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Solutions Consulting Engineer New Orleans, La

EXPERIENCE SUMMARY:

  • More than 30 years of Project Management experience; 17 years in a management capacity on Department of Energy (DOE) projects in all phases of the nuclear life cycle.
  • Expert in the establishment, implementation, and training project teams in the application of DOE Order 413.3(B) Earned Value Management Systems for capital project validation under ANSI EIA 748 criteria for computer - based baseline and performance measurement.
  • Expert in the use of computer-based tools which are industry standards for establishing baselines and measurement of both cost and schedule performance for period, cumulative and at completion metrics of projects.
  • Proven capability in all aspects of Project Risk Assessment.
  • Strong focus on distillation of variance analyses to their root cause coupled with actionable corrective remedies and measurable progress toward completion.

MY CORE COMPETENCIES:

  • Oracle Primavera P6, COBRA Cost Processor and Microsoft Project software
  • Success Cost Estimator package
  • Microsoft Word, Access, Excel and PowerPoint
  • Deltek Costpoint and Oracle E-Business Suite
  • Value-added approach to the development and interpretation of earned value, time management, and contractual data to provide metrics for project managers, executive management and stakeholders with timely, accurate and cogent data to present actionable measurement by their DOE customers
  • Proven track record of managing to baselines
  • Proven track record of making deadlines

SELECTED EMPLOYMENT HISTORY:

Confidential, New Orleans, LA

Solutions Consulting Engineer

Responsibilities:

  • Development of a workable WBS which captures all contracted work scope down to the work package level.
  • Organization of a project team (OBS) along the lines of the WBS to address where both the WBS and OBS intersect to identify Control Accounts (and corresponding Control Account Managers (CAMs))
  • Working with executive level management to get buy - in to the process and aid in the culture change underway.
  • Preparation of baseline artifacts (Master Schedule, PEP, Subcontractor plans, establishment of milestones, Formats 1 - 5, and integration with accounting and finance (SAP) to develop the business rhythm establishing cut-off dates, etc)

Confidential, Knoxville, Tennessee

Lead Project Controls Engineer

Responsibilities:

  • I provide expert Project Controls guidance in a consulting capacity for multiple clients projects including nuclear waste management, fossil fuel waste management, nuclear facility D&D, and EVMS program validation implementations.
  • Key to my success in this capacity is my ability to actually utilize all computer - based tools to implement the guidance I provided for successful results (i.e. Produce the final products, training, and procedures necessary to meet the mission).
  • Lead the development of 2 major proposals and their associated cost volumes including shepherding them through Green Team Reviews
  • . Blue team reviews where I personally assembled the SME s, key personnel, gap analysis, discriminators and win themes. Confidential was eventually awarded the larger of these two bids upon which I worked.

Confidential, Oak Ridge, Tennessee

Business Director

Responsibilities:

  • Responsible for the estimating, budgeting, forecasting, and financial reporting of naval shipyard D&D projects.
  • Working with a small group of technical and engineering personnel, I helped establish our business model and organically grew a business from revenues.
  • I provided all business support facilities in the execution of Fixed Price, Time and Material, and Cost Plus Fixed Fee contracts, to consistently double digit gross margins.
  • This was achieved during the dynamic environment of the Confidential sequestration budgeting constraints during that period.

Confidential, Columbia, South Carolina

Manager, Project Controls

Responsibilities:

  • Brought into a temporary role with responsibility for the preparation of the cost and schedule volumes of 2 proposals for new-build reactor projects in mainland China.
  • Coordinating efforts with Confidential, Liquid Waste Processing (LWP) and supporting project controls personnel in multi-location environments, I directly managed the two successful bids from the proposal stage through negotiation and award for the Yangjiang and Haiyang new-build reactor Liquid Waste Processing systems’ construction contracts .

Confidential, Oak Ridge, Tennessee

Manager, Project Controls

Responsibilities:

  • Accountable for the establishment and maintenance of Commercial Decommissioning projects estimating, budgeting, scheduling and reporting.
  • I had daily interaction with a diverse group of engineers, scientists, remediation experts, and regulators located across the country.
  • While engaging my own team of 6 project controls engineers with the responsibility for project controls on up to 15 projects being done simultaneously, I was often required to prepare proposals in the support of business development.

Confidential, Oak Ridge, Tennessee

Manager, Project Controls

Responsibilities:

  • Through coordination with multiple levels of the organization, I provided an integrated, resource-loaded schedule to perform operational readiness in support of anticipated construction operations for a Category II Nuclear facility.
  • While on assignment, I developed the first project baseline as well as 2 subsequent customer-requested baseline changes for the project.
  • Working with my small team of 4 project controls engineers, I was responsible for maintaining the project status including preparing monthly reports to our customer to report progress (with EAC’s updated each submittal) as well as facilitate payments.
  • I developed and expedited the approval of all project controls procedures for the project.

Confidential, Lexington, Kentucky

Manager, Project Controls

Responsibilities:

  • I established a PMB in Primavera Project Planner and Cobra cost processor and began reporting against that baseline within 2 months of taking over the project controls group (5 project controls personnel).
  • This accomplishment was crucial to the project as the customer required DOE/DCMA validation of our EVMS under DOE Order 413 and ANSI EIA 748 to proceed with milestone payments identified in the contract.
  • My responsibilities included the overall management of a staff of 10 employees (the 5 project controls personnel listed above plus 2 project controls personnel at each construction site and 1 accounting professional) in the creation and maintenance of Primavera schedules, project budgets in Cobra, Variance Analysis, and a change control management system.
  • I provided project controls rigor on over 150 fixed price construction and equipment fabrication subcontracts.
  • Overall cost of the project was over $500 million.
  • I oversaw the generation and maintenance of 3 Critical Decision (CD) cost estimates, and associated cost, schedule and technical baselines while contributing to 4 External Independent Reviews in support of same.
  • In the end I had established a project controls organization capable of administering engineering, procurement, construction, and operations functions without increasing staff.

Confidential, Oak Ridge, Tennessee

Project Controls Leader

Responsibilities:

  • I was brought in to this project as a change agent to integrate project management practices into the corporate culture. I was responsible for establishing and maintaining financial, schedule and technical scope goals on all projects
  • Among my primary responsibilities were the coaching and mentoring the functional leaders and applying project management principles and rigor across a portfolio of Design, Build, Procurement and Operations endeavors involving multi-company limited liability corporations.
  • This work was completed within a very challenging environment. I executed the transformation of disparate organizations with often conflicting interests into cohesive teams to achieve company objectives.
  • I routinely interacted across all levels of the organization to communicate issues, develop solutions, and provide guidance.
  • I negotiated subcontracts and managed multiple vendors.
  • In the end, I had developed and implemented intelligent earned value project management processes, standards, and training to a program that was vigorously adopted by all personnel in the execution of the project.

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