Project Manager Management

James W. (Bill) Robinson Home: 601-***-****

*** ******** *** ****: 601-***-****

Canton. Mississippi 39046 Email: *******@***.***

Summary of Experience

An excellent communicator with approximately 30 years of program management and project control experience in a wide variety of diversified fields both foreign and domestic. Environments include field and home office implementation of these services in client, contractor, multiple company participation, acquisitions, mergers and joint ventures. An effective team member or a highly motivated self starting individual, with toolset hands-on, ad-hoc training, and management consulting. Participated in dozens of highly complex cost/schedule implementations in a variety of industries, mentoring over 40 major acquisitions. Extremely skilled in planning/scheduling, spend rate/cost control, earned value measurement, risk assessment, project administration, change control, data analysis, internal/external reporting and contract compliance. Oil/Gas experience includes engineering, construction fabrication, installation, hookup, commissioning and start-up as well as sales and business capture activities including bids, proposals, market analysis research and development. Additional experience in multi-level cost accounting such as SAP R/3-BW-IT. Software tools; Artemis CostView, Deltek Cobra & Costpoint, Primavera P3/P6, MS Project, ProjextView, TrackView, Micro-Frame MPM, MRP shop floor system, wInsight. Foreign assignments: Great Britain, Italy, Indonesia, Singapore, Holland, Saudi Arabia, United Arab Emirates.

Professional Experience Details

November 1989-Present Management Solutions Enterprises, Inc.

Program management consultant responsible for engineering-reengineering, implementation and management of corporate enterprise cost/schedule control systems for current capacity loads and future growth expectations. This includes; benchmarking, providing thin spec gap analysis, and documentation of findings, provide recommendations to improve cost, schedule, and technical effectiveness. ISO 9000 process deep dive to ensure compliance with requirements in the following functional elements Organization (Scope, Work Breakdown Structure), Budgeting (Labor, Material, Subcontract/ Other Direct Cost) Integrated Master Schedule, Resources, Logic Sequencing/Critical Path Method, Milestones) Work authorization (Work Orders, Requisitions, Purchase Order), Performance measurement (Percent Work Accomplished, Expected Start/Finish, Remaining Duration/Work), Subcontract/material management, Accounting (Actual Cost Direct/Indirect), Analysis (Cost/Schedule Variance, CPM), Change control (Scope, budget, schedule), Estimate-at-Completion (Actual cost plus remaining effort ETC/Commitment), and Risk Mitigation Team 5 to 50.

June 1984 to November 1989 TRW Electronics and Defense

Sub-Project Manager IT providing corporate divisions with direction, supervision, and management in the design development, and implementation of integrated master schedule (IMS) multi contractor/agency business management control systems. Participated on over fifteen (15) proposals and active program contracts. Utilized various software packages such as Project Management Information System (PMIS), Artemis 2000, 6000 & 9000, Project/2, Task Monitor, Qwiknet, and PAC III. Implemented Performance Measurement (C/SCSC) DOD Directive 5000.2 on four separate contracts and successfully passed government audit. Directed 4-15.

July 1982 to June 1984 Entergy-Mississippi Power and Light Company

Project Controls manager reporting to V.P. Engr. Designed, developed and installed a budgeting / accounting business system and processes for the Nuclear Plant Engineering (NPE) division within Entergy to identify, organize, budget, manage, and control cost. Performed against an Integrated Master Schedule (IMS). Successfully managed and controlled actual operating expenditures to 98% efficiency. Prepared/reported weekly/monthly status. Integration of eight (8) sub systems, budgeting, work authorization, scheduling, performance, accounting, analysis/variance, EAC, and change/revision control. Total cost for 150 plus nuclear engineering personnel. Developed capital and operating budgets for annual ($25 million) and ten year forecast.

J.W. Robinson Page 2

Nov 1981 to July 1982 Arabian American Oil Company (ARAMCO)

Senior Business Analyst responsible for the contract administration and business management of contracts for offshore platforms and pipelines in the Persian Gulf. These activities revolved around a ten year Exxon Mobil oil production expansion program funded in accordance with yearly incremental Project Execution Plans (PEP) to provide design, development, installation, hook up, and commissioning of offshore platforms and pipelines. Subcontract mgmt included; Flour (FAL), Halliburton, Bechtel, McDermott. Coordinated contract cost/schedule performance data in monthly interchange meetings with contractors located in Europe and the Middle East. Utilized McAuto's MSCS and COPES for cost/schedule.

May 1981 to October 1981 Parsons Engineering (O&G)

Principle Planner/Scheduler Responsible for the development, implementation and management of project execution integrated master schedules (IMS) critical path including budget and forecast expenditure plans in accordance with the contract work breakdown structure (CWBS). Assisted control account managers (CAM) with the development of control account plans (CAP) and detailed work packages (WP). Loaded earned value data into the automated cost/schedule control system for budget (BCWS) control, performance (BCWP) actual cost (ACWP) and variance analysis (VAR).

October 1979 to May 1981 Rust Engineering/Construction (O&G)

Project Controls Engineer contracted with Decision Planning Corporation (DPC) to assist in architectural design, installation, and integration of a corporate Shale Oil Fuels business management system for the International Coal Refining Company. This was a joint venture contract involving multi company/agency and contractor participation compliant with C/SCSC DOE Order 2250.1. Responsible for development of system description documentation, flowcharts, procedures, CWBS index and dictionary development. Utilized IBM PMS and McAuto's MSCS and COPES, for CPM cost/scheduling budgeting, Earned Value performance measurement, variance analysis reporting (VAR) and Cost Performance Reporting (CPR)

April 1978 to October 1979 Halliburton-Brown and Root (O&G)

Senior Planner/Scheduler responsible for the design, development and management of master, intermediate, detail schedules and control account budgets for the electrical and instrumentation engineering departments. Coordinated weekly/monthly progress with engineering and construction management in site interface meetings. Utilized IBM Program Management System IV (PMSIV) for critical path method (CPM) analysis and a proprietary cost system (PRAME) for detailed budgeting, performance measurement, variance analysis, change control and Estimates to Complete (ETC).

May 1975 to April 1978 Bechtel Engineering/Construction

Associate Site Scheduler assisting with the development and maintenance of master, intermediate, and detail working schedules/cost control utilized in the engineering, construction and management of a $2.4 billion nuclear facility. Utilized McAuto's Management Scheduling Control System (MSCS) for critical path method (CPM) analysis and cost planning evaluation system (COPES) for reporting.

Education

1975 – B.B.A. Bachelor of Business Administration

Belhaven College – Jackson, Mississippi

Professional Affiliations

1980 to Present - AACE International, Inc

1978 to Present - Association of Professional Planners and Schedulers (APPS)

Special Awards

1983 - Senatorial nomination and selection as an Outstanding Young Man in America

National Security Clearance (1984-1989 Secret)

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