JEANETTE M. VAN AKELIJEN, PMP

9664 Shawnee Trail

Powell, OH 43065

(864) 266-6422 mobile

High energy, results-oriented professional with a successful track record in project controls on complex capital

projects involving engineering, procurement, construction and construction management. Possess strong technical skills

in planning, scheduling, forecasting, change management, and cost control including project management tools such as

Prolog, Contract Manager, P6, Unifier, Clarity, and entire Microsoft Office Suite. Excellent interpersonal and

communication skills that build a sound team environment. Recognized for organizational capabilities, analytical skills,

and practical business instincts. Reinforced by 25 years of project controls experience, PMP Certification, MBA in

Finance/Management and computer literacy.

SUMMARY OF EXPERIENCE

(2013 – Present) Faithful + Gould, Greenville, SC (Chief Project Controls Manager)

  Ø (4/2013 – Present) Michelin North America PMO Manager, Greenville, South Carolina

Project Controls Manager assigned to oversee the Client’s Project Monitoring Office in direct support of a $2.0B Expansion

project. The scope of the project includes project controls consulting to introduce and implement standard PMI processes and

procedures and staffing the PMO team to provide project controls services. Michelin is a major client for F+G in their

manufacturing sector.

Responsibilities of the PMO

  · Management the project scope

  Ø Assists the Project Team to define and manage an accurate definition of the project scope,

  Ø Administrates of the Change Orders, coordinate the Change management process.

  · Management of the project schedule

  Ø Builds project management plan,

  Ø Consolidates, owns and maintains the integrated project master schedule, ,

  Ø Collects initial schedules and updates with activities and links from internal and external sub-contractors, leads the

schedule workshops,

  · Management of project cost

  Ø Builds the cost management plan, based on Michelin finance guidelines,

  Ø Builds the project cost breakdown structure (CBS) from the work breakdown structure (WBS),

  Ø Owns and maintain the cost baselines structured per the CBS,

  Ø Performs costs control, follow up of the investments, expenses and project contract commitments,

  Ø Monitors contracts/commitments, controls purchase requests and purchase orders

  Ø Drives the cost forecast process, based on the detailed WBS / CBS with traceability to project contract commitments,

with drill down capabilities and with links to the schedule,

  Ø Performs the schedule periodic updates,

  Ø Performs schedule simulations, analyzes discrepancies and reports conflicts,

  Ø Publish project master schedule baseline, generates schedule reports.

  Ø Captures cost update (scope), deviations, trends, to generate up-to-date cost forecast,

  Ø Perform variance analysis, showing price effect, currency exchange rate effect and scope effect,

  Ø Generates the periodic cost reports.

(2010 –2013) Fluor Corporation, Greenville, SC (Project Controls Manager)

  Ø (11/2010 – 2/2013) LOGCAP IV Home Office Project Controls Manager, Greenville, South Carolina

Project Controls Manager assigned to oversee the Project Controls Support Office in direct support of a $6.7B Fluor

Government Group Logistics Civil Augmentation Program (LOGCAP) IV Contract. This project provides Operations,

Maintenance & Logistics services in support of the US Army and Department of Justice that includes the only US Military

operated state of the art detention facility in country. The scope of the project includes: general project management,

government contract management, operations support, human resources involved in staffing the transitioned sites and

services, cost control and change management support, security assessments, and accounting/finance support to the War

Fighter at various Forward Operating Bases in Afghanistan. This is a high profile project and represents a significant portion

of Fluor’s overall profit margin.

Responsibilities:

  · Manage team of twenty project controls personnel who provide project controls support including the following:

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  Ø Project Set Up

  Ø Client Cost Report

  Ø Equipment + Material Budget Tracker

  Ø Forecast Summary Analysis

  Ø Profit Margin Analysis Report

  Ø Unrecorded Liabilities/Accruals

  Ø Project Status Report

  Ø Business Risk Management Framework

  Ø Budget At Completion Reconciliation

  Ø Earned Value Measurement System Schedule

  Ø Home Office Labor Review

  Ø Funds Management

  Ø Cash Flow Analysis

  Ø Project Close Out

  · Develop, implement, maintain, and train all project controls procedures.

  · Provide monthly profit margin analysis to Executive team.

  · Coordinate Project Controls duties and responsibilities with Field counterparts in Afghanistan.

(2000 – 2010) Faithful + Gould, Greenville, SC (Project Management Consultant)

  Ø (2/2007 – 10/2010) CYTEC Project Controls Manager, Greenville, South Carolina

Project Controls Manager assigned to oversee a $250 million carbon fiber plant expansion project. This project included

new buildings with new process lines capable of producing 2.1 million pounds of carbon fiber per year. Since the project was

an expansion of existing manufacturing lines, success was associated with planning and scheduling all tie-in points without

interruption to existing production operations. The project was a high profile, major capital investment for CYTEC and

represented a significant portion of their overall capital investment plan. .

Responsibilities:

  · Develop, implement, maintain, present and review with Cytec Project Team Leadership all appropriate project controls

procedures (i.e., Prolog, Cost Tracking & Reporting, Schedule & Resource Tracking, etc.).

  · Develop and implement work breakdown structure and dictionary.

  · Review total project cost estimate in order to obtain approval of gated funding.

  · Cost control and forecasting – including cash-flow analysis.

  · Planning and scheduling – including all levels from shutdown/tie-in to executive summary for Engineering,

Procurement, and Construction.

  · Manage change order system to document changes to the contract.

  · Review/approve monthly invoices.

  · Project status reporting.

  · Project close out.

  · Manage Risk Assessment program.

  · Identify and manage action items with Construction Subcontractors as required to keep the project within scope, cost,

and schedule.

  Ø (6/2004 – 2/2007) DHL Project Manager – Wilmington Air Park, Wilmington, Ohio

Project Manager overseeing a $300 million Hub Expansion Project at the Wilmington Air Park. This project included over

forty (40) separate sub-projects divided into three main categories of work - Buildings, Material Handling Equipment, and

Site Work. The project was divided into two phases. The first phase was the expansion and renovation of the existing

(Legacy Airborne) ILN Sort Facility in Wilmington, Ohio. A major project in the first phase was to design and build a 1million

square foot sortation building and material handling system in order to support the migration of the DHL CVG

operations and A-Star fleet to ILN for an operational date of September 30, 2005. This date was met utilizing “fast track”

project scheduling and DHL successfully transitioned operations and realized a significant savings. The second phase was to

design and install an Automated Sort System. A smooth transition from manual sort to automated sort occurred.

  Ø (05/2000 – 06/2004) DHL Project Manager – Cincinnati/Northern Kentucky International Airport

Project Manager overseeing the design, installation, commissioning, and startup of a $70 million package sortation system

at the new DHL Hub Facility. Responsibilities were the same as the PM assignment listed above in Wilmington, Ohio.

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(1993 –2000) Fluor Corporation, Cincinnati, Ohio

  Ø (02/1997 – 05/2000) Procter & Gamble Project Controls Manager – Ivorydale Plant, St. Bernard, Ohio

Project Controls Manager responsible for managing a team of 12 employees. Team was responsible for estimating,

accounting, procurement, cost control, planning and scheduling of various construction projects. Annual budget of

approximately $60 million.

  · Successfully implemented new cost and accounting system at the P&G Ivorydale Site with no work interruptions for the

client.

  · Reorganized team to better support an EPC (Engineering/Procurement/Construction) environment. Recognized by the

client as “Value Added”.

  · Managed the construction operations budget. Held monthly review meetings with managers to review budget vs.

spending for every overhead account.

  · Considered “subject matter expert” in cost and scheduling. Continually offered troubleshooting and training in

Timberline and Primavera scheduling.

  Ø (06/1993 – 02/1997) Department of Energy Lead Project Controls Engineer - Fernald Site, Ross, Ohio

The Fernald Project was an environmental restoration of a former uranium processing facility operated by the U.S

Department of Energy. Assigned as Project Controls Lead responsible for cost and schedule engineering efforts. Managed

Control Team to ensure continued project management support and smooth transition during organizational restructuring.

Responsibilities:

  · Prepared and maintained WBS and WBS Dictionary

  · Lead Planner and Scheduler responsible for all aspects of preparing, resource loading, and maintaining schedules.

  · Master Scheduler responsible for merging all Control Team Schedules into master schedule

  · Integrated cost and schedule

  · Prepared cost reports for submission to client

  ·

(1986 to 1993) GE Aircraft Engines, Department of Defense, Cincinnati, Ohio

  Ø 08/1989 – 05/1993) Program Management Specialist

Administered and coordinated 17 government Research and Development component contracts for Advanced Technology

Operations valued at $30 million annually to meet demonstrator test schedule. Responsible for planning, scheduling,

forecasting, and cost control. Also responsible to prepare and present validation for annual budget. Secret Clearance was

required.

  Ø 06/1986 – 08/1989) Design Specialist

Responsible for defining test facility project requirements within budget and schedule parameters for Test Facilities

Engineering.

PROFESSIONAL LICENSES/CERTIFICATES

Registered Project Management Professional, Project Management Institute (March, 2000)

Black Belt in Six Sigma, Harrington, Institute (May, 2006)

EDUCATION

All degrees granted by University of Cincinnati, 103 Beecher Hall, Cincinnati, OH 45221

  · MBA - Finance/Management, June 1995

  · BS - Marketing, June 1991

  · Cross-trained entire team to offer multi-skilled package to the client. Every employee skilled in at least two of the

following disciplines: estimating, cost control, planning/scheduling. This also re-energized the team and lifted moral to

an all-time high.

  · Provided planning and scheduling for construction projects that included all levels from shut-down to executive summary

schedules.

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