Construction Project Planner / Senior Planner, NG Bailey, Four Delivery, Network Rail, Tube Lines, Atkins, Tottenham Court Road Station

Lee Courtman

Flat 2 Oriana

2 Crunden Road

South Croydon

Surrey

CR2 6GZ

Mobile Tel: +44 (0) 7725 615 399

e-mail address: Lee.Courtman1982@hotmail.co.uk [1]

I am a highly motivated individual with 11 years experience in busy planning environment.  Also a hard worker and strong team player who continuously strives to expand ones knowledge and understanding of project and programme management. I am able to acclimatize to any sector as my resume demonstrates.

Project Summary

NG Bailey are a leading independent engineering, IT and facilities service company within the UK. With an annual turnover of £450m they provide the public and private sector with fully integrated consultative approach to bringing buildings to life through all stages of the construction, occupation and lifecycle.

• Currently heading up the planning and project controls team in delivering the Tottenham Court Road station upgrade. The programme that has been developed is coordinating five disciplines and they are as follows; Heavy Civils, Tunneling, Architectal Fitout, Mechanical and Electrical. The combined budget total for this project is £250m.
• Updating schedule and cost information on a regular basis, therefore analysing any potential delays or overspends against our cost profile (forecast)
• Critical path reporting and implementation of compensation events, extension of time.
• Compile resource histograms and levelling to management staff time and costs.
• Manage risk time by using the most up to date risk register.
• Visit site and attend site progress meetings on a regular basis to up to date of the schemes progress.
• Compile a narrative describing project delays, risks, progress, activity driver, critical path, float utilisation and availability and costs impacts surrounding the project to date. This may comprise of delay event information.

4Delivery is a consortium of industry leaders Veolia [2], Costain [3]and MWH [4]and brings together a wealth of experience and knowledge from within the utility and construction sectors.

4Delivery is carrying out an ongoing programme of works on behalf of Southern Water [5]across Sussex, Kent, Hampshire and the Isle of Wight. 4Delivery is responsible for the project management, design and delivery of a wide range of schemes on behalf of Southern Water including:

• I was managing a portfolio of over 60 detailed programmes from the AMP4 and AMP5 frameworks. Schemes budgets ranging from £1m to £50m+.
• Building programmes from scoping through to handover of the scheme.
• Updating schedule and cost information on a regular basis, therefore analysing any potential delays or overspends against our cost profile (forecast)
• Compile reports for Earned Value and analysing potential issues.
• Compile resource histograms and levelling to management staff time and costs.
• Work closely with estimators, project managers, quantity surveyors, designers, construction team, delivery directors etc.
• Manage risk time by using the most up to date risk register.
• Manage extension of time delays.
• Critical path analyse to avoid any potential delay to the scheme.
• Visit site and attend site progress meetings on a regular basis to up to date of the schemes progress.
• Updating schedule and cost information on a regular basis, therefore analysing any potential delays or overspends.
• Compile a narrative describing project delays, risks, progress, activity driver, critical path, float utilisation and availability and costs impacts surrounding the project to date. This may comprise of delay event information.

The Atkins Power division has numerous Substation and Grid refurbishment projects based all over the Midlands and in Ireland. The sites are all owned by two of the major players, Central Networks (eon) and Eire Grid.

• Transferring the programmes from MSP over to P6v2. Setting up a mass database of power projects ranging from £5 to £15m.
• Build tender programmes and maintain live programmes by using designs and tender manuals. Plan works around outages and clock-changes that are given by the access planning department within the DNO and detail the workscope for each outage to create execution plans on a daily to hourly basis depending on the requirements.
• Create a new internal and external project control report system. The reports measure metrics such as schedule and cost performance, Earned Value, float analysis and utilisation, early and late cost curves. The second report is a critical path report which contains a project summary, narrative and an execution plan of all the projects.
• Produce fragnet programmes for extension of time and compensation delays. Also create programmes to analyse potential delays early so they can be mitigated within the contractual time frame.
• Regular site visits to evaluate the progress of the project, discuss critical issues with the site team. Also attend weekly/monthly site meetings to evaluate the issues and potential delays surrounding the project and aim to reduce the project duration and costs.
• Resource and cost load programmes from a summarized level into a detailed level for reporting and cost analysis purposes. Also create cost accounts to take in expenses, variation orders costs and indirect costs.
• Write procedures for the planning department in how the projects should be written and reported.
• Have sound knowledge on float utilization across all projects to prevent clients and subcontractors taking ownership of float within the project. This plays an important part in cost and time of a project by having good planning practice by maintaining the float ownership.

Senior Project Planner       September 2007 – May 2009 (P/T from January 2009 to start with Atkins)

Black & Veatch are the principle contractors for the following three projects that I was planning and reporting for. Ashford Sludge Treatment Works, Odour Control Scheme and Flow greater than Consent. The client, 4Delivery were responsible for their subcontractor (Andritz) for delivering the Dewatering/Dryer Plant element. Black & Veatch were responsible for delivering the remainder of the plant, for example the new Liquor Treatment Plant, new cake reception, new digester etc.

• Working on a design and build project covering works in all disciplines. Design, Procurement, civil, mechanical, electrical and commissioning.
• Thorough use of P&IDs, Single Line and General Arrangement Drawings to reflect programme and logic changes.
• Based on site for regular interaction with the project progression and logic/scope changes on the project. Also highlight potential delays and mitigate them as soon as possible.
• Liaise with Quantity surveyors, designers, civil engineers, subcontractors, project managers, M&E, personnel, clients on a daily basis.
• Forecast progress 3 weeks ahead of schedule and issue programme to client upon their request. (Programme based on actual & anticipated dates but the project risks are covered by a detailed narrative report stating the reason for assumptions made).
• Monthly critical path analysis programme supported by narrative issued to high level management on a periodic basis.
• Development of execution programmes and presented in weekly site meetings for the following disciplines, Design, Procurement, Civil, Mechanical & Electrical and commissioning.
• Merge subcontractors’ programmes into the master programme and analyse the potential impacts on the critical paths and interfaces. Use of various programming software such as P3, MS Project, Asta Power Project and Sure Track.
• Development of a commissioning stage break down for plant take-over with supported execution plans and stage process flow charts.
• Development of critical path reporting to demonstrate potential delays on the project. Programme layout of critical path which is supported by a narrative. A way to monitor critical path changes and highlight potential risks. A historic document used for claim arguments.
• Metric reporting containing measurements such as; Earned Value, CPI, SPI, Histograms, misc metric reporting etc.
• Development of extension of time programmes for Ashford STC and Flows > Consent.
• EoT claims and analysis based on:      - Design delays

     - Procurement delays

     - Construction delays

     - Start up, testing and commissioning delays

     - Other associated delays that impact the contract completion

     - Create baseline programmes for delay analysis and to add delay events to capture the overall impact.

Lead Project Planner                                                                                          June 2006 – September 2007

Oil & Nuclear:

The client was Shell and the aim was to mobilize in 20 European countries and set up trading entity in each so that they would have in country employees to carry out their CAPEX projects whether they are new build, tanker station demolition, re-furbishment etc. However an embargo was placed on the project due to contractual disputes.

• Mobilization of 20 countries (Setting up Atkins offices, IT systems, Billing and Payment Solutions/ Mechanisms, and legal entities (certificates, company insurances etc, Resources and recruitment, Contracts and Commercial, Procurement Supply Chains, Training, Procedures) within these 20 countries so Atkins can deliver these projects locally) Denmark, Finland, Sweden, Norway, Italy, Greece, Turkey, Belgium, Luxemburg, Switzerland, Austria, Germany, Bulgaria, Hungary, Netherlands, Czech Republic, Poland and Slovakia.
• Integrating 22 country plans and a Central Mobilization Team plan into a Master Programme 
• Updating progress by Tele conferences and implementation of programme reporting and tracking systems to present internally and to the client.
• The project involves 20,000 retail petrol stations in which are new builds, purification of sites, refurbishments, re-branding of canopies and posts, fit out of retail stores (based on customer survey), demolish and new builds.
• Training in country planners in all the above countries and implementing Tracking, programme and reporting systems to monitor and present project progress and cost (CPI, SPI and EV).

Rail sector:

Seconded to Metronet Alliance – Civils Assessment Programmes

• Pump & Drainage
• Bridges & Structures
• Earth Structures
• Deep Tube Tunnels

___________________________________________________________________________________

Project Planner                                                                    December 2005 – June 2006

Major Project

• Northern Line Control Centre at Highgate (construction programme)
• 7^th Carriage on Jubilee Line (Rolling Stock Programme)
• Stanmore 3^rd Platform (Construction Programme)
• WembleyParkStn Modernisation

Minor Projects

• Earth Structures Assessments
• Design programmes -  Pump & Drainage (CCTV Surveys and Jetting), Deep Tube Tunnels, Earth Structures (and remediation)
• Tunnel Circularity Surveying (use of GRP3000)
• Signal Equipment Rooms x 15 (construction programme).

___________________________________________________________________________________

Core Planner                                                                        January 2002 – December 2005

Major Project

• Sussexrefurbishment programme (S&C, Track, Utility Diversions, telecommunications, Operations, testing & commission etc.)

Minor Project

• SussexPossessions Programme
• Sussex Maintenance programme (Cyclical Inspections)
• Electrification and Cabling Maintenance Programme
• Ultrasonic Maintenance Programme

Overall Career Responsibilities

• Programming and Logistical project analysis
• Schedule Performance, Cost Performance and Earned Value reporting
• Critical path analysis reporting
• Develop programmes for EoT analysis and claims
• Progress monitoring and reporting using tracking registers
• Working on multiple million pound projects
• Programme cost loading and management, forecasting, budgeting and cost trends
• Regular site visits for progression of project.
• Communication & Presentation of project to all levels of the business both internally and externally
• Planning and Scheduling programme
• Labour Costing
• Resource Planning
• Possession Planning
• Asset Data Management

Skills and Qualifications

• A full driving license (Clean)
• LUCAS Card (LUL)
• Primavera (all versions from 3.1 to 6.2)
• First Aid Trained – St. Johns Ambulance (Epsom)
• Earned Value and Metric Report Trained (With Black & Veatch)
• Basic knowledge of ASTA Power Project
• MS Project
• RIMINI Safety planning
• Suretrak 3.0
• CSCS Card
• 4D Site Safety Passport
• MIMS/Ellipse Asset Data Management System
• RIMINI Safety Planning System (built by myself and other planners)
• Green Card (Underground stations and Track access) - Expires 15/12/2006)
• Safety Passport (underground)
• Track accustomed person
• Strong Excel skills
• Able to effectively communicate to all levels of people inside and outside the business.
• I am able to Influence decision-making
• Strong problem solving and troubleshooting skills
• Core Planning skills within civil, mechanical and electrical environments for the rail and construction industries.
• Qualified for Personal Track Safety (Expires 17/10/2006)
• I am able to demonstrate relevant Railway experience
• I’ve learnt to absorb and recall large quantities of information quickly
• Manual Lifting and Handling (Health and Safety Unit within the N/SVQ)
• Work to strict deadlines on a weekly basis

Interests and Activities

• I am a practitioner of Chinese internal martial arts and registered with the Internal Kung Fu Research Association and former national San Da (Chinese boxing) champion.

• In my spare time when not training I like to travel.

• I Studied Mandarin for 7 months and when I have time to read in pin yin.

References

Available upon request.