George W. Davis III

 

130 Marble Bluff Dr

Kingston, TN. 37763

(208) 520-8799

L_gdavis@yahoo.com

 

OBJECTIVE

To apply my nuclear business management experience to a challenging nuclear work environment.

 

SUMMARY

Diverse project management and scheduling background.  Propensity towards leadership positions with a goal oriented mentality.  I am performance driven, and consistently exceed expectations.

 

EXPERIENCE

 

Advanced Test Reactor Major Outage Planning & Integration Lead                                                               March 2012 to January 2014

Battelle Energy Alliance (BEA), Idaho National Laboratory (INL), Idaho – Managed the preparation for the upcoming Core Internal Change out (CIC) outage at the Advanced Test Reactor (ATR).  Using Primavera P6, I developed the pre-CIC schedule to address all major core component procurements, tooling fabrication, procedure revisions, training activities, etc.  Mentored a project coordinator to learn the basics of P6 and take over the pre-CIC schedule and manage it going forward.  Also worked to assign the level of detail needed for the core component replacement activities in the CIC execution schedule.  Mentored a Senior Reactor Operator to learn the basics of P6 and take over the ongoing effort to define the execution schedule logic, activity duration and resource loading.  The CIC execution schedule is by far the most complex schedule I have ever been associated with.  There are space constraints for staging of components; resource constraints, multiple shift calendars, procedure prerequisites, and so on that have to be defined in P6 and logic tied.  This P6 schedule would need to be bullet proof to defend the cost and timeline for this major outage.  While personally using P6 to assess schedule maturity, I also was responsible for the efforts of a team of engineers, planners, operators, contract, procurement and maintenance personnel in the preparation of this significant project.  Preparations for this 6 month outage includes the procurement of critical reactor components, review and approval of 150+ procedures, the checkout and repair of special tools used to disassemble the highly radioactive reactor core components, the development of all work orders applicable to this outage, the coordination and scheduling of all work, the training of all operators to qualify for this unique once every 10 year event and the budget development and submittal to the department of energy. 

 

Work Execution Manager                                                                                                                                  April 2010 to Feb. 2012

BEA, INL, Idaho –Work execution manager at the Advanced Test Reactor (ATR).  Responsible for the implementation of the P6 T-week schedule process which includes supervision of 4 work week managers, two production coordinators, a project scheduler, an outage scheduler and a daily scheduler.  Personally used P6 to review the various project schedules that would migrate onto the T-week schedule to assess their maturity and validity.  Used P6 to run resource reports to assess resource conflicts on future work and prioritize which projects and plant work was mature enough to be included in scope freeze for any given work week. Worked with engineering, operations and maintenance to improve the T-week process and apply principles of AP-928 to what will work at ATR based on staffing and funding limitations.  This effort culminated in a revision to the T-week procedure and improvements to schedule performance and scope stability percentages.  Led outage preparations, critical path analysis, and management presentations of outage progress for all the scheduled outages in this time period.  This included defining key objectives and deferring work based on resource limitations.

 

Work Week Manager                                                                                                                                 January 2009 to March 2010

BEA, INL, Idaho - Worked as a work week manager at the Advanced Test Reactor (ATR).  Responsible for verifying all maintenance work was ready to be performed before assigning the activity to the P6 plan of the week.  Responsible for coordinating maintenance, engineering, planning and project work such that the work can be executed as scheduled.  Led the plan of the day meetings and worked to maintain schedule compliance throughout the assigned work week.  Developed codes and filters in P6 to aid each work week manager in communicating status on a given task.  Also created standard P6 reports for engineering and planning to prepare work on a coordinated basis.  Transitioned the production control department from using Excel spreadsheets to working live in P6 during outage scope freeze meetings.  This eliminated the use of multiple data bases and the constant need to reconcile data between P6 and Excel.

 

Project Manager                                                                                                                                      April 2006 to December 2008

BEA, INL, Idaho – Worked as the project manager on both the new 130,000 square foot Research and Education Laboratory under a design/build/lease arrangement and on the Materials and Fuels Complex Zero Power Physics Reactor (ZPPR) deactivation project.  Developed the project execution plan for ZPPR as defined by the funding source.  Determined the waste disposition path, acquisition strategy, characterization of the reactor components, and the engineering plan for deactivating the ZPPR.  Programmed all the lab spaces in the new research laboratory by working with the stakeholders and department managers.  Also worked with the stakeholders to determine the location for this new laboratory.

 

Project Manager                                                                                                                                              May 2005 to March 2006

CH2M-WG, INL, Idaho – Defined the $25 million life cycle baseline scope to complete the decommissioning of the high risk Loss of Fluid Test (LOFT) complex.  Personally developed the LOFT D&D schedule using P3.  Established the sub-contract strategy for completing demolition of the LOFT complex in less than two years. Started negotiations with the customer and BEA to establish the demolition boundaries and end state of LOFT and the BEA attached building for specific manufacturing capability (SMC).  Also worked as control account manager for the decommissioning of the LOFT high level waste underground storage tanks.  Conceived the strategy for managing the underground tanks and ultimately was able to lead a team to achieve a clean demolition.  Managed $8 million of FY06 scope associated with eleven decommissioning work packages at TAN.    Led functional teams across technical disciplines to translate decommissioning strategy into implementation. 

 

Project Manager                                                                                                                                               April 2004 to April 2005

Bechtel (BBWI), INL, Idaho – Managed three control account managers and a diversified functional team of 50+ personnel on the successful completion of a $10 million deactivation campaign at the LOFT complex in an eleven month time frame.   Earned $2.1 of a possible $2.2 million in fee for the deactivation scope, which included the removal of over 17K linear feet of contaminated piping systems and the demolition of 15 buildings.  Managed the project scope from the planning stages through project delivery and closeout.  Coordinated the efforts of sub-contractors, crafts, operators, radcon, scheduling, planners, production coordinators, construction and engineering to aggressively address the deactivation of LOFT facilities.  Led a team through the development of the LOFT end state document and negotiated with the customer on the decommissioning scope to make the document binding.  Led a project team to successfully complete the voluntary consent order closure plan at LOFT, 9 months ahead of schedule.

 

Planning and controls                                                                                                                                        July 1999 to April 2004

Bechtel (BBWI), INL, Idaho – Increased level of responsibility applied to scheduling work at the INEL.  Most recently worked as the P3 scheduling lead at the Test Area North (TAN) clean and close project.  Responsibilities included over seeing the work of up to four project schedulers responsible for over $50 million in scope.  Performed critical path analysis and developed resource profiles to help management manage scope and schedule.  Led the P3 project scheduling efforts on the Glove box Excavation Method (GEM) project at the Radiological Waste Management Complex (RWMC), prior to the lead role at TAN.  Responsible for insuring all procedural and regulatory requirements were assigned, scoped, and logic tied to their respective driving activities.  Performed critical path analysis and worked with management to insure the 5 million in fee would be achieved.  Chaired daily meetings with operations to insure the P3 schedule was understood and the priority work accomplished.  Prior to the GEM project, directed the efforts of four P3 schedulers working the 3100 CM project at RWMC.  Prior to RWMC, worked as a work window specialist at Idaho Nuclear Technology and Engineering Center (INTEC scheduler), which entailed creating the plan of the week, determining maintenance and operations priorities, over seeing a scheduler and assisting the planning department with work order priorities for the High Level Waste facility.  As a scheduler, I developed the turnaround schedule used to coordinate work activities associated with the start up of the calciner for its final campaign.

 

Operations Supervisor                                                                                                                               November 1994 to June 1999

Newport News Reactor Services, INL Navel Reactor Facility (NRF), Idaho – Managed the development of functional teams across technical disciplines to perform the $74 million A1W-3A and S5G reactor defueling & decommissioning project.  Directed the functional teams through all aspects of defueling operations; from equipment checkout, quality control, procedure development, defueling team qualifications to the actual defueling operations.  Led the implementation of DOD’s request to deviate from past practices of performing defueling operations in full anti-contamination clothing, to the more technically challenging engineered drape approach.  Guided the efforts of multi-technical disciplines to design, test and qualify engineered drapes for all aspects of defueling operations on the S5G reactor.  Designed an inner tube containment system to be used in the tight quarters surrounding the standpipes and oversaw the design from conception to implementation.  The new engineered drape approach was so successful that it was implemented on the defueling of the naval submarine Narwhal several years later.  Successfully led an organization through the defueling of the S5G reactor ahead of schedule and with no spread of contamination outside the designed engineered drapes.  Developed and implemented the training program to train all newly hired crafts and management to the safety standards applicable to this facility.  Also, developed the lesson plans for training the electricians on the maintenance of the A1W gantry crane. 

 

EDUCATION

 

Bachelor of Science, Business Management                                                                                                                                           

Christopher Newport College, Newport News, VA, GPA: 3.5, Major GPA: 3.5

 

Professional Certifications

Project Manager Professional (PMP)