•         Create an IMS from owners requirements, and various contractors to determine what needs to be done and when.
•         Evaluate all contractors schedules for viability (negative float), health (used given delivery dates) and constructability (resources match up). I challenge contractors when appropriate.
•         Familiar with UK, NEC, IBC and related building standards and applicable application in geographical locations, specifically Iraq, Afghanistan as I was there three years.
•         Make tasks objective to track progress and field verify to update the schedule and data date.  This prevents the contractor from sand bagging.
•         Track and update Owner clients' milestones and processes not updated by contractor
•         Provide weekly and monthly status reports which include executive summary, progress, problems or issues, and recommendations.
•         Determine program and project level recommendations including those the contractor did not accept.
•         Perform schedule analysis critical path, float management, and benchmark analysis for the site.

 

•         Set baselines three times during the project (initiation, Design, and construction) and recommend directions when needed.
•         Support the implementation of new schedule initiatives (global and local).
•         Created complex construction schedules, the largest being 26,000 tasks.
•         Experienced in complex construction such as building temperature and humidity controlled environments, clean rooms, and other mission critical (ammunition sites, maintenance depots, and runways for C5’s)
•         Dealt with large MEP systems including LSA’s, NOCOLOC ovens, and data centers for the ABIS project.
•         Extensive practical “hand on” experience managing complex infrastructure projects in austere locations.
•         Certified PMP with emphases on developmental concepts.
•         Twenty years of experience with Primavera and thirty years with MS Project.

 

PROFESSIONAL EXPERIENCE

 

PROJECT CONTROLS PROFESSIONAL (Independent Consultant)

A C Stevens Enterprises LLCFebruary 2013 - Present

Findlay, Ohio

Responsibilities:

During this time period I incorporated and became an independent consultant working for a variety of companies. These were significant companies, Sandhill Inc., DTE Energy, Greenpac, BP, ADM, and RockTenn. My role with these companies dealt with project controls. Specifically, I scheduled and tracked all costs during shutdowns (and turnarounds), oil and gas pipe lines, refineries, chemical processing and paper mills. All projects involving gas producing well pads, pipe to bring the gas to the dehydration and compression facility.  This includes the Bluestone Mainline Pipeline expansion (both compression and looping).  These typical constraints are scope, time, and budget.  The secondary—and more ambitious—challenge is to optimize the allocation and integrate the inputs necessary to meet pre-defined objectives by the company.  Key areas I developed and took responsibility for:

·               All Gantt chart designing and mapping techniques and presentations;

·               Develop Risk Analysis and ways to mitigate the risks.

·               Created and tracked “S” Curves and reported if the project was above or below budget.

·               Coordinating multiple avenues of skilled personnel (welders, pipe fitters, millwrights, etc.).

·               When required used resource loading and obtained more resources if needed.

·               Lead role to subcontractors in determining scope of work and how progress was to be monitored.

·               Assisted in contracts adding penalty clauses for all suppliers and vendors.

 

Project Controls Manager

United Group ServicesOctober 2011 – February 2013

Cincinnati, Ohio

Responsibilities:

All projects involving industrial piping (gases and liquids).  This included the construction of temperature and humidity controlled environments.  The primary objective is to achieve all of the project goals and objectives while honoring the preconceived constraints listed in the statement of work and proposal.  These typical constraints are scope, time, and budget.  The secondary—and more ambitious—challenge is to optimize the allocation and integrate the inputs necessary to meet pre-defined objectives by the company.

•         Create schedules and costing for new projects won by United Services Group.
•         Maintain such schedules and insure costs are reported accurately to the tasks within the projects.
•         Train others within the company Project Management skills.

 

Senior Project Planner & Cost Annalist (Contract Position)

Lakeshore EngineeringNovember 2010 – September 2011

Camp Bastion, Afghanistan

Responsibilities:

Construction of a 15,000 foot runway, 23 ammunition storage facilities that had to be static free, and a fighter jet maintenance depot with a clean room and temperature and humidity controlled room for testing.  Tracked and updated schedules and costing information for two task orders at Camp Bastion.  One dealt with the runway expansion and the other was for the construction of a ammunitions site.

·               Developed Gantt charts and S-Curves corresponding with Earned Value Analysis.

·               Provided separate charts on ammunitions project for concrete analysis and Earth Cover Magazine progress for the PM.

 

Project Planner (Contract Position)

Northrop GrummanMarch 2010 – November 2010

Fairmont, WV 26554

Responsibilities:

Project involved software for the DoD ABIS system.  Oversaw all scheduling tasks pertaining to the ABIS project for BIMA.  This included Maintenance, creation of TMi, and the installation of COOP.  I tracked the daily development and reported the first and third Monday of the month.  Obtained Top Secret Security Clearance.  Created baseline tasks, resource loaded, and budget requirements.  Compared schedule to BOE (Basis of Estimate) for variance reports and made corrective actions.  ABIS system included data center with triple redundant systems for troops overseas.

 

MANAGER, of Project Controls (Contract Position)

AECOMJanuary 2008 – December 2009

Responsibilities:

Project involved training and building a maintenance depot for the Iraq Army.  Designed, implemented and monitored the progress and subsequent development of the Taji International Track & Wheel Deport. This was a comprehensive project in excess of $350 Million dollars, a one of a kind countrywide facility, with hundreds of individual “moving parts” and over thirty (30) separate projects and operations occurring simultaneously.  The construction included clean rooms, engine testing, hotel like facility for workers, and emergency medical room.  I tracked the daily development and subsequent delays with each project. In concert with this I preformed the following:

·               Provided an initial assessment of resources necessary to monitor the various projects;

·               Developed protocol procedures that identified systematic issues of importance.  These were subsequently adopted by the client;

·               Hired and trained support personnel, sufficient to coordinate daily activity;

·               Purchased over 1400 pieces of equipment and arranged transportation to Iraq.  Reported tracking daily.

·               Developed Gantt charts corresponding with Earned Value Analysis;

·               Provided separate (individual portfolio) charts on all projects.  To include charting mechanisms, value analysis, progress pictures and delays, incident reports, change orders, etc. This portfolio report developed into, and adopted as the standard Project Management Operational PMO weekly report;

·               Developed CADD technical applications, incorporating 3D models of the project(s) status. This basically provided a visual illustration to the government, affording them the opportunity to track the project visually, as well as on paper;

·               Developed a standard application approach for identifying constraints that “triggered” delays;

·               I was the lead liaison with the client, making presentations, explaining concepts and principals, and supervising a staff of (7) to (10) support project controls personnel (planners and cost)

 

MANAGER, SCHEDULER & PLANNING (Contract Position)

New Concepts & H.J. Russell Co. (Contractor)April 2002 January 2008

Lima, Ohio

Responsibilities:

Projects involved industrial piping for liquid and chemical mixing.  Initially retained to develop a comprehensive policy and procedure manual on the developmental processes of scheduling, and corresponding responsibilities in accountability. Advancement in the position later entailed implementing a viable “core” scheduling division that could meet the needs of the expanding company, of which the following was included:

·               Develop a training program to teach a standardized application in project planning and “mapping” techniques, incorporating Gantt chart  and earned value analysis fundamentals;

·               Managed multiple design build projects, simultaneously;

·               Implemented vendor “vetting” pricing. Developing a cost means portfolio for prices relating to materials;

·               Lead liaison with clients. Providing comprehensive briefings;

·               Developed “phase” in application charting, depicting progress, constraints, delays, predecessors and successors;

·               Determined scope of work for sub-contractors which were competitively bid;

 

MANAGER, SCHEDULER & PLANNING (Independent Consultant)

Findlay, OhioMay 1986 – April 2002

Responsibilities:

During this time period I was an independent consultant working for a variety of companies. These were significant companies, ELCO Corp and Valeo Engine Cooling etc. My role with these companies was inductive of a designing, and determining the current planning capabilities and mapping techniques employed. Key areas I developed and took responsibility for:

·               All Gantt chart designing and mapping techniques and presentations;

·               All training and staff development, relating to graph design and cost tracking;

·               Centralized “focal” point in initial verses long term planning techniques and presentation;

·               Coordinating multiple avenues of personnel,

·               Designing and monitoring simulations government and private sector projects;

·               Lead role to subcontractors in determining scope of work and monitoring progress;

 

EDUCATION AND TRAINING

 

•         Certified as: Project Management Professional (PMP) 2009
•         Certified in: Total Quality Management (TQM) 2009
•         Certified in: Lean Management Techniques (LM) 2009
•         Aquinas College: Masters in Management
•         Purdue University: Bachelor of Science in Industrial Engineering Technology
•         Obtained and held TS Clearance in 2010.