranking before and after mitigation response, and quantitative risk analysis using Monte Carlo simulation to calculate contingency.

•Performed schedule and cost risk analysis addressing tidal movement, storm surge, flooding, marine navigation and dredging/transportation budget fluctuations; developed adaptive designs and contingency plans for climate-resilient infrastructure.

•Delivered a cost risk analysis for a major Kuwait Oil Company (KOC) facilities project during this Middle East posting, recommending a contingency reduction of KD 15 million (approximately USD 45 million), which was implemented and realized.

•Mentored project managers in risk management, schedule optimization and cost control, and provided training to company leads on quantitative risk analysis techniques.

Project Controls Manager Projacs International, Qatar

Projects: Barwa Al-Baraha ($660M); 30 Kindergarten Project, Ashghal Authority ($17M) Combined Value: USD 677 Million

Aug 2007 – Oct 2008

•Prepared the baseline schedule, project reports and project management plan for the Barwa Al-Baraha development as Project Controls Manager.

•Managed execution of the 30 Kindergartens Project across 3 contractors within a one-year programme for Ashghal Authority: generated and progressed the baseline schedule with all subcontractor teams, reviewed claims and change requests with recommendations to the client, and reviewed and approved subcontractor invoices.

•Delivered the 30 Kindergartens project on time and under budget with high-quality execution, providing significant cost benefit to the client.

•Provided training to the project team in planning, cost management and risk management; prepared risk registers and conducted risk management workshops.

Project Controls Manager Proman Project Management Co, Kuwait

Projects: OQYANA World Islands (Dubai, $4B); KHABARY Project (Kuwait, $1.5B); Julai'a Resort & Hotel ($120M); Al Shira'a Tower ($15M); Al Dar Tower ($12M); Manazel Group of Villas ($30M)

May 2005 – Aug 2007

•Led project control departments across complex residential and maritime developments in the GCC region, spanning master planning, procurement strategy and risk management.

•OQYANA World Islands, Dubai: ran a multi-consultant workshop (Royal Haskoning, RHI, Dar Al-Handasah, and a US architecture consultant) to prepare the master plan for the 19-island Oqyana development; prepared the master schedule, risk register and qualitative risk analysis, and reviewed hazard reports for client reporting.

•KHABARY Project, Kuwait: led a dedicated workshop to develop the procurement strategy for the project.

•Prepared monthly status reports reviewed and updated project schedules, and reviewed and approved multiple contractor construction schedules across the portfolio.

•Prepared risk registers and conducted risk management workshops across all listed projects.

Project Controls Director Talaat Moustafa Group (Arab Company for Projects & Urban Development), Egypt

Project: El Rehab City Value: USD 200 Million

Apr 2004 – Apr 2005

•Directed the planning and cost control department for the El Rehab City development, implementing strategic project control measures across all development zones and leading a team of 12.

•Led the project controls team in preparing and following up on all scheduling and cost management work across the master-planned community.

•Prepared weekly and monthly reports to executive leadership covering achievements, issues and procurement needs, supporting top-level decision-making on one of Egypt's largest urban developments.

Senior Planner Arab Swiss Engineering Co. (ASEC), Egypt

Projects: Helwan Cement Co. Upgrading (280M EGP); Alex Cement Portland Co. Kiln No. 5; Sinai Cement Company; Assiut Cement Company Combined Value: USD 155 Million

Apr 1996 – Mar 2004

•Delivered planning, time and cost management, resource loading, cash flow and reporting across a portfolio of cement manufacturing and industrial construction projects, alongside structural design and execution drawings for concrete and structural steel works.

•Helwan Cement Co. Upgrading: prepared planning schedules, resources and cash flow for the mechanical and electrical upgrade works, and coordinated between civil engineering and other project disciplines.

•Alex Cement Portland Co. (Kiln No. 5): carried out structural design of kiln bases, cooler and tertiary duct steel structure.

•Sinai Cement Company: structural design of water tanks, concrete buildings and steel mechanical workshops.

•Assiut Cement Company: structural design for a residential development of 21 villas.

•Helped build the capabilities of ASEC's Engineering and Project Management division to deliver the first locally designed and managed integrated cement manufacturing projects in the Middle East.

Civil and Planning Engineer Vinci / SIAC, Egypt

Project: Cairo Metro Tunneling (TBM), Cairo, Egypt

Mar 1989 – Apr 1996

•Prepared project schedules using Primavera for tunnel boring machine (TBM) works on the Cairo Metro programme, tracking progress across multiple active tunnel faces.

•Provided weekly and monthly progress reports to project management, covering schedule status, productivity and construction milestones.

EDUCATION

•PhD in Construction Project Management — “Probabilistic Planning of Linear Projects”, Zagazig University, Egypt, 2007

•M.Sc. in Structural Engineering — “Nonlinear Analysis of Steel Structures”, Ain Shams University, Egypt, 1993

•B.Sc. in Civil Engineering (Bachelor's Degree), Ain Shams University, Egypt, 1987

PUBLICATIONS

•“Probabilistic Planning of Linear Projects,” PhD Thesis, November 2007 — a decision support system for time and cost optimization of linear projects such as highways, using Monte Carlo simulation for risk analysis.

•“Effect of Interruption Times on the Overall Durations of Repetitive Projects,” Interbuild Conference, Cairo, 2001 — a method for selecting interruption timing in repetitive projects to reduce overall project lead time.

•“Nonlinear Analysis of Steel Structures,” M.Sc. Thesis, November 1993.

PROFESSIONAL CERTIFICATIONS

•Microsoft Certified: Data Analyst Associate — Power BI

•Certified Cost Professional (CCP) — AACE International, 2020

•Professional Engineer (P.Eng.) — APEGA, 2016

•Risk Management Professional (PMI-RMP), 2010

•Project Management Professional (PMI-PMP), 2007

•Consultant Engineer, Design of Reinforced Concrete Buildings — Egyptian Syndicate of Engineering, 2005

LANGUAGES

•English (Fluent) Arabic (Native)

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