SENIOR PROJECT CONTROLS MANAGER (OIL & GAS) EP
GENERAL
25+years OPCO /EPCI Contractor Upstream, Midstream and Downstream.
Project Controls Management at Senior Level across all stages of Oil & Gas E&P Business Process Life Cycle.
Fixed Platforms (Production & WHP), Pipelines and Floating (FPSO + SURF) Hydrocarbons recovery solutions for OIL, GAS, LNG, and CSG with Co2 sequestration options.
Business Life Cycle Control for Capital Value Assurance Review (VAR) prior to FID.
IPA Benchmarking /VIP Interfacingacross the VAR Life-Cycle):
IDENTIFY, ASSESS, SELECT, DEFINE, EXCUTE, IMPLEMENT, OPERATE, ABANDON.
Feasibility / Risk Analysis（Technical, Economic, Commercial, Organizational and Political (TECOP)
Conceptual Design, Detail Design, Procurement, Fabrication, Installation, HUC on-going Asset Integrity Maintenance and Decommission)
Extensive Client/PMT/EPCM experience in :
- Oil & Gas E&P life-cycle for Greenfield & Brownfield high CAPEX Projects ($800mm - $7BN)
- Fixed Platform, Subsea Production Systems / WHP’s / FPSO /FSU /LNG/CSM solutions
- Development of FDP’s, PEP’s and EPIC Projects (Planning, Cost Control, MOC and Risk Analysis)
- Mentoring Planning, Cost and Risk Engineers across varied cultures
Interfacing Corporate/ Project Environments and proactively providing Project Controls for:
- Major OPCO / EPIC / EPCM Contractor Upstream, Midstream , Downstream, EOR Asset solutions
PROGRAMME / PROJECT CONTROLS:
Development, Implementation and Management of :
- Work Breakdown Structure (WBS) / Cost Breakdown Structure (CBS)
- Risk Breakdown Structures (RBS), Risk Modelling, Analysis (Monte-Carlo) and Mitigation.
- (CPM) Precedence Networksfor Management of Critical Path(s) to 1st Hydrocarbons.
- Cost Time Resources (CTR) catalogues
- Schedule / Cost Risk Identification and Risk Mitigation (QRA) models’
- (RAM) Responsibility Allocation Matrices from (OBS) to enable cost/schedule ownership.
Providing the basis for :
- Business and Project Control Templates (Cost/Schedule/Risk/Mitigation/Change)
- Programme and Project Management with varying EPCI/EPCM contracting strategies’
- Schedule Control (Deterministic Master Schedule and Probabilistic What-if Scenarios)
- Cost Control (Deterministic Control Budget and p90, p50, p10 probabilistic estimates)
Implementation and Monitoring of:
- Programme / Project Cost / Schedule baseline by physical progress capture ,
- CPI and SPI calculations to achieve
- earned value analysis and EAC
- cost / schedule variance analysis
- Prediction of Probabilistic Time/Cost over / under runs to enable optimisation.
- CPA Logic corrections
- Correction of resource conflicts / smoothing
- Re-analysis of Critical Path and EAC at contractually agreed periods with stakeholders
- Corrective mitigation of all above to maintain Critical Path and enable Cost containment
PROGRAMME / PROJECTS PERFORMANCE REPORTING:
Development Implementation and circulation of:
- Daily/ Weekly/ Monthly / Quarterly / Year end, Fiscal Period Reporting
- Portfolio 2/3/5 Year Corporate Vision / Mission Programme(s) / Project(s) reports.
- Auditable quality assured (QA) statistics
- Management Graphics and textual content as per QMS Reporting Procedures
- Key Performance Indicators calculation and reporting.
- Corporate / Project Safety / Schedule / Cost Performance Dashboard
- Corporate / Client & Project reporting cycle calendar commitments
- Textual, tabular and management graphics, PowerPoint presentations
- Results of Facilitated inter-disciplinary Project Controls workshops
- Lessons learned & Continuous Improvement Initiatives’
Fully conversant expert user level with :
- ORACLE PRIMAVERA P3 3.1.
- ORACLE PRIMAVERA P3/e,P6 v7
- ORACLE PRA (PERTMASTER) Probabilistic Schedule Risk Analysis - Monte Carlo Simulation
- ARTEMIS (all versions from 6000 onwards)
- OPENPLAN OPP (DELTEK)
- MICROSOFT PROJECT PROFESSIONAL 2010
- COST CONTROL RELATIONAL DATABASES (e.g. PEMS, KILDRUMMY, COBRA)
- @RISK (Probabilistic Cost Risk Analysis)
- CONVERO (AMEC)
- MMS (Monitor Management Systems) i-suite
Special interest in
Cost / Schedule Integration (C/SCSC) and EVMS (Earned Value) methodologies as "best practice" working Project Management techniques to enhance Project Controls Services to Corporate / Project decision making.
Cost/Schedule Change Control, Risk Identification, Risk Modelling (Qualitative and Quantative) and Risk Mitigation to optimise Cost/Schedule of SoW at any point during the Programme/Project Life-Cycle.
Minimising Cost/Schedule deviation from Baseline Schedule and Class 3 estimate approved budget and ensure maximum ROACE
ISO Compliance
ISO 50001 : 2011 - Energy Management
ISO 9001 : 2008 - Standardised requirements for a Quality Management System
ISO 9004 : 2009 - Managing Sustained Success of an Organisation - Quality Management approach
ISO 29001 : 2010 - Quality Management for Oil and Gas (parallel with ISO 9001)
ISO 31000 : 2009 - Risk Management - Principles and Guidelines
ISO 21500 : 2012 - International Project Management [1](Draft)