ADRIAN CASTILLO

Prosci Certified Change Manager

SCPO, SCPM, SDRM

Adrian_i_Castillo@outlook.com

415-722-9278

 

SUMMARY

 

With 15+ years of Enterprise Controls and Program Management experience I seek a Sr. Program Manager or Sr. Project Manager position where I can establish Enterprise Controls, Program Governance Structures, Change Management transformation and develop an integrated team with coach based leadership skills towards a supported organizational decision making framework. Leveraging my consulting experience in a variety of industries to include Construction, Healthcare, Energy, Transportation, and Finance I am always seeking business environments that require creative problem solving and customization of organization based on unique needs. Utilizing methodology to integrate and organize complex programs ranging from $ 10 Million to 1.2 Billion ( 500+ Resources) I am excited to establish efficiencies and execution to highly complex programs / projects.

 

TECHNICAL SKILLS:

·  Proficient in Windows, Primavera P6 8.0 to 8.4, Primavera P3, SureTrack, MS Project 2003 and 2007 w/ Sharepoint, PPMC, SAP, Project Wise, Prolog, MS Office (Visio, Excel, Access, PowerPoint, and Outlook), Oracle EBS, basic knowledge of Publisher and MYSYS, Internet proficiency.

·  Three ( 3) full Primavera Implementation Iterations [From Primavera Installation (Oracle DBA, Customizations and API) , Process Development (Cadence Structures, Common Terminology, Artifact Creation) , P6 Structure (EPS, OBS, Security), Training  and Governance Data Integrity, Leadership Development ( Module Competency Design) and Transfer of administration / P6 Operations  : One (1) iteration for P6  V6.2,  One (1) P6 V8.1, and in Progress P6 8.2 Version, along with a P6 8.3 Version in a non-project management enterprise setting.

·  Developed an Integrated Project Controls Methodology detailing processes from inception to tracking for Quality Decision Framework.

·  Proficient in Establishing Cost Baseline with WBS for Earned Value Management tracking.

·  12+ Years establishing resource loaded, critical path traceable, and cost loaded schedules ranging from            $5 Million USD projects to $1.2 Billion USD programs with 500+ resources.

·  Experienced and Trained in Vendor/ Contract Negotiations: Master Service Agreements, Statements of Work, Purchase Orders.

 

EDUCATION/ CERTIFICATIONS:

 

Project Management/ Leadership Skills:

·   Stanford Graduate School of Business, Advanced Certificate of Project Management 2010 –September 2013 Stanford, CA http://apm.stanford.edu/certificateProgram.htm;

·   Scrum Alliance, Certified Scrum Product Owner, September 2010- Member 102507

http://www.scrumalliance.org

·   Prosci, Certified Change Manager, 2014, Portland, OR

·   Center for Creative Leadership; Looking Glass Experience; August, 2014; San Diego, CA

·   Center for Creative Leadership; Coaching for Greater Effectiveness and Leadership Development Fundamentals; November, 2015; Greensborough, NC;

·   Professional Project Manager Certification, In Progress- Qualified and Scheduled Test – Scheduled March 2016; PMP Member 1133493

 

Negotiation Skills:

·   Kellogg School of Management, Negotiation for Managers, December 2-7 2011, Chicago, IL

http://www.kellogg.northwestern.edu/execed/Programs/NEG.aspx ;

·   Kellogg School of Management, Managing Strategic Alliances, September 30- October 3, 2012, Chicago, IL http://www.kellogg.northwestern.edu/execed/Programs/CMSA.aspx

·   Berkeley Extension, Mediation and Conflict Management Certification, April 2013, San Francisco, CA

 

Decision Analysis:

·   Stanford Graduate School of Business, Strategic Decision and Risk Management Certificate- Sept 2013

http://strategicdecisions.stanford.edu/courses/strategicPortfolioDecisions.htm

 

PROFESSIONAL EXPERIENCE

 

SunPower – Richmond, CA

Sr. Consultant – Scheduler, October 2015- Present

Rosemond I & II (150 MW) / Boulder I &II (150 MW)

 

·   Develop Demand/ Install timelines for key commodities (Piles, Torque Tubes, Electrical, PV) and coordinating the with Procurement and Sr. Management for timing and availability.

·   Develop Key Milestones through PPA Contracts, Key Install Rates from Contractor Agreements, and Key Business Development Milestones critical for financial viability of projects.

·   Cost Load Schedules weighted by phases in order to feed into QlickView and other Management Reporting.

·   Establish and Track Weekly Grading, Piles, Mechanical Torque Tubes and Trackers, DC Collection, and weekly Inverters Production Reports.

·   Integrate Last Planner (6 weeks Look Ahead) Lean Methodology with P6. Utilize Last Planner for tactical field direction and P6 for Organization integration with Business Development, Procurement, Project Management, and Sub-Contractors/ Vendors.

 

Technologies: MS Office, MS Outlook, MS Visio Pro 2010, Excel w/ Pivot Tables, Primavera P6,  MS Visio 2010,  Adobe Acrobat, SharePoint, QulickView, E-Builder

 

Memphis Light, Gas, and Water (MLGW)- Memphis, TN

Sr. Consultant Lead/ P6 Functional Lead, December 2014 – September 2015

Project Inspire- EAM Implementation

 

Team Lead-

 

·   Integrated Milestone priorities to include defects testing, functional design, technical functionality, UAT Testing, and other solutions as key accountability resource.

·   Attended Leads Meeting, submitted weekly status reports, communication plan, and attended other management meetings as the Team Lead.

·   Gathered SME requirements for P6 Functionality and Integration into EAM for an Enterprise P6 Solution.

·   Coordinated Development and Technical work with India resources to align to key Onsite Client Milestones, providing context guidance, usability requests, and data mapping to the India team.

·   Coordinated and Established Status of Instances for four (4) P6 Environments shifting from Mock Conversions, Testing, UAT, and Production through a conversion process of 30K+ Work Orders (Projects) to 200K+ Work Orders in Production/ Go Live.

 

P6 Functional Design

 

·   Established key structure (WBS) for MLGW Operations Work Orders (basic project unit of work)  that included initial General Comments pass; Parent Work Order Section based on a logically tied activities, Global and Project Activity codes included, and resource loaded schedule template; and a Child Work Order section for resource allocation of crews grouped by Construction Point.

·   Developed and Implemented P6 Global and Project Security Profiles, established UDFs, Activity Codes for 500+ Users in Active Directory (450 users PPM/ 60+ Users Client)..

·   Developed views, reports, dashboards in both EPPM Web and Client, through Citrix, for resource allocation of field crews along with interaction of key EAM interfaces to Update P6 Provide Activities to P6 Work Orders (Projects), resource/ role allocation of activities and hours.

·   Developed Play Book and Tutorial on Resource allocation specific to MLGW current MSS reports and process with Industry Standards for resource allocation for Construction / Utilities.

·   Updated 225+ Project Templates with back end logic for Milestone triggers to update EAM (Interface 113) working with MLGW SMEs to identify activities linking to Finish Milestones.

·   Updated 225+ Project Templates with back end logic tied to Start Milestones to trigger the Customer Service Center Legacy Software (CIS).

·   Lead in E2E testing of the Enterprise System in UAT Testing with Client lead testing scenarios.

·   Converted 30K+ Work Orders into their Testing Environment and 10K+ into CRP4 Testing Environment for E2E Testing.

·   Uploaded and Integrated Legacy System’s (MSS) resource and roles tables with resource codes to include Performance Areas, Crew Type, Departments, Areas.

 

Technologies: MS Office, MS Outlook, Excel w/ Pivot Tables, Primavera 8.3 EPPM & Client, MS Visio 2010,  Adobe Acrobat, SharePoint, Novell.

 

Chevron- San Ramon, CA

Sr. Consultant- Project Controller- April 2013- December 2014

WebEx Global Deployment ( 23K End Users) ($10 MM)

 

Team Lead-

·   Worked with the Project Manager bi-weekly to maintain and track project management processes, templates, roles and responsibilities.

·   Tracked and coordinated weekly and monthly work in the scheduling assuring each resource had activities attached to their resource allocation assuring efficiency of budget allocation.

·   Had weekly one on one sessions with Team Leads and Bi-weekly meetings with external dependencies (projects, PMO, Procurement etc.) to maintain connectivity to ITC processes and procedures and to validate % allocation of internal resources with Resource Managers.

 

 

Budget / Cost Allocation-

·   Develop Class 2 (25% Contingency) Project Budget for 2013 and 2014 Years, segregating OPEX Secondary (internal) vs. Primary costs, and Capital Expenses.

·   Develop Capital Purchase Timelines for 2013 and 2014 as well as Capital Labor Costs for budget requests (AR) to be reviewed by Project Manager and Decision Executive of Project.

·   Develop and Maintain Total Cost of Ownership of WebEx (Tracking monthly charges of Circuits, Maintenance of Equipment, Ports and License Costs, etc.) and translating the Chevron Business Unit’s Cost Distribution.

·   Provide key budget updates for 2013 and 2014 for Decision Review Board, Decision Executive, and other external stakeholders to include Earned Value (EVM) burn charts, Approved budget vs. Forecast, and Budget assumptions.

·   Develop and establish an Excel Cost Estimate report from SAP encompassing costs by Phases, Financial Year, Type of Cost ( Primary OPEX Labor/ Non Labor, Secondary OPEX, Capital Labor / Non Labor), breakdown of amortized costs from initial payment to final cost, Equipment purchases, and other needed segregation/ quantification of costs.

 

Resource Management-

·   Develop Resource Load Curves in FTEs ( Headcount ), Effort (Hours) and Cost for Quarterly Portfolio Alignment. 

·   Based on functional activities resource labor costs and percentages were identified as Secondary OPEX (internal), Primary (Contractors/ Consultants/ Expenses), and Capital costs ( Internal resources and contractors effecting long term depreciated equipment)

·   Updated and kept resource rate costs for both internal blended rates and actual contractor invoice rates.

 

Schedule Development and Execution-

·   Developed a baseline project plan that aligns to the budget for resource hours and costs, takes into consideration resource calendars, resource max usage, cost constraints by year and cost type.

·   Developed a duration based CPM Schedule in MS Project 2010 with minimal constraints, predecessor/ successor tied, and traceable critical path.

·   Drive key high level milestones to completion by coordinating with team leads, key resources, etc. the progress and delivery of key tangible deliverables.

 

Change Management and Close Out –

·   Develop, maintain, and track Deployment and Post Deployment list up to 95% Adoption of WebEx.

·   Conducted daily stand up and weekly close out Deployment List Meetings assuring user adoption in place and Global support in place.

·   Developed from beginning of project and tracked to the Operations turn over Stake Holder Analysis.

 

Technologies: MS Office, MS Outlook, Excel w/ Pivot Tables, MS Project 2010, MS Visio 2010, AT&T Connect, MS Lync, Adobe Acrobat, SharePoint.

Wells Fargo – San Francisco, CA

Sr. Consultant- Sr. Project Manager- January 2013 to April 2013

Resource Capacity

 

·   Maintain and update Project Lifecycle status through weekly change requests (CRs) and Late Requests ( LREs) for Deployment. Track project timelines, updating gating process statuses, and change requests.

·   Prepare and run weekly team PES Resource Capacity Meeting reviewing monthly reporting requirements, resource needs (SOW and Contractors) to include onshore ( SF, Charlotte) and offshore ( India) .

·   Maintain / Manage Cost Budget for PES group to align with the PMO reporting on a monthly basis.

·   Provided variance reports from estimate forecasts to actuals  by project, by resource, by platform to be reviewed by the managers on a monthly basis..

 

Technologies: MS Office, MS Outlook, Excel w/ Pivot Tables,  MS Project 2010, MS Visio 2010,

 

Union Pacific, Omaha, NE

Sr. Project Manager- P6 Implementation- March 2012 to December 2012

Positive Train Controls  and CADx – ($1.2 Billion)

 

Team Lead-

·   Team Lead for 10+ FTEs onsite and 20+ FTE developers offshore in 3 locations in India, China, and Philippines.

·   In charge of developing Project Controls Center of Excellence developing onsite team with weekly train the trainer sessions.

·   Sr. PM for P6 Implementation program with direct management of $20 MM + Budget over project.

 

Master Scheduler-

 

·   Direct Oversight over $1.2 BB Budget for Back Office allocation for 500+ FTEs Onshore / Offshore and Informed and integrating Project Controls Manager for total $ 2.4 BB Program Budget.

·   Identify schedule nexus points and key segments within the program plan at a bi-weekly program meeting.

·   Update Schedule for bi-weekly VP/ Director Program Meeting. Coordinate with all integrated departments, function specific groups, and vendors for Field Qualification.

·   Develop High Level Scheduling Roadmaps, CADx to Vendor Schedule, Integrate Schedules towards one High Level Program Schedule and Field Qualification Schedule.

·    Establish templates for plan stability to include: Software Development Lifecycle Template, Implementation Templates, Territory Releases, Support and Overhead templates  ( Divided into Quarters)

 

Governance and Process Development-

·   Provide program structure through processes: Quarterly Cadence process flow, Project life cycle definitions, resource onboard/ off boarding life cycle, Activity Codes structure, Baseline process and life cycle and maintain through hygiene standards and report reviews with sponsor.

·   Develop Layout and reports for Governance Hygiene and data validation, reporting and tracking to include Variance Reports, EVM Tracking (SPI/CPI), Quarterly Deliveries.

 

Coaching and Training-

·   Establish a clear successor framework to transfer functionalities from personal expertise to existing employees to include: coaching, process development, master scheduling ( identify, create, manage, and update enterprise logical relationships.), EVM Cost Analysis, data structure maintenance, life cycles (SDL, Resource onboarding/ off boarding, reporting cycles, etc.) and decision frame work establishment and maintenance.

 

Technologies: MS Office, MS Outlook, Oracle P6 8.1 Client and Web, MS Project 2003, MS Project 2010, MS Visio

2010, Lotus Notes, Same Time.

 

 

 

 

 

 

 

 

NV Energy, Las Vegas, NV

Sr. Management Consultant/ Sr. Planner- July 2011 to Mar 2012

Demand Response Program ($35 MM)

·  Developed project controls methodology handbook that established processes for CPM, Resource Loaded, and Cost Loaded (at High Level WBS) Schedule, processes that lead to that development, and tracking processes on a weekly basis for both MS Project and Primavera P6.

·  Developed Logic Diagrams, Waterfall Schedules in Primavera, Timelines, and other Visuals for clarification of dependencies for Go/ No Decisions and Coordination within deployment phases.

 

Technologies: MS Office, MS Outlook, Oracle P6 7.2, MS Project 2003, MS Project 2007, MS Visio 2002, Sharepoint

 

Kiewit IM, Denver, CO

Sr. Planner/ Project Controls- December 2010 to June 2011

SAP Implementation – ($60 MM)

 

·   Established Baselines for Equipment Backload and Time Ticket working with Project Manager and Team Leads (6 Months duration; 1,000 Hrs) and baseline for Work Order and Fuel Tracking working with Project Manager and Team Leads. (6 Months duration; 1,000 Hours)

·   Developed Baseline for Data Center Move from Michigan to Omaha, Nebraska working with Sr. Manager, Program Manager, and Infrastructure/ SAP Team Leads. ( 1 Year Duration, 6,000 Hrs., 5 Vendors)

·   Updated Weekly SLS/ EVM Chart for all assigned projects and reviewed on weekly project controls meeting. Tracked EVM by Teams through P6 performance % utilizing coding and layouts.

·   Developed and updated yearly resource allocation Gantt Chart for 2011 and 2012 upcoming projects.

 

Technologies: MS Office, MS Outlook, Oracle P6 7.2, Oracle P6 8.0 w/ Web Develop, MS Project 2003, MS Project 2007

w/ Sharepoint.

 

PG&E, San Francisco, CA

Project Manager / Project Controls-Int- April 2010 to November 2010

Projects Included: Radio Network Refresh Program: $65+ MM Telecommunications Upgrade,

  GIS Base Program: $69+ MM Asset/ Facility Mapping Software Upgrade,

Condition Based Maintenance Project: $25 + MM Facilities Maintenance Upgrade

 

·   Established key Work Breakdown Structure (WBS) in schedule and integrated into SAP financials. Established an integrated critical path tied and lead, resource loaded schedule spanning up to mid 2011 incorporating Gate 1 funding. This process integrated 12 different work streams lead by four (4) project managers and three (3) vendors.

·   Extracted monthly labor, expense, vendor invoices, and other internal overhead costs from
SAP work management and financials to actualize against the project plan running variance reports.

·   Established and filtered a template for the construction/ upgrade of 103 sites which incorporated 75% of the project work effort. Conducted key meetings with the Sr. Architects and Telecom Engineers to establish accurate work sequences and tasks for the templates. Worked with the Project Managers and vendors to establish resources and time constraints to provide Gating Approval and Budget Accountability.

 

Technologies: MS Office, MS Visio, MS Project 2007, Primavera, PPMC, Sharepoint, Genesys, Snagit, Adobe Acrobat.

 

HNTB, Oakland, CA

Project Manager/Program Manager – CPM- September 2009 to March 2010

Projects Included: San Bruno Grading Project, Kamehameha Design Build Project, and Fairfield / Vacaville Train Station.

·   Establish resource loaded baseline schedule from Cost Loading Spreadsheet including P6 financial periods.

·   Establish EVM Template inserting Earning Values, matching cost codes to task lines, and

Matching EVM to monthly billing providing monthly updates. Ran Monthly EVM Reports for Upper Management.             

·   Establish IFB Construction Schedule from project Staging Plans in Primavera.

 

Technologies: MS Project 2003 & 2007, Primavera 6, Primavera 3.0, Schedule Analyzer Pro, MS Office, HNTB

Earned Value Management Tool, Bridgit, Project Wise.

 

Blue Shield of California, San Francisco, CA

Project Controls Manager, Shield Advance Program- Feb -August 2009 ($500 MM)

·  Identify issues and risks based on schedule updates with team leads, issues arising from team meetings and project and program-wide meetings.

·  Developed 25+ Baselines working with Engineering, Development, Finance and multiple stakeholders to establish key dependencies and resource management. Track, identify and reconcile -Give- and -Gets- changes from external stakeholders, other program projects and as a result of program scope changes.

·  Maintain requirements traceability matrix, change orders, and resource leveling for plan validation.

 

Technologies: MS Project 2007 Enterprise, MS SharePoint (PWA), MS Word 2007, MS Excel 2007, MS PowerPoint, MS

             Visio.

 

Orcas Project Controls, Jenner, CA

Project Manager, Arizona Casino Hotel, Phoenix, AZ- Jun 2008-Jan 2009 ($45 MM)

·  Translated construction drawings and specification into a $20M Mechanical, Electrical and Plumbing (MEP) project schedule baseline as part of a $200M, 15 Level Hotel Casino Project, utilizing Primavera 6.

·  Interacted with Mechanical, Plumbing, Piping and Electrical superintendents, project managers and CAD technicians to establish system templates, task durations, relationships, resource leveling and area work sequences leading to a baseline for a two level conference center and casino hotel.

 

Technologies: Primavera 6.0, MS Excel 2003, Go To Meeting, MS Visio 2000

 

Blue Shield of California, San Francisco, CA

Project Manager, Claims Logic Expansion Project- August 2007-Jun 2008 ($15 MM)

Technologies: MS Project 2003 & 2007 Enterprise, MS Excel 2003, MS Access 2003 (Functional/Requirement

Specification Gathering,) SQUISH [*a proprietary online database used to record Roadmap, Issues, Risks, etc.], MS Word 2003, MS Outlook 2003, MS PowerPoint 2003, MS Visio 2000, MS Sharepoint.

 

Gilbane Building Company, Cupertino, CA

Project Coordinator, Measure E/C Bond Program- Aug 2006-July 2007 ($200 MM)

Technologies: Prolog, MS Project 2007 [High Level Reporting], MS Excel 2003, MS Word 2003, MS Access 2003

[Punch List Tracking], Primavera 3.0 [Project Level Maintenance], MS Outlook 2003, MS PowerPoint 2003. 

 

Blue Shield of California, San Francisco, CA

Project Coordinator- Jan 2006 - Jun 2006

Technologies: MS Project 2003, MS Word 2003, MS PowerPoint 2003, MS Outlook 2003, MS Excel 2003.

 

Pathways, Sunnyvale, CA -Feb-Dec 2005.

Team Coordinator

 

Davis Reed Construction, East Palo Alto, CA- Jul-Oct 2004 ($65 MM)

Administrative Assistant, Four Seasons Hotel

Technologies: Prolog, MS Excel 2000, Primavera 3.0

 

Turner Construction, Sunnyvale, CA- Oct 2003-Apr 2004 ($65 MM)

Project Coordinator, Applied Materials Clean Room

Technologies: MS Access 2003 [Punch List Tracking], MS Project 2000, Prolog, MS Word 2003, MS Excel 2003 and MS Sharepoint.

 

Peck/Jones Construction, San Francisco, CA - May 2001-Sep 2002 ($100 MM)

Project Engineer/ Project Manager, SFO Fuels Project

Technologies: MS Access 2000 [Punch list tracking], MS Word 2000, MS Excel 2000, MS Visio 2000, Prolog, MS Project [High Level Reporting], Primavera [Project Maintenance], MS Power Point 2000.

 

U.S. Army, 82^nd Airborne Paratrooper, Fort Bragg, NC 1999 –2001