Gregory Jones, PMP

Project Controls Manager

 

Key Qualifications

Gregory Jones is an experienced project controls manager in the field of program management.  He has the ability to envision the entire project and the technical skills to translate that vision into reality.   He is skilled in infrastructure and building construction, managing projects and implementing project control solutions.  Greg is also experienced with system implementation, procedural development, contract administration, document control, cost management (including earned value analysis), scheduling, estimating, claims analysis, payment application reviews, and database development.

Parsons Brinckerhoff: 2012-Current

•      Mid-Coast Corridor Transit Project, San Diego, California: manager of program controls on the $2 billion commuter rail system connecting downtown San Diego and the University Transit Center.  Responsible for the following:

-       Management of administration and project controls

-       Supervision of cost, schedule and scope control

-       Process and procedural development

-       Management of support staff

-       Development of the work breakdown structure (WBS)

-       Development of the baseline and current schedules

-       Development of an earned value measurement system for monitoring consultant performance

-       Development of project controls reporting, databases and system integration

Bechtel: 2011-2012

•      Caval Ridge Mine Construction Program, Brisbane, QLD, Australia: Home Office Supervisor of Project Controls on the $4.2 billion development of the Caval Ridge greenfield mine site.  Responsible for the following:

-       Management of administration and project controls

-       Coordination with field project controls team

-       Supervision of cost, schedule and scope control

-       Process and procedural development

-       Management of support staff

-       Development and maintenance of the work breakdown structure (WBS)

-       Development of cost and change control systems

-       Supervision of scheduling processes

-       Development of an earned value measurement system for monitoring consultant/contractor performance

Parsons Brinckerhoff: 2001-2011

•      California High Speed Rail Program, Sacramento California: manager of program controls on the $43 billion high speed rail system connecting San Francisco to San Diego and Sacramento.  Responsible for the following:

-       Management of administration and project controls

-       Supervision of cost, schedule and scope control

-       Process and procedural development

-       Management of support staff

-       Development of the work breakdown structure (WBS)

-       Development of the baseline and current schedules

-       Development of an earned value measurement system for monitoring consultant/contractor performance

-       Development of project controls databases and system integration

-       Claims analysis

 

•      SFMTA Third Street Light Rail Program - Central Subway, San Francisco, California: manager of program controls on the $1.6-billion subway system in downtown San Francisco as part of a joint venture.  Responsible for the following:

-       Management of administration and project controls

-       Supervision of cost, schedule and scope control

-       Process and procedural development

-       Management of support staff

-       Development of project controls information system

-       Coordination of the change control process

-       Development of the work breakdown structure (WBS)

-       Development of the baseline and current schedules

-       Development of an earned value measurement system for monitoring contractor performance

-       Claims analysis

 

•      Washington State Department of Transportation (WSDOT) Project Management & Reporting System (PMRS) Implementation, Olympia, Washington:  project manager responsible for the design, configuration, training and deployment of a comprehensive project controls system that focused on implementation of best management practices (BMP), project management training, cultural change management and deployments of project controls tools.  Responsible for the following:

-       Overall project management & associated reporting

-       Staff management

-       Communications management

-       Cultural change management

-       Process & procedure development

-       Management of hardware and software acquisitions and installations

-       Management of Primavera Project Manager configuration and implementation

-       Management of Primavera Contract Manager configuration and implementation

-       Management of Open Text LiveLink enterprise content management configuration and implementation

-       Management of the PMRS web portal development and implementation

 

•      Louisiana Transportation Infrastructure Model for Economic Development (TIMED) Program, Baton Rouge:  manager of program controls on the $3.5-billion state-wide roadway expansion program as part of a joint venture.  Responsible for the following:

-       Management of administration and project controls

-       Supervision of cost, schedule and document control

-       Process and procedural development

-       Management of support staff

-       Development of project controls information system

-       Coordination of the change control process

-       Development of the work breakdown structure (WBS)

-       Development of the baseline and current schedules

-       Development of an earned value measurement system for monitoring contractor performance

-       Development of a document management system to store electronic and hard copies of all relevant program documentation

-       Claims analysis

•      Alaskan Way Viaduct and Seawall Replacement Program, Seattle, Washington:  senior project controls specialist on the preliminary engineering phase of the project, which has a budget estimated at $2.5 billion to $4.7 billion.  Responsible for the following:

-       Schedule development and coordination

-       Estimating of each component of the project

-       Estimate coordination of sub-consultant submittals

-       Cost estimating validation process (CEVP)

•      University of California (UC) at Merced Program, Merced:  deputy program manager for administration/project controls on Phase 1 of a new UC campus.  Phase 1 is a $400-million, 4-year program.  He was responsible for the following:

-       Management of administration and project controls

-       Supervision of cost, schedule, document control, and contract administration

-       Process and procedural development

-       Management of support staff

-       Management of office administration

-       Development of administration and project controls information system

-       Coordination of the change control process

-       Development of the work breakdown structure (WBS) and organizational breakdown structure (OBS)

-       Development of the baseline and current schedules

-       Development of an earned value measurement system for monitoring contractor performance

-       Development of a document management system to store electronic and hard copies of all relevant program documentation

 

 

International Aviation Consultants: 2000-2001

•       Hartsfield Atlanta International Airport Development Program, Atlanta, GA:  As the Configuration Manager, Greg worked on the Hartsfield Development Program, a $5.4 billion, 10-year expansion to the country’s busiest airport.  He was responsible for the following:

-       Supervision of Document Control Division

-       Supervision of Process Development Division

-              Leading the coordination effort between organizations and departments to obtain consensus on all Program related processes

-       Document & process auditing

-       Non-conformance reporting

-       Process and procedural development

 

As the Cost Manager, Greg was responsible for the implementation and management of the cost tracking and control system.  Greg setup the cost tracking system before transitioning to the Configuration Management position.  His responsibilities as the Cost Manager included:

-       Establishing business rules

-       Developing interdepartmental and internal procedures

-       Detailed earned value management utilizing cost and schedule integration

-              Software development of an interim cost tracking and control system through Access software

-              Implementation of Expedition contract management software and Cobra cost management software

-       Client and interdepartmental coordination

-       Training and personnel management

 

Engineering & Construction Services: 1994-2000

Ft. Lauderdale/Hollywood International Airport (FLL) Expansion Program, Ft. Lauderdale, FL:  The FLL Expansion Program was a $332 million expansion to the Ft. Lauderdale Airport.  Greg started in Cost Accounting/Contract Administration and was then promoted to the position of Project Manager for the new parking garage facility.  As a Project Manager, he was responsible for the $74 million parking facility, which finished on schedule and under budget.  Specific responsibilities included:

-       Owner coordination

-       Design Management and designer coordination

-       Construction Management coordination

-       Contractual negotiation with the designer and CM

-       Scope, schedule and budget management

-       Personnel management

-       Schedule and earned value forecasting, tracking and reporting

Contract Administration responsibilities included:

-       Developing front end documents

-       Assisting in contract negotiations

-       Executing design, construction and sub consultant contractual agreements

-       Change tracking

-       Claims analysis

Cost Accounting responsibilities included:

-       Developing Access based invoice tracking database for the entire program

-       Developing invoice approval process

-       Processing invoice payments for all program participants

 

•       Florida Department of Transportation – District 3:  As the Lead Scheduler, Greg worked as a consultant to the FDOT on a program that consisted of 800 projects.  Greg was responsible for the following:

-      Creation and maintenance of all 800 engineering project schedules

-      Weekly and monthly schedule reporting

-      Training of FDOT staff

 

•       Florida Department of Transportation – District 6:  Greg worked as a consultant to the FDOT on a claims analysis project.  He built a detailed as-built schedule from project documentation and completed a schedule analysis report that was used in the determination of a claim against the FDOT.   

 

Fluor Daniel: 1992-1993

•       EFO HCFC Chemical Plant, Greenville, SC:  As an Associate Design Engineer, Greg assisted in the design of an industrial manufacturing plant as part of the Mechanical Piping Department.  His responsibilities included:

-       Supervision of a design team

-       Specification editing

-       Autocad design

-       Conceptual and detailed engineering

 

Education

B.S., Building Construction, University of Florida, 1992

 

Training & Specialties

Greg is trained and proficient in the use of all MS Office products.  Greg has developed multiple controls databases including a program wide consolidated SQL database. Greg is also proficient in the setup and use of most scheduling, cost, estimating and project management tools, such as Primavera Project Planner, P6, Suretrack, Open Plan, Timberline, Contract Manager, Prolog, Site Manager and others.  Greg holds a Project Management Professional (PMP) certification from the Project Management Institute (PMI).

 

References available upon request.