Kevin Langley, MSM, PMP | Email: Kevin.langley@live.com | Tel.:
832-857-8228
Page 1
EDUCATION
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M.S., Project Management, Colorado Tech, 2007
·
B.S., Management & Organizational Dynamics, HRM,
Davenport University, 2004
·
Associate’s degree in Supply Chain Management,
Davenport University, 2004
·
Preparatory Class for Risk Management Professional
Certification, 2015
·
Advanced Project Management in Primavera 6, Innovative
Management Solutions, 2012
·
Certificate of Change Management, Colorado Technical
University, 2007
PROFESSIONAL EXPERIENCE
CHANGE MANAGEMENT LEAD/RISK MANAGER, Chicago Bridge & Iron (CBI), Houston,
TX
2014 – Present
Lead successful change management initiatives for large
and complex projects. 2015: Successfully monitored and controlled costs, schedules,
project changes, and risk during the Engineering, Procurement, and Construction
(EPC) phase of a new $6.5-billion import/export Liquefied Natural Gas (LNG)
facility for one of the world’s largest energy infrastructure construction
companies. 2014: Created, monitored, and controlled Risk
Execution Plan, Change Management Plan, and Project Controls Plan for an
$800-million retrofit of an existing LNG facility.
·
Implement Change Management Plan in close collaboration with
engineering, commercial, construction, environmental, project management, and
controls teams to monitor/manage change, and improve/create processes.
·
Coordinate the entire change review and approval
process from start
to finish. Analyze and review potential project impacts together with
engineers and other technical specialists. Define performance/success
metrics.
·
Lead, train, and oversee up to four direct reports and
project colleagues on a cross-functional team.
·
Introduce new processes and tools to maintain a culture of constant
improvement.
SELECT ACHIEVEMENTS:
Ø Analyzed/revised Key Performance Indicators (project transparency) for clients, vendors, and
subcontractors.
Ø Discovered more than $140 million in poorly defined deliverables, saving company
from a flawed contract.
Ø Wrote actionable, targeted Change Execution Plan
and Risk Management Plan
for project schedules/budgets.
SENIOR PROJECT PLANNER, Columbia Pipeline Group, Houston,
TX
2013 –
2014
Developed
strategic project management processes and reports to more efficiently and effectively improve company’s ability to
repair and maintain more than 15,000 miles of natural gas pipelines.
·
Delivered
essential project planning and scheduling guidance, including Project Plan Coordination, Facilitation of
Risk Analysis, Risk Mitigation, Team Integration and Communication on
projects facing budget or schedule overruns. Created templates and guidelines
for proposal development. Facilitated cross-functional team meetings.
SELECT ACHIEVEMENTS:
Ø Led risk management and scheduling for two proposal projects valued together at
$900 million.
ASSISTANT PROJECT MANAGER, The Beck Group, College Station,
TX
2013-2013
Led near-year-long effort to develop an Earned Value Management System (EVMS) Program for two Defense Department
facility construction programs with a total value of $750 million for a
prominent construction, architecture, and real estate development firm.
Ensured projects met all federal guidelines and regulations (FAR) including
project Work Breakdown Structure (WBS) and reports/metrics. Prepared RFQ’s
and evaluated bids.
SELECT ACHIEVEMENTS:
Ø Renegotiated five-year scheduling software
contract from $1 million over 5
years to $100,000/year.
Ø Mitigated up to $30 million in potential risk through proactive risk analysis, development of
effective response and mitigation strategies, and use of Primavera 6
scheduling software.
Ø Introduced and overcame resistance to Lean Management/agile execution processes and
work culture.
SENIOR PROJECT PLANNING SCHEDULER, Honeywell Automation, USA/UAE
2012-2013
Led complex effort to correct the execution of the $1-billion
communications, security, and MEP equipment portion for the construction of a
$10-billion greenfield hydrogen sulfide/natural gas processing facility at a
remote location in the United Arab Emirates. Project scope involved 550,000+
square feet and 16 buildings on a 9-square-mile campus, with materials,
supplies, and equipment delivered from multiple vendors and countries.
Recommended changes to manufacturing and shipping processes. Analyzed risk,
developed response and mitigation strategies, and monitored project progress.
SELECT ACHIEVEMENTS:
Ø Discovered fatal flaws in existing project
management pathways to completion of the
communications and security phases that would have led to tens of millions of
dollars in delays and overruns if left uncorrected. Led effort to recover the
project through a comprehensive review of management strategies, schedules,
and budgets. Persuaded senior project management to recalibrate
implementation, manufacturing, warehouse, and shipping strategies, enabling
us to complete the project on schedule/within budget.
SENIOR PROJECT CONTROLLER, Universal Pegasus International, Houston,
TX
2010 – 2012
Created and controlled Engineering, Procurement,
Fabrication, Construction
(EPFC) schedules and finances for a $200+-million facility and pipeline
construction project for an energy sector engineering, procurement, construction,
and project management company. Coordinated meetings and led teams to
determine and mitigate project risks, deliver permitting requirements, and
facilitate lessons learned. Applied cost, resource, and schedule control
tools, such as Primavera 6.7 and Microsoft Project 2007/2010 to determine
critical path, risk, trends, and forecasting. Used project measurement
methods, including Earned Value Management (EVMS), Schedule of Values, and
Percentage of Completion (POC) to ensure teams completed projects on time and
under budget.
SELECT ACHIEVEMENTS:
Ø
Promoted from Cost Controller to Senior Project
Controller within the first 6 months.
Ø
Developed advanced, customized Excel formulas and
macros that presented complex project data automatically
in different formats, saving hundreds of thousands of labor hours.
Ø
Eliminated/changed adverse contract language, avoiding contractual missteps and reducing litigation risk.
Ø
Selected by CEO to lead a team of 8 that raised
$10,000 for the American Cancer Society.
SPECIAL PROJECTS MANAGER, Kinder
Morgan, Houston,
TX
2008 – 2009
Managed and audited 30+ corporate special projects with budgets over $20 million, and created
Lessons Learned database from the results. Created look-back analyses to
study the impact of project process in combination with multiple other
dynamics, such as implementation, economics, original estimate, scope change,
planning, cost, schedule, quality, procurement, and contractor management.
SELECT ACHIEVEMENTS:
Ø Led senior management team that identified key missing processes driving
projects over budget/schedule.
Ø Led rewrite of the Kinder Morgan Project
Management Manual that defined critical
Engineering, Procurement, Subcontract, and Construction guidelines for KM
employees, contractors, and vendors.
Ø
Uncovered high-potential risks and costs that I outlined in my 30-page analysis of a proposed $1-billion,
500-mile pipeline project that persuaded the company to forego the project.
Ø Saved millions for company by investigating/correcting numerous cost
overruns and poor internal controls.
DISTRIBUTION/PURCHASING/SALES MANAGER, Trevco Oil and Gas, Craig, CO
2006 – 2008
Managed
up to 40 direct reports (30 employees and
10 contract drivers). Directed purchase and delivery of up to $20 million
worth of fuel per week to drilling rigs and mines across a 3-state region.
Negotiated contracts to source drivers and sell fuel. Reviewed employees’
performance. Oversaw warehouse inventory and 20+ fuel tank sites. Ensured
transport compliance with OSHA standards and DOT and HAZMAT regulations.
Reviewed client and subcontractor invoices for accuracy.
SELECT ACHIEVEMENTS:
Ø
Reengineered
key warehouse and inventory controls and processes that reduced inventory
losses to less than .5%, increased sales by 15%, and grew our market share.
Ø
Created a more efficient and proactive system for fuel delivery that eliminated critical fuel shortages for drivers
and clients, increasing our client retention to 99%.
CHAIRMAN OF THE BOARD, Communities Overcoming Meth Abuse (COMA),
Craig, CO
2006 – 2007
Led grassroots organization helping local families and communities overcome
meth abuse. Worked closely with local, state, and regional civic, social
services, and law enforcement officials. Built productive partnerships with
hospitals, counseling centers, law enforcement agencies, education, and media
across Colorado, Utah, and New Mexico. Secured favorable local media
coverage. Oversaw 9 board members and 15 subcommittees.
SELECT ACHIEVEMENTS:
Ø
Successfully achieved 501(c)(3) nonprofit status for COMA.
Ø
Convinced Craig City Council to adopt first-in-Colorado city ordinance restricting bulk sales of
medicines containing chemicals used in the production of meth.
Ø Created effective multi-pronged approaches to community health and united all stakeholders
around my plan.
ADDITIONAL INFORMATION