Background

§    11 plus years of experience managing and controlling the three constraints of Program/Project management - Cost, Schedule and Scope - using EVMS and CPM. Experience includes Risk Management and Risk Mitigation.

§    Career Highlights: Mad Dog BP, Shah Gas ADNOC UAE, Boeing 787 Dreamliner, Primavera SME

§    Experienced in Oil & Gas, Refineries, Mining, Chemicals, Environmental, Health & Safety, Aerospace, Information Technology and Construction Industry (Schedule & Cost).

§    Effective communicator, able to extract multifaceted information from resources and render it into measurable schedule activities. 

§    Served as the primary project controls conduit (single point of contact) between all the organization levels.

§    Skilled at translating complex concepts into simplified terminologies.

 

Education/ Certifications

§    Masters of Science - Information Science – Pennsylvania State University, Great Valley, PA

§    Bachelors of Science - Finance and Accounting – Hyderabad University, India

§    Diploma in Business Management – Narsee Monjee Institute of Management Studies, India

§    PMP Certified - Project Management Professional

§    Six Sigma Green Belt Certified

§    Advanced Primavera P6, MS Project, Excel

 

Experience

Environmental Resource Management (ERM), Houston, TX                   Oct 2014 – May 2015

Regional Project Controls Specialist

 

Key Projects: PolyMet Mining (NorthMet Minnesota), Novartis Chemicals Software Upgrade, Honeywell Contaminated Site Management (CSM)

§    Supported ERM Partners and Project managers to successfully deliver select large scale complex, consulting projects, on time and on budget in accordance to the ERM’s Best Practice Large Project Management (LPM) Standards/Guidelines. Projects were in services offered such as Environmental Impact Assessments/Planning, Demolition, Decommissioning and Decontamination, Transaction Services, Performance & Assurance, Information Technology and Risk Management. Managed projects were at global locations, Americas, EMEA and APAC. 

§    Tracked excess resource hours spent on deliverables due to a client’s mandate for stricter document approval processes. This effort resulted in a change order for approximately $4M.

§    Learned accounting system GMS to show trends of large projects where PMO was not involved and the consequent decline in margins, which aided acquiring a flat rate 4.5% for PMO involvement cost.

§    Led planning, scheduling, cost management, risk management and management of change for global consulting LPM project portfolio of $100MM+.

§    Visited various sites and the managing business units for adaption assurance, collecting feedback and project progress.

§    Reported actuals verses baselines and made recommendations to meet critical milestones.

§    Participated in client meetings for schedule, cost & pursued change order negotiations.

§    Reviewed and monitored project risk register to ensure risks have been accounted for in schedule and cost.

§    Created and implemented progress collection processes for 18 contractors that reduced the reporting cycle time by 50%.

 

BP Pipelines & Logistics, Houston, TX                                           Nov 2011 - Oct 2014

Senior Planner/Scheduler (Contract)

 

Key Projects: Revamp of Tulsa Control Center Automated System (BP Owned), LLOG Subsea Tie-in, Heidelberg Subsea Tie-in (Hot Tap)

§    Established import capability from EPC’s MS Project to Primavera P6 Master Schedule which reduced turnaround time by 80%.

§    Resolved compatibility issues between Primavera products for import and export reducing incorporation of Primavera’s newer version schedules turnaround time by 90%.

§    Managed, using CPM methodology, integrated (Subsea, Topsides etc.) resource and cost loaded baselined schedules for Pipelines projects.

§    Facilitated workshops and supported projects through project life cycle - FEED, detail design, fabrication, construction, installation, and handover to operations.

§    Created schedule based on Operating Management System (OMS) guidelines, stage gate (phase exits) and deliverables per Capital Value Process (CVP)/Projects Common Practices (PCP).

§    Gained thorough understanding of project proposal, project scope, Contracts, SOR, PEP, etc.

§    Integrated and validated multiple EPC contractor engineering, fabrication, construction and installation schedules for accuracy, structure, reasonability, achievability, risks, critical milestones and long lead materials.

§    Created cost profile of actuals and forecast for project cost controls leads. Manually leveled resources per their availability for projects using Resource Usage Profile and Spreadsheet and resource assignments. Analyzed Budgeted vs. Actual and Remaining hours per requirement.

§    Assisted project teams during project kickoffs, total install cost review meetings, independent schedule and cost risk analysis audits, other project audits (external/internal), ALERT risk workshops, lessons learned sessions, PHSSERS (Project Health Safety Security Environment Review), Go/No-Go and hand over and closeout reviews.

§    Created and presented weekly and monthly slide deck on project progress (progress curves, look ahead, critical path etc.) and KPI reports for teams and management.

§    Assisted PMO in implementing EVMS for USPL projects.

§    Led lessons learned (LL) sessions discussing, capturing, recording and uploading into LL database for projects, freeing PM’s time to focus on detailed technical issues during installation.

 

BP Upstream, Houston, TX (Contract)

 

§    Migrated Mad Dog Phase 2 (MDP2) legacy project data to Project Management Controls System (PMCS) using templates. Created migration templates, training material for project resources and PMCS Systems Campions on individual projects. Delivered the migration project 2 weeks before due date.

§    Reduced subsequent projects data migration by 30% by leveraging documented lessons learned on MDP2.

§    Served as Mad Dog Phase 2 (PMCS) Software Systems Champion that is used to manage several key aspects of project realization from start to finish, such as Action Tracking, Management of Change, Interface Request, Risk Management, Standards Deviation Requests and Decision Papers. Trained over 200 Gulf of Mexico (GOM) project personnel in PMCS.

§    Served as Scheduler/Coordinator for transfer of Mad Dog Rig to Global Operations Organization (GOO) following major repair work. Involved daily interaction with Global Wells Organization (GWO) and the Global Projects Organization (GPO) & Progress KPI presentations to Senior Leadership Team.

 

Honeywell Process Solutions, Houston, TX                             Aug 2007 - Oct 2011

Senior Project Controls Office Specialist

 

Key Projects: Shah Gas (ADNOC), Conoco Phillips (SCADA Automation), Frontier Oil Programs (SCADA Automation)

§    Generated and delivered bi-weekly KPI reports (CV, SV, Estimate to Complete (EAC), SPI and CPI) that enabled management to make data-driven tactical decisions for all projects within the portfolio.

§    Forecasted project EAC within +/- 3% variance, allowing distribution of surplus EAC by Program Managers and assisting them report margin improvements to projects in their portfolio.

§    Administered and coordinated operational aspects of multi-million dollar projects.

§    Leveraged in depth knowledge of contracts, proposals, master service agreements and other commercial documents to plan project controls specifics for each project.

§    Analyzed cost over/under runs and aided project management to mitigate cost overruns.

§    Reconciled project schedule and cost variance, timecards, third party invoicing, factory charges.

§    Quantified the devised schedule/cost recovery plans, periodically verified assumptions, and assessed cause-and-effect to mitigate and alleviate project risks and issues.

§    Managed project Purchase Order and change order bookings, collected cost information for change orders using bill of material with the aid of Siebel software, provided cost transfers backup to Finance.

§    Controlled estimate at completion (EAC) and estimate to complete (ETC) to gauge cost budget resuscitation.

§    Managed accounts payables and proactively cleared invoice payments (accounts receivables) obstacles before they become due to prevent payment delays.

§    Coached and trained junior schedulers in P6 scheduling software and instructed them in scheduling concepts enabling them to resolve cosmetic and fundamental concerns in their schedules and costs.

§    Achieved over 95% of on time payments of Accounts Receivables for all projects.

§    Senior member of the team responsible for switch over to SAP from Oracle accounting system. Created standard report queries to extract data from SAP to be used by PMO Cost Control team. 

 

Honeywell Aerospace, Redmond, WA                                                 Apr 2006 - Jul 2007

Program Planning & Controls Analyst

 

Key Projects: Communication Management Unit (CMU) & RDR-4000 (3D Weather Radar)

§    Supported Programs with total budget of $20MM.

§    Developed program schedule that mapped to Software Development Life Cycle (SDLC) methodology and financial system used for cost controls, forecasting, budgeting and to control via EVMS and CPM methods.

§    Updated schedules and cost sheets throughout program life cycle.

§    Analyzed schedules via critical path, implemented robust cost/schedule/EVM processes and tools.

§    Conducted schedule and cost analyses and presented weekly or monthly updates to leadership team.

 

Boeing, Renton, WA                             Jun 2005 - Mar 2006

Program Master Scheduler (Contract)

 

Key Project: 787 Dreamliner

§    Program Master Scheduler for the 787 Dream liner Integrated Finance System (IFS).

§    Integrated various sub-schedules into master schedule to view consolidated effects on the program as a whole.

§    Facilitated development of SOW breakdown into WBS, functional and matrix organization charts, program management processes, task estimates, schedule logic, risk analysis/abatement plans and program status meetings.

§    Provided program management teams training/consultation, resource usage tracking.

§    Maintained resource loaded master schedule, performed schedule risk analysis, and analyzed inter-project relationships.
 

Primavera Systems, Inc., Bala Cynwyd, PA         Mar 2004 - Jun 2005

Primavera Project Management Software Helpdesk Support

 

§    Provided application, technical & conceptual helpdesk support to managers, project controllers, schedulers and estimators across a variety of projects and industries.

§    Leveraged knowledge of Primavera applications and PMBOK principles to troubleshoot project issues and provide effective planning, scheduling, and cost solutions.

§    Assisted Primavera software users via phone, web chat, and emails, in using Primavera scheduling software applications.

 

Software Experience

§    P6, P3, MS Project, Oracle, SAP, GMS, Salesforce, Siebel, FileNet, Excel, Power Point, Visio, Onyx CRM, Documentum, Project Management Controls System (PMCS).

 

Resident Status: US Citizen