Terrance Wakefield, PMP, CCP

11611 Cosca Park Drive n Clinton, MD 20735 n Phone: 301-379-8582 n Email: teewake@yahoo.com

I have over 15 years of project management experience spanning over the IT, Construction, and Defense industries. Over those years I have honed my abilities to create and implement standards for project cost controls, enhance budgeting, planning, and scheduling capabilities, provide timely and accurate analysis of financial data, utilize earned value to develop estimates to complete, manage accounts payable/receivable, manage change control processes, conduct forensic investigations of costs and expenditures, and provide close out support for contracts. I am fluent in the use of Microsoft Word, Excel, PowerPoint, Visio, and Primavera 6. My experience as a consultant has provided exposure to other various types of computer operating systems and programs including Cobra, MS Project, and Timberline. I also have experience leading and managing small teams.

Project Management Professional, PMI (Project Management Institute), 1/2013

Certified Cost Professional, AACEI (Association for the Advancement of Cost Engineering International), 7/2010

Lincoln University — Lincoln, PA

Bachelor of Science in Business Administration with a concentration in Accounting, 5/1996

VSE CORPORATION — ALEXANDRIA, VA

Project Controls/Sr. Financial Analyst, 4/2011 to 3/2014

Worked as the Follow On Technical Support (FOTS) group lead coordinator for implementing project management procedures and processes as they relate to the use of Primavera 6 (P6) as a project management tool. My responsibilities included analyzing the current operating processes and procedures for multiple countries programs and projects supported by FOTS and determining the best path forward for implementing the use of P6. Familiarizing the project managers and project staff with the use and operation of P6 and providing assistance with planning, monitoring, and controlling projects using P6. I provided planning, scheduling, and cost support in the forms of schedule analysis, providing ad hoc financial analysis, creating Work Break Down Structures and charge codes, and pricing for new delivery orders.

Key results:

·               Successfully implemented the use of P6 for multiple countries supported by FOTS. This equated to three program and fifteen project schedules created, updated, monitored, and controlled using P6.

·               Developed the processes and procedures for the project managers to break down the work defined in the delivery order, assign project charge codes, and work authorization forms.

·               Developed the format and templates for monthly status reporting and invoicing required from FOTS subcontractors.

·               Developed the reports and standards for reporting program/project progress from P6 to management.

·               Implementation and use of P6 was a key factor in maintaining ISO certification.

·               Validated accurate cost and pricing for over 50 delivery orders.

·               Helped to establish estimating standards for the pricing of new delivery orders.

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McDonough Bolyard Peck (MBP) — Columbia, MD

Lead Consultant, 1/2008 to 3/2011

Worked as the project accountant for the United States Army Corp of Engineers on the construction of the National Geospatial Agency’s New Campus East two million square foot facility and its’ supporting infrastructure. Responsibilities included the cost management of a $1.4 Billion dollar federal and incrementally funded project, tracking change request, procurements, and payments against the budgets in place, maintained audit ready records of approved cost expenditures and payments, performed financial analysis of actual data vs. projections, provided status reports to management, and created ad hoc financial reports.

Key results:

·               Designed and maintain the system in place that allows for accurate month to month tracking of approved change orders, payments to the subcontractor, and trend/progress analysis.

·               Evaluate and process bi monthly payments that average approximately $16 Million dollars in accordance with the Prompt Payment Act. To date over $1.2 Billion dollars in payments have been successfully processed.

·               Complete an average of $500K in change order request on a monthly basis.

·               Use earned value methodologies to analyze, evaluate, and negotiate the subcontractors’ proposal and efforts to change the contract vehicle from cost incurred to firm fixed price.

Costs and Damages Claims Consultant, 6/2004 to 1/2008

Job responsibilities were to go to a clients work site, identify and collect the cost data relative to damages sought in legal claims, perform analysis of the data, and validate or discount the legitimacy of the claim, based on the terms and conditions of the governing contract, industry recognized practices and procedures, government standards and regulations, and ethical business practices. Perform as part of a team that worked to formulate a conclusion based on the evidence presented, issue a formal expert report for the purposes of litigation/arbitration or mediation/settlement, and if needed testify to the facts as presented in the expert report. Work as part of a consulting team that that provided contract administration, cost controls, and project oversight.

Key results:

·               Provided cost and damages analysis for construction projects resulting in more than $300 Million dollars (total) in savings for different clients.

·               Applied the skills and knowledge of cost engineering, such as basic estimating and scheduling, earned value, and activity based accounting across industries such as telecommunications, oil and gas, heavy highway construction, commercial facility construction, the federal government, and real estate development to provide the basis for conclusions detailed in expert reports.

·               Assisted expert witnesses in cases related to construction, totaling more than $500 Million dollars.

 

Project Accountant, 2003 to 2004

Primary job responsibilities were to provide project financial analysis, act as the onsite office engineer, and assist the home office with accounts payable/receivable support on an as needed basis. Manage project costs by pulling financial reports to perform budget variance analysis, investigate the root causes of variances, and provide council to project managers in order to keep projects on budget and on time. Generate the monthly invoices, validate the pricing and cost information for change orders and submittals, organize and maintain change order logs, daily reports, short term schedules, requests for information logs, submittal logs, man hour reporting and daily transmittals. Present and reported the financial progress of projects to executive staff on a monthly basis. 

Key results:

·               Discovered a major over run of conduit installation reported on a project. This discovery resulted in uncovering a loophole for resource procurement and reporting in the accounting system and resulted in an efficiency adjustment in the field and cost savings of $90K.

Financial Administrator, 2002

Responsible for ensuring the uninterrupted monitoring and placement of funding and spending of federally sponsored programs and projects; budget analysis, trend analysis, variance reporting, and advising in the areas of cost management. Assist with the development of proposals by providing detailed ad–hoc reports, graphical analysis, and chart preparation in support of various programs.

Key results:

·               I kept the more technically involved program managers from overspending budgets by translating financial information into laymen’s terms so they could successfully plan spending throughout the duration of their projects and present vital information to the executive board.

·               I was able to broaden my knowledge of the Federal Acquisition Regulations and gain understanding of the processes involved in contract administration on a federal level.

 

 

 

Financial Analyst, 2001

Responsibilities specific to my job included pulling pieces of financial data from various cost sources to create ad-hoc reports. I identified and reported on spending trends within various departments, communicated findings to management and responsible parties, and helped to resolve related issues. I submitted journal entries to the general accounting ledger; kept track of subcontractor approvals, and documented the rate of new hires.

Key results:

·               I was able to develop and maintain a standard of measurement and analysis to keep track of the amount of subcontractor labor being requested nationally and regionally. This measurement allowed me to point out skills IBM was deficient in, and the regions where those skills appeared to be critical.

Small Contracts Analyst, 1998 to 2001

Responsibilities specific to the job included interfacing with customer engineers, inside sales, management, and project managers, to provide analysis on the performance of contracts that had a value of $100K or less that had cost, but no revenue for a period greater than 30 days. I pulled financial and contractual data to create ad-hoc reports, reported findings to management, and identified and resolved process issues that hindered the collection of revenue.

Key results:

·               I helped to determine a root cause for negligent collections and helped to streamline the process for fixed price contract billing, reducing the wait time on revenue collection from 6 months to 3 months.

·               I was able to resolve 50% to 60% of the billing issues for accounts that showed up on the monthly aging reports. This resulted in average monthly revenue collection of approximately $200K.

 

Systems Scheduler, 1996 to 1998

Responsibilities specific to the job included the production various schedules that coordinated the maintenance and upgrading of mainframes, storage devices, and network systems with the regularly scheduled activities of data center operations by pulling together information gathered from various sources and clients to develop a logical timeline in which work could be performed with minimal disturbance to clients that shared network or computing resources. Produce schedules to inform the user communities of planned outages and other activities that could potentially affect data operations on a short term basis.

Key results:

·               I kept customer satisfaction levels at 90% or greater by creating comprehensive daily schedules that minimized outages and maximized the use of time in the agreed upon service windows.