Process engineer / Project Engineer / Project Manager

OBJECTIVES

Undertaking responsibilities as an Engineering manager / Project manager in challenging industrial projects.

PROFESSIONAL PROFILE

Over 8 years experience in oil and gas Project management / Engineering management and 14 years experience in Process design

Master of Science in Chemical Engineering

Master of business administration (MBA)

Organized, self-motivated, dedicated, and well disciplined

Ability to coordinate projects, staff and resources in a timely manner

Strong interpersonal skills and able to work with a multi-disciplined/multi-cultural team

Strong PC proficiency and skilled in MS Word, Excel, PowerPoint, Access, Primavera, Expedition

- Educational & Certificate status :

- B. Sc. in chemical engineering from ABADAN Inst. Tech. in ABADAN / IRAN (1990).

- M. Sc. in chemical engineering from AMIR KABIR university of TEHRAN (1995).

- M. B. A. from ALLAMEH university of TEHRAN (1998).

- 4th. Class power engineer certificate of completion from SAIT university/calgary (2015).

- Above mentioned Engineering educational certificates approved by CCPE(Canadian council of professional engineers).

- P. Licensee designated with APEGA.

- IChemE membership number : 99951093 (www.icheme.org )

- PMI membership number : 2357460

- Surpassed Professional training courses :

- Chemical process simulation By HYSYS software. – International contracts provision.

- Pinch technology, Flarenet, AFSA, HTFS – International trade affairs ( L/C, … ).

- Piping theory, PFD, P&ID principles – Bank Guarantee legal principles

- Pipe network & sizing by Pipephase, Pipenet. – Project financing ( ECA, … )

- Project control by PRIMAVERA.

- Project management based on PMBOK.

- Contract control by EXPEDITION.

- Project economic evaluation by ASPEN ICARUS

- Career History :

• Jun. 2003 – by now : Arasbaran Oil & Gas Process Co. (EPC) in Tehran & Calgary

• Aug. 2012 – Jan. 2013 : Lauren Concise Co. (EPC) in Calgary (part time).

• Mar. 1990 – May 1992 & June 1993-May 2003 : F.P.R Co. (EPC) in Tehran.

• May 1992 – June 1993 : Tehran Refinery (operation) in Tehran.

EPC projects involved ( oil / gas / petrochem. ) :

Project no. 8

:

Tehran refinery upgrading / development project

Client

:

National Iranian oil Construction & Engineering Co.

Date

:

June 2006 – Dec. 2008 (only 10 months continuously)

My title

:

Project manager

In Oct. 2006 Arasbaran OGP signed the Contract as one of the stakeholders of a joint-venture for Tehran Refinery Product Quality Upgrading Project with the Client (National Iranian Oil Engineering & Construction-NIOEC).

The EPC Contractor was EHSAN joint venture consisting of ODCC, AOGP, and Design & Inspection Engineering Co.

The Project Scope consisting of Licensed and Non-licensed units is as follows:

1- Gas oil Desulfurization Unit, Axens (IFP) License, (53,500 bpd)

2- Kerosene Desulfurization Unit, Axens (IFP) License, (28,000 bpd)

3- Hydrogen Plant, (42 million CFD)

4- Power Generation Plant and related facilities (35 MW)

5- Downstream Units Revamping/Adding as required (LPG Recovery, Sour Water Unit, Amine Treatment Unit, Sulfur Recovery Unit, Storage Tanks, Flare)

Arasbaran OGP had a main role in detailed engineering of new process units within 10 months, while the total plan for project was 32 months.

Responsibilities

:

Safety

(a) Familiarizing project team with the Group Safety Policy and take all reasonable care to ensure the health and safety of all people likely to be affected by their actions or omissions as required under the Health & Safety at Work Act.

(b) Ensure that work is carried out effectively and without risk exposure of company or client.

(c) Actively mandate to all concerned parties the use of companies general technical safety policies, and those specific to the project.

(d) Ensure that HSEQ standards are maintained at the project office location.

Financial

(a) Manage project execution within agreed cost constraints and report on project-specific targets.

(b) Actively search for ways to provide technical solutions that enhance the project and operational returns.

Business Development

(a) Ad-hoc engagement with external parties to promote company capabilities.

(b) Seek and exploit opportunities to demonstrate the company project teams strengths.

Departmental Development

(a) Produce a portfolio of any project execution guidelines, ways of working and other useful documents developed on this project that may have an application to future major projects.

(b) Present these to the relevant responsible parties at the appropriate times.

(c) Lead the lessons learned technical review at the end of the project.

Systems and Processes

(a) Ensure that all work is carried out in accordance with the Group Management System Procedures.

(b) Where required as Action Party, close out actions in a timely manner.

People

(a) Assist the project manager in leading, directing and motivating the project team to deliver a superior performance.

(b) Provide dynamic leadership and motivation of the project team.

(c) Input into performance appraisals for company Engineering and Design staff.

Quality

(a) Ensure compliance to all relevant Group management systems and where applicable company procedures.

Project no. 7

:

Arak refinery upgrading / establishing project

Client

:

National Iranian oil Construction & Engineering Co.

Date

:

Aug. 2005 – Oct. 2007

My title

:

Project engineering manager

Arak Refinery's development plan boosts the refining capacity of the facility to some 250,000 barrels per day from the current 169,000 bpd and rises the refinery's gasoline production capacity to 16 million liters per day from the current figure of 4.7 million liters by adding Isomerization & Naphta Hydrotreating units licensed by Axens & UOP .

the National Iranian Oil Engineering and Construction Company is the proprietor and a consortium comprised of Iranian firms including Sazeh, OIEC, Arasbaran & ODCC and China SINOPEC is the major contractor of the project. Domestic contractors hold 70 percent which the Chinese share is 30 percent of the $2.5 billion project.

The EPC contract of refinery development plan was signed in August 2006 and the refinery was supposed to come on-stream in July, 2010 but remained incomplete due to commercial problems.

Responsibilities

:

a.Planning, directing, coordinating all activities during the various phases of the project (HSE; Quality; Cost; Engineering ; Fabrication ; Pre-com/ Commissioning)

b.Establishing line of communication within the project organization, towards Partners, Sub Contractors and suppliers and towards the client.

c.Ensuring quality, safety, progress and cost control and initiate necessary corrective actions as and when required.

d.Conferring with supervisory personnel to discuss such matters as work procedures, complaints, and construction problems.

e.Directing and supervising workers through the construction managers on the construction site to ensure project meets specification.

f.Formulating project’s performance reports concerning such areas as work progress, costs, and scheduling.

g.Using solid people management and network abilities to establish a positive team spirit by inspiring project team members as well as that part in the matrix organization supporting the project.

Project no. 6

:

Tabriz refinery BMS

Client

:

Tabriz Oil Refinery

Date

:

Oct. 2005 – Feb. 2006

My title

:

Project manager

The boiler in northern section of Tabriz refinery was refurbished completely . all instrumentation such as fire scanners and control system,Boiler management system, was revamped in a four months period in a cooperation with BERNT GmbH.

Responsibilities

:

a.Being the First point of contact for the Client.

b.Maintaining communications with internal and external parties.

c.Managing the scope and identifying opportunities.

d.Managing the commercial interests for both the Client and The Company.

e.Maximizing operational results within safety and quality standards of the company.

f.Coordination of technical aspects with Lead Engineers and Client for all disciplines.

g.Managing project progress and describing compensating actions for any delay.

h.Reporting to top Management.

Project no. 5

:

NGL 1600 in NISOC

Client

:

National Iranian South Oilfields Co.

Date

:

Feb. 2003 – Aug. 2005

My title

:

Project manager

In order to leverage the recovery economy of crude oil wells, it was planned that associated sour rich gases of GHACHSARAN being injected into Oil Reservoir through existing high pressure station, to be treated and sweet NGL to be prepared as feed for Bandar Imam Petrochemical Complex (BIPC). Lean Product Gas would be directed to compressors and injected to GACHSARAN Reservoir.

The main process units include : Acid Gas Removal, Dehydration & Mercaptan Removal, Mercury Removal, Liquefaction, Refrigeration, Fractionation, Nitrogen Rejection

Plant feed : 300 MMSCFD (sour rich gas)

NGL-1600 Project consisted of the following activities:

1- Provision of Basic Engineering Design;

2- Provision of Detailed Engineering Design;

3- Procurement of the equipment and materials;

4- Transportation and delivery of equipment and materials to the plant sites;

5- Execution of construction works, erection, pre-commissioning, commissioning & start - up

The utilities and offsite facilities of each of the NGL plants contained:

Main Power Supply- Emergency Power Supply - Telecommunications- Fuel Gas – De-mineralized Water - Drinking Water - Fire Fighting Water - Compressed Air-Chemical Injection - Steam Production- Flare and Burning Pit.

Responsibilities

:

a.direct day to day management of EPC contractor, including all work, deliverables, procurement support, etc.

b.responsible for monitoring and reporting progress, identifying areas requiring review/input/approval.

c.Communication of information within respective stakeholders such as client, company, subcontractors, vendors, etc.

d.Formalizing and managing the document control process

e.Resolving issues that arise between stakeholders

f.Ensuring support for all permitting and planning.

g.Resolving any conflict between client standards, work practices and design philosophy

h.Supporting and expediting to the Overall Project Plan and Project Schedule

i.Management of Project Change and approval of change orders

j.Reviewing procurement selection processes

k.Supporting and promoting the Project Quality Plan and Project Safety Plan

l.Coordination of Process safety activities including Hazard Review, and Design Verification

m.Controlling all project expenditures and procurement activities such as preparing TBE, vendor selection, issuing purchase order, reviewing contracts, Letter of credit (back to back / transferred ), bank guarantee letters, payment to vendors, equipment delivery to site, shipment insurance, customs release, etc.

Project no. 4

:

South pars subsea pipeline

Client

:

Iranian offshore engineering Co.

Date

:

May 2004 – Mar. 2005

My title

:

Project manager

The subsea pipeline laying to connect south pars gas field phase 3-4 to onshore installations with a total length of 100 Km was awarded to Arasbaran OGP . this project was limited to construction and commissioning stages with a time schedule of nine months but was delayed to 15 months due to delay in pipeline delivery.

Project no. 3

:

Acrylonitrile project in BIPC

Client

:

Bandar Imam Petrochemical Complex

Date

:

June 2000 – May 2002

My title

:

Project manager

ACN project was planned to increase the production capacity of existing plant in BIPC but encountered with many problems through the respective Licensor INEOS. So a Chinese company was selected as catalyst provider.

This $200 million project was designed locally based on existing experiences and similar units in operation . but still pending in construction phase.

Project no. 2

:

Shiraz refinery control system Refurbishment

Client

:

Shiraz Oil refinery Co.

Date

:

Jun. 2000 - July 2001

My title

:

Project engineering manager

Shiraz refinery established in 1973 with a nominal capacity of 40,000 bpd was prepared to be refurbished due to experiencing a variety of operational problems in control system. The project was set-up in june 2000 and successfully finalized at July 2001.

DeltaV system was selected based on a settlement between Siemens & Yokogawa for CDU, VISB, VCDU with a total cost of $12 million for phase one. The next two phases were deleted because of describing the refinery development project in near future . this project was awarded to Arasbaran OGP as the EPC contractor.

Project no. 1

:

Online analysis system in Razi & BIPC

Client

:

Razi Petrochemical Complex & BIPC

Date

:

May 1998 – Apr. 1999

My title

:

Project engineering manager

Razi petrochemical plant & Bandar Imam Petrochemical complex are located in the southern region of IRAN and produce a variety of petrochemical products but suffering from a huge volume of pollution generated by deficient processes mainly due to the traditional offline sampling system lead to inefficient control system. In order to be able to enter global markets and receiving ISO 14000 certificates, it was decided to equip both plants with online analysis systems and also refurbishing the control system.

Arasbaran OGP as the EPC contractor succeeded to deliver the completed $34 million project to both clients in cooperation with BERNT GmbH.

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