DANIEL D. DENNIS
Project Controls – Senior Project Scheduler
Phone #: Cell – 801-634-4330 Email - dansue82@comcast.net
SPECIAL COMPETENCE
On several projects that I have been on I have had to manage as many as 6 schedulers. Create and manage Project
Schedules using Primavera Project Planner (P6 V8.3). Setting up a WBS and manage P6 codes and Project
Task/Numbering Systems. Create or manage site specific Earned Value Programs. Use and control site specific Cost
Programs Including interface between P6 and Prism G2. Development of Excel spreadsheet for controlling project cost
and generation of Manpower, Schedule, Earned, Actual and Commodity curves.
AWARDS
URS - Mining 2005 Lion Award – Individual/Team Award - Engineering
EDUCATION
Newark Central High School, Newark, New York – Diploma - 1967
Gale Institute of Technology, Minneapolis, Minnesota – Engineering Drawing - Course Diploma-1967
EMPLOYMENT HISTORY
1977 – 2009 URS/Washington Group /Raytheon Engineers/United Engineers & Constructors Inc.
2009 – 2013 Contractor for Rio Tinto / Kennecott Utah Copper through Franklin Company
2013 – Present Contractor – Westinghouse, Tetra Tech.
H.O.
YEAR
TITLE
2014 – Present Schedule Analyst
2014 – 2014
2014 – 2014
2012 – 2013
2009-2012
2005- 2009
2003- 2004
2002-2003
2000-2002
1999-2000
1997-1999
1996-1997
1996
1996
1996
1995
1994-1995
1993-1994
1992-1993
1992
1991-1992
1990-1991
1989-1990
1989
1988-1989
1982-1988
1977-1982
1976 – 1977
Schedule Analyst
Scheduler – BD
Lead Project Scheduler
PROJECT TYPE
Water Treatment Plant
Gold Mine
Nuclear – Westinghouse Cranberry PA
Mining – Moly Plant - Kennecott Utah Copper
Lead Project Scheduler Mining – 2-Smelter Outages
Lead Project Scheduler Mining – 3-Smelter Outages
Work Control Scheduler
Proj. Cntrl. Superintendent Mining - Magnesium Oxide
Lead Cost/Scheduler
Lead Quantity Surveyor
Chemical Demilitarization
Chemical/Demilitarization
Project Controls Spec. 1 Mining – Posven
Project Controls Spec. 1
Project Controls Spec. 1
Project Controls Spec. 1
Project Controls Spec. 1
Infrastructure
Steel
Pharmaceutical – Merck
Infrastructure
Philadelphia, PA &
Bellevue, WA
New York City, NY
Chicago, IL
Lead Project Controls Engr. Polymer Chip – Wellman Winston Salem, NC
Lead Project Controls Engr. Aluminum – GARMCO
Lead Project Controls Engr. Pharmaceutical – Sandoz
Project Controls Engineer Power – Nuclear Outage
Project Controls Engineer Polymer Chip – Eastman
Power-Fossil - Warrior Run Philadelphia, PA
Richmond, VA
Kingsport, TN
Lead Project Controls Engr. Fiber-Tires – Allied Fiber Winston Salem, NC
Power – Nuclear
Power – Industrial
Project Controls Engr.
Project Controls Analyst
Project Controls Analyst
Computer Set-up/Maint.
Project Controls Analyst
Piping Designer/Admin.
Power – Nuclear Sequoyah
Administration
Power – Nuclear WPPSS
Power – Nuclear WPPSS
Philadelphia, PA
Philadelphia, PA
Philadelphia, PA
Optician – Dr. Joseph Reifin – Philadelphia PA
1972 – 1976 Clerk/Draftsman – United Engineers & Constructors, Inc. – Philadelphia PA
1971 – 1972
1968 – 1971
1967 – 1968
Machine Operator – Rexham Corporation – Newark NY
Eye Specialist 5th Class – United States Army
Draftsman – General Dynamics - Rochester NY
ASSIGNMENT
FIELD
ASSIGNMENT COMPANY
Questa NM
Tetra Tech
Cripple Creek CO. Tetra Tech
System One
Salt Lake City Utah The Franklin Company
Salt Lake City Utah The Franklin Company
Salt Lake City Utah URS
Umatilla, Oregon Washington Group
Amman, Jordan Washington Group
Umatilla, Oregon Washington Group
Barceloneta, PR Raytheon Engineers
Port Ordaz, VZ Raytheon Engineers
Raytheon Engineers
Raytheon Engineers
Raytheon Engineers
Raytheon Engineers
United Engineers
United Engineers
Ringaskiddy, Ireland United Engineers
Oyster Creek, NJ United Engineers
United Engineers
United Engineers
Savannah River SC United Engineers
United Engineers
Chattanooga, TN United Engineers
United Engineers
United Engineers
United Engineers
Richland, WA
Daniel D Dennis
Page 2
As a senior Project Controls Specialist at Kennecott Utah Copper I have created and managed hourly Outage Schedules
and Earned Value/Actual Manpower programs. These programs required me to create a Task Numbering System that
project personnel used to enter actual hours on their timesheets. Actual hours were then downloaded into the program,
unresolved hours were resolved and then the data was calculated to the current data date. Project status reports and
curves were then generated. One of my strong points is that I can integrate P6 Schedules with these programs in order to
assure that earned value reporting is working hand-in-hand with the data in the current project schedule. Another strong
point is my knowledge of computers. I have been working with computers since the first day they appeared in the
workplace.
For nine months I worked at the Kennecott Molybdenum Plant (MAPP). Because the project was 16 month behind
schedule and several hundred million dollars over budget all work was stopped. I was sent to the project as it was being
postponed in order to create a new resource loaded schedule from a revised estimate of the work needed to complete the
plant. The schedule included activities for procurement, construction, pre-commissioning and commissioning for when
the project will re-commence. I also supervised one other scheduler.
For 8 year I worked at the Kennecott Utah Copper, Smelter. Every two years the plant was shut down. My job, while the
plant was running, was to create an hourly schedule for all the repairs to be done during the next outage. Then managing
the schedule during the outage. For the last two outages I trained one other scheduler. We were responsible for creating
resource loaded schedule for the execution of as many as 180 individual projects by as many as 65 contractor. I also had
to help the Cost Engineer in setting up the cost programs which was integrated with the P6 schedule. We also developed
a program for Earned Value.
In my 35 years working for the Washington Division of the URS Corporation / Washington Group International
/ Raytheon Engineers / United Engineers & Constructors, I have created and managed Primavera (P3/P6) schedules for
many projects both large and small and for several different product lines and Divisions within the company. I have
come onto a Project at the beginning and have taken over projects in the middle. I am skilled at developing WBS’s,
schedule logic, creating activity numbering systems, work breakdown structures, using code fields for the production of
reports, bar charts and manpower curves. I am very adept at resource loading a schedule and I know how to Resource
Level a project. I have supervised as many as 6 schedules.
My early experience was Home Office projects, but for many years I worked overseas on foreign assignments doing
scheduling and cost for new Construction, plant Startup’s and Outage projects.
On several assignments I have been required to do database management. That is where I learned how to write and test
programs in dBase V. I have developed cost management programs for several offices (when we were Raytheon) that
may still be in use today.
I spent five months in Jordan and one month in Romania where our team of five was sent to complete a Magnesium plant
that had been abandoned by another engineering company. My job was to identify and input the remaining work into a
schedule and manage its progress. I was also responsible for tracking, verifying and logging how many men were on site
for each contractor. Because we only had five men, I helped with any other work that had to be done.
I worked 15 months in Ireland on an addition to a Pharmaceutical plant for Merck. I trained four locals who helped me to
create and managing the project schedule. I also wrote a dBase IV program which managed time collection for all startup
managers and craft. I also populated our performance tracking program (Engineering Progress & Performance – EPP)
with task and dates that correlated with activities in the schedule. The dBase IV program allowed us to input timesheets
entries into a database.
Daniel D Dennis
Page 3
The database collected the actual and summed them against open and approved tasks if the task existed in EPP. Then the
program dumped the actual hours into EPP. It would also automatically checked employee numbers as data was entered.
Another byproduct of this system was the ability to automatically produce a chart for de-manning the job.
I spent 12 month in Philadelphia, Pa. creating, updating and managing the Engineering, Design and Procurement
schedule for a project in Venezuela. When all of that was completed I was asked to go to the field to help with the
construction schedule. For my 18 month assignment in Venezuela, I was directed to take a Cost Program call PQMR and
convert it to a more manageable system. PQMR was unmanageable because it had over 5000 records and many of the
records were for duplicated parts. I wrote a small program to roll all like items together and sum the quantities. I then
wrote another program which took progress each week and calculated earnings; percent complete and generated reports
by cost codes. I also assisted the Project Controls Manager with updating progress in the schedule and I helped the
electrical department by developing programs that enhanced their ability to accurately report the quantities of cable and
conduit that they were installing.
My 12 month assignment in Puerto Rico required the creation and management of a P3 schedule to build an addition on
to an existing plant for the production of a new drug for Sandoz. I also wrote a program that would look at a current
download of 30 to 40 thousand records, from our computerized piping design system (PDMS) and compare that data
against the records from the previous week. Then identify and report all new piping, revised piping quantities and deleted
piping. A detailed material list was then prepared for any new piping or fittings and attached to a Purchase Order. I also
set up an interactive spreadsheet that was used by me and the receiving warehouse to track incoming shipments.
It allowed our warehousemen to verify material as it arrived on site with approved Purchase Orders. We also needed to
be able to track the fabrication and installation of all pipe for each isometric. I wrote another dBase program that
Management and Project Controls used daily to accomplish this task.