Muhammad Ardalani-Farsa

Resume

SUMMARY

Senior Project Controls Manager with extensive experience in the Oil & Gas Refinery, Combined Cycle Power Plant, Minerals & Metals, Infrastructure industries pertaining to such business activities as: project management, project planning/scheduling, project controls management, cost controls, estimating, construction controls, project coordination, risk management, quality management, and business analysis.

§  Experienced in scheduling and planning with Primavera P6, P5, P3e/P3i and MS Project, capital cost estimating as well as cost controls

§  Working knowledge of construction management/scheduling, construction equipment and techniques, drawings and specifications

§  Experienced in contract management and administration support including RFP’s, RFQ’s, tenders and bid technical/commercial evaluations, claims.

§  Excellent oral and written communication skills and ability to represent the company and project team in a professional manner to the Client, Subcontractors and other internal and external stakeholders

§  Experienced with software applications for Estimating (Timberline), Procurement (eMarian, JD Edward), Cost controls (PRISM, Prediction+, Expedition), Planning (SAP), Scheduling (Primavera, MS Project), Schedule/Cost Risk Analysis (Pertmaster, @Risk, Acumen Fuse), Document Controls (Documentum) Finance (Oracle) and MS Office (Excel, Word, Access, PowerPoint, Outlook)

EXPERIENCE

2013 – Present       SNC-Lavalin – Toronto

Head of Project Controls Department

§Directed staff engaged in estimating, planning, monitoring and controlling of all projects

§Prepared standard procedures and templates for planning and monitoring projects

§Prepared proposal submissions

§Established scope of work for projects and proposals

§Reviewed all lump sum and turnkey proposals as well as all other estimates

§Performed risk analysis for corporate management

§Made decisions related to departmental technical issues

§Managed/supervised group of 29 cost controllers, estimators and planers/schedulers

§Organized and planed activities of established procedures and practices to provide the best control services to projects to ensure the application of the accounting/cost control methods and procedures and their adaptation to suite the philosophy, strategy and conditions of specific projects and proposals

§Established the project codes of accounts and reporting requirements

§Review/analysis of contractor bids

§Short and long term planning for the identification of resource requirements and utilization

§Made staffing decisions/provided employees with training and development opportunities

§Proposed and managed department budget

§Participated in development of division’s budget

§Developed dashboards for monitoring of projects

2011 –  2013           Kinross Gold Corporation – Chukotka, Russia

Dvoinoye Project ($400 Million – EPC)– Senior Project Controls Manager for Green Field Gold Mine

§Prepared Project Execution Plan for Scoping Study, Feasibility Study and Execution phases of Project including: Organizational Chart; Manning Table; Scheduling; Cost Estimate; Cost Controls; Change Orders; Contract Administration, Document Controls; Procurement and Logistic; Material Management;  Cost, Scheduling and Document Controls Application Implementations;    

§Prepared resource Loaded schedule in P6-P7 for Scoping Study, Feasibility Study, Engineering and Execution phases.

§Established Earned Value system for Engineering and Construction.

§Prepared working procedure for Scheduling; Cost Estimate; Cost Controls; Invoice Controls, Change Orders; Procurement, Contract Administration, Document Controls;

§Organized Monthly Progress Review Meeting and Execution Plan

§Managed Document and Procurement Approval Authority Matrix

§Prepared Daily, Weekly, Monthly, Quarterly Reports for Project and Operation.

§Prepared Monthly Cost Report and Forecast Report and Reconciled with Financial Reports from JDE 9.0

§Prepared &presented project progress during Quarterly Business Review meetings

§Managed a team of 11 including schedulers/planners, cost estimators/controllers, document controllers, site controllers, procurement and expeditors

2009 –  2011           Schema Management Group – Kingdom of Saudi Arabia / UAE

Bemco Qurayyah Project ($3.4 Billion – EPC) – Senior Project Controls Manager for 3200 MW Combine Cycle Power Plant

§Prepared Project Execution, Estimating, Project Controls, Project Reporting, Change Management and Progress Measurement plans

§Coordinated project and performed as central point of contact for the project team including client, project manager, directors and subcontractors, project team

§Analysed and coordinated the project resources utilization and requirement

§Set up project WBS  and CBS for multi-disciplinary multi-location project

§Developed and supervised Engineering, Procurement and Construction schedule utilizing P6

§Analyzed and interpreted schedule/ cost risks developed in Primavera Pertmaster

§Set up project budget and utilized Earned Value Management and estimated CTC

§Managed project trends and change request and change orders

§Developed and managed Punch list, NCR’s and As-Built drawings schedules

§Developed and managed required shutdown schedules

§Prepared weekly and monthly report including progress status, earned value, Cost and Schedule Performance Indicators (CPI and SPI), staffing forecast, S-Curve

§Issued client progress invoices and controlled subcontractor’s invoices

§Developed and implemented Enterprise Cost Code system

2008 – 2009            WorleyParsons Minerals & Metals – Toronto

Mincenco Project (200K Manhours – EP) – Project Controls Manager for Greenfield Alumina Refinery Project

§Prepared Project Execution, Estimating, Project Controls, Project Reporting, Change Management and Progress Measurement plans

§Proactively coordinated projects and performed as central point of contact for the project team including client, project manager, directors and project assistants

§Analysed and coordinated the project resources utilization and requirement

§Estimated (Top-Down and Bottom-Up) project manhours , Capex and Opex

§Set up project WBS  and CBS for multi-disciplinary multi-location project

§Developed and supervised Engineering and Construction schedule utilizing P6

§Analyzed and Interpreted schedule/ cost risks developed in Primavera Pertmaster

§Set up project budget and utilized Earned Value Management

§Managed project trends and change request and change orders

§Prepared weekly and monthly report including progress status, earned value, Cost and Schedule Performance Indicators (CPI and SPI), staffing forecast, S-Curve

§Coordinated with finance to develop accurate invoices

2008 – 2009            WorleyParsons Minerals & Metals – Toronto

Falcondo (85K Manhours – EP) – Project Controls Manager for Brownfield Energy Conversion Project

§Prepared Project Execution, Estimating, Project Controls, Project Reporting, Change Management and Progress Measurement plans

§Estimated project manhour, Capex and Opex

§Developed WBS and CBS, engineering, procurement and construction schedule (P6)

§Coordinated the preparation of Requests for Proposals and the overall proposal process and preparing tender and contract documents

§Set up budgets, utilized Earned Value Management and prepared weekly and monthly progress reports and managed project scope changes

§Prepared and coordinated contract and sub-contract change requests and orders

§Prepared project organization and communication charts and processes

§Managed group of three (3) to perform project controls duties

2007– 2008              WorleyParsons Minerals & Metals – Toronto

Uniman, Chicago, Raglan (10K – 20K Manhours – EP) –Project  Controls Manager forSmall to Medium size Improvement Projects

§Prepared Project Execution, Controls, Workshare, Change Management plans

§Developed integrated project WBS and CBS and developed project schedule in P5 /P6

§Set up cost control system based on Client and project leads inputs

§Managed trends and changes and incorporated changes into cost system and schedule

§Prepared client monthly report including committed and incurred budget, schedule progress; project status, forecast to complete, SPI, CPI, earned value, staffing plan

2005 – 2007             WorleyParsons Minerals & Metals – Toronto

CVRD Inco ($150 Million – EPCM)– Project Controls Manager forBrownfiled Dust Emission Control Project

§Prepared an order of magnitude, feasibility and definitive estimate for EPCM projects and organized data in estimating and procurement applications for Capex and Opex

§Chaired scheduling workshops to synchronize Client, project leads and construction team inputs and developed overall EPCM milestone schedule;

§Supervised and developed project schedule in P3e/P5 and assigned resources

§Incorporated Contractor’s schedule into project Master schedule

§Performed cost management including processing invoices, payment certificates, incurred and committed cost reports by area and package

§Expedited materials and equipment deliveries from suppliers to meet project schedule and processed shop drawings and related data per project specifications

§Managed project contracts to ensure project is delivered within time & budget

§Managed project trends and change notices, field work orders, non conformances

§Coordinated team meetings, maintained issues and RFI’s, changes and risk logs

§Prepared weekly and monthly report including deliverable progress status, cashflow, earned value analysis, resource forecast, S-Curve and manpower histograms

§Managed contractor’s cost and developed construction progress, construction productivity curves and forecast to complete

§Worked with project team and accounting to reconcile monthly invoices

§Prepared Project Close-out and Benchmarking reports

2001 – 2003      Fan Niroo

Asalooyeh Oil Refinery Construction

§Prepared Project Execution, Estimating, Project Controls, Workshare plans

§Prepared cost estimate reviews and reports with a high level of accuracy and prepared accurate reports of cost comparison for different materials and cost trends

§Developed project WBS and CBS and prepared project TIC estimate

§Set up cost control system and developed EPCM schedule in MS Project

§Managed scope and schedule changes and performed Risk Analysis

§Issued client weekly and monthly report including progress statutes, forecast to complete, resource planning, S-Curve and manpower histograms

§Managed contractor’s cost and progress and coordinated Job-Card preparation

§Prepared construction progress, productivity curves and forecast to complete

§Participated in internal weekly meetings and client on-site meetings

2000 – 2001 – Fan Niroo/ IMDC

Bushehr - Oil Refinery Improvement and Modifications

§Assisted the Project Manager in the day to day duties of a project’s administration.

§Set up cost control system

§Developed MS Project schedule

§Prepared and issued weekly and monthly reports including progress status, cashflow, forecast to complete, progress curves and manpower histograms, staffing plan, scope changes

§Performed cost management including processing invoices, payment certificates, incurred and committed cost reports by area and package

education

§PhD, Industrial Engineering, Ryerson University, Toronto, Canada (2010)

§M. Sc., Mechanical Engineering, Ryerson University, Toronto, Canada (2006)

§B.Sc., Mechanical Engineering, University of Tehran, Tehran, Iran (2001)

professional Training

§Advanced Qualitative and Quantitative Risk Analysis, SNC-Lavalin (2014)

§People Leadership, Knightbridge (2014)

§Advance Executive Leadership, AMA  (2012)

§JD Edward Training – Job Cost, Procurement and Finance Modules, Kinross (2011)

§Contract Management Training, KSA (2010)

§Project Management, Ryerson University, Toronto, Canada (2008)

§Primavera P6 Training, Emerald – Calgary (2008)

§Primavera Risk Analysis: Pertmaster Training, AACE (2008)

§Advanced Primavera P6 Certificate (2007)

§ISO 9001:2000 Internal Quality Audits Certificate (2007)

§Project Risk Management Certificate (2006)

professional affiliations

§Project Management Professional (PMP) - Since 2008

§Professional Engineers Ontario (P.Eng) Since 2007

§AACE (The Association for the Advancement of Cost Engineering) membership

Reference

§Will be provided upon request.