EXPERIENCE RECORD: Dec 2017 to Current Jan 2017 to Dec 2017 Jan 2012 to Dec 2016 Jacobs Zate (EPCM / EPC) Saudi Arabia, Al Khobar Projects: All Saudi Aramco GES+ Projects for both the Upstream and Downstream buniness lines: Role: Project Controls Manager for the GES+ Aramco Contract (Upstream & Downstream) Job Description: Responsible for ensuring the project controls department delivers a cost and schedule effective, high standard of project controls services to all internal and external clients. Specific responsibilities include: • To attract, assemble and manage a high-quality project controls team. • To promote Jacobs’s project controls capability to our clients. • To set overall directions and manage development of Jacob’s project controls systems. • To routinely report on the cost, schedule and resource trends and forecasts on all projects. • To provide governance and corporate support for the project controls function within projects. Report to: • Manager of Project Controls Regional (home office). • Director of Projects (GES+ Programme) Work with: • Operations, • Business development group, • Project management group, • Client project controls group, • Estimating group, • Engineering group, • Procurement group, • Contracts group, • Construction group, • Commissioning group. Safety and Wellness • Provide visible HSE leadership. • Plan work activities and identify hazards and controls in consultation with employees. • Conduct and record site inspections and risk assessments (including Hazard ID, risk analysis and control). • Participate in the resolution of HSE issues. • Communicate and report on HSE issues/incidents (e.g. toolbox meetings). • Assure accountability of employees and sub-contractors. Strategic • Project schedule and cost baseline frozen in agreed time frame. • Project change management process established. • Range analysis performed internally or externally at required level. • Project team and systems mobilised in time. • Project controls plan in place. People • Provide HSE, technical leadership and guidance to all staff within the group. • Determine the necessary discipline training requirements and arrange for appropriate training. • Carry out performance assessments for members of the group and make recommendations for salary adjustments and professional development. • Liaise and train project managers/directors to clarify project control related issues. • Provide leadership, direction, supervision and inspirational management to all team members (direct and indirect). Clients • Client’s projects controls requirement understood from bid documents and proposal prepared accurately. • Project controls write up complete within bid period timeframes and presented well for winning bids. • Client’s projects controls requirement understood and agreed. • Project setup complete within contract timeframes and to contract requirements Operational/Financial /Corporate Key operational responsibilities and accountabilities as follows: • Operational • Ensure project controls team provides consistent, accurate management and reporting of services and capital cost, schedule and resourcing on projects. • Ensure project controls team provides timely trend information and variance reports to project managers and helps to develop recovery plans on cost and schedule within agreed timeframes. • Ensure project controls teams supports project teams on managing claims for variations and extensions and assists in resolutions of contract disputes. • Identify and implement best practices, procedure and tools and systems for project controls. • Manage the selection and / or development of project controls tools. • Manage the rollout of corporate initiatives with respect to project controls. • Ensure feedback of cost and schedule actuals to estimating and business development for improvement of corporate estimating data. • Ensure relevant lesson learnt output is communicated and reviewed. Acciona / Alstom Joint Venture (EPCm) Sydney, Australia Project: Sydney Light Rail (SLR) – Value $ 1 Billion plus. Project Role: Project Controls Manager / Lead Forensic Planner The CBD and South East Light Rail is a new light rail network for Sydney, currently under construction. The 12km route will feature 19 stops, extending from Circular Quay along George Street to Central Station, through Surry Hills to Moore Park, then to Kensington and Kingsford via Anzac Parade and Randwick via Alison Road and High Street. Construction will be completed, and services will start running in 2019. Sydney Light Rail also incorporates the Inner West Light Rail, which is now operating as the L1 Dulwich Hill Line. The 12.7km route connects Central Station and Dulwich Hill via 23 light rail stops and transports more than 8.4 million customers each year. Major construction includes excavation, extensive works relocating and protecting underground utilities, rebuilding roads and laying tracks. Typical construction work in each zone includes: investigation works – involves surveying, locating services, testing utility pits and verifying condition of utilities such as electricity, gas, water and telecommunications; utility treatments – involves preparing, identifying, protecting and modifying electrical pits and water, gas and telecommunications services; track and civil works – involves excavating the road and combined services trench, constructing the track slab and laying of rails; drainage and footpath works – involves installing new storm-water drainage system and reconstruction of kerbs and footpaths; installation of stops, shelters and poles for lighting and overhead wires; commissioning and finishing works – including the testing of the light rail vehicles and landscaping. As the Project Controls Manager, I was responsible for the implementation of all Planning and Controls Processes and Procedures. Managing and training of all Project Controls staff. I report directly to the Project Director and the Client, Sydney Transport. I was also the owner of the WAR room and all Progress and Project Interface meetings within the WAR room which is populated with all weekly and monthly Project Dashboards to guide all Stakeholders and steer the Project in the right direction. I was also responsible for all cost reviews and make sure that the schedule and cost is aligned according to the WBS structure of the project. I have also implemented a full EV system on the project to measure Productivity and assist in decision making in critical areas. I was responsible for all Schedule and Cost Risk management and perform monthly Risk reviews. I also own all weekly and monthly Progress Reports and ensure that all deliverables as per the project contractual requirements are delivered timeously. I have implemented an Issue alert / claims notification and claims process which is incorporated into the project on a weekly basis to make sure that all delays and opportunities are accounted for in both time and cost. As the Lead Forensic Planner, I was also managing the assessment and implementation of all claims delays on the project and supervise the delay analysis of each claim from an issue alert status to implementation within the contract schedule. Interface Project Controls & Construction Claims (Managing Director – Owner) From January 2012 to December 2016 I ran my own consultancy specializing in Project Controls & Construction Claims. I had 5 very successful years of business development and consulting to various clients on an international basis. Client: MHPS South Africa (EPCM) Johannesburg, South Africa (EPCm) Project: Kusile Power Station – South Africa (Value – R118 Billion) Project Role: Lead Forensic Planner (Consultant) The Kusile power station project comprises six units, each rated at an 800 MW installed capacity for a total capacity of 4 800 MW. Once completed, Kusile will be the fourth-largest coal-fired power station in the world. The Kusile project will include a power station precinct, power station buildings, administrative buildings (control buildings and buildings for medical and security purposes), roads and a high-voltage yard.The associated infrastructure included a coal stockyard, coal and ash conveyors, water-supply pipelines, temporary electricity supply during construction, water and wastewater treatment facilities, ash disposal systems, a railway line, limestone offloading facilities, access roads (including haul roads) and dams for water storage, as well as a railway siding and/or a Railway line for the transportation of the limestone supply.(sorbent) The power station is the first in South Africa to install flue-gas desulphurization (FGD) – a state-of-the-art technology used to remove oxides of Sulphur, such as Sulphur dioxide, from exhaust flue gases in power plants that burn coal or oil. This technology is fitted as an atmospheric emission abatement technology, in line with current international practice, to ensure compliance with air-quality standards, especially since the power station is located in a priority air shed area. I Lead a team of forensic planners in the full Retrospective Delay Analysis of all historical claims ascertaining the contractor’s entitlement for each delay event using the Time Slice “Windows” methodology and writing the final narrative for submission. Lead all negotiations with the client on the Contractors Entitlement for time extension. Liase with the quantum team in quantitication the Direct as well as P&G cost entitlement related to the time extension. Once the Historical claims were settled, I then managed the weekly schedule updates via a site planning team and continued to identify new delays for potential claims. I was also involved in implementing claims prevention measures in moving forward in order to save the project time and cost. Client: MHPS South Africa (EPCM) Project: Medupi Power Station – South Africa (Value – R122.5 Billion) Project Role: Lead Forensic Planner (Consultant) Medupi Power Station is a coal-fired power plant comprised of six units with total installed capacity of 4,800 megawatts. Upon completion, it will be the largest dry-cooled, coal-fired power station in the world. The Medupi project included a power station precinct, power station buildings, administrative buildings (control buildings and buildings for medical and security purposes), roads and a high-voltage yard. The associated infrastructure included a coal stockyard, coal and ash conveyors, water-supply pipelines, temporary electricity supply during construction, water and wastewater treatment facilities, ash disposal systems, a railway line, limestone offloading facilities, access roads (including haul roads) and dams for water storage, as well as a railway siding and/or a Railway line for the transportation of the limestone supply. (sorbent) I Lead a team of forensic planners in the full Retrospective Delay Analysis of all historical claims ascertaining the contractor’s entitlement for each delay event using the Time Slice “Windows” methodology and writing the final narrative for submission. Lead all negotiations with the client on the Contractors Entitlement for time extension. Liase with the quantum team in quantitication the Direct as well as P&G cost entitlement related to the time extension. (R 20 Billion in Claims) Once the Historical claims were settled, I then managed the weekly schedule updates via a site planning team and continued to identify new delays for potential claims. I was also involved in implementing claims prevention measures in moving forward in order to save the project time and cost. Client: Murray & Roberts (EPCM) Project: Gautrain 80 Km Mass rapid transit railway system (Value – R 20 Billion) Project Role: Forensic Planner – Claims Gautrain is an 80-kilometre (50 mi) mass rapid transit railway system in Gauteng, South Africa, which links Johannesburg, Pretoria, Ekurhuleni and O. R. Tambo International Airport. It was built to relieve the traffic congestion in the Johannesburg–Pretoria traffic corridor and offer commuters a viable alternative to road transport, as Johannesburg has limited public transport infrastructure I was part of a team of forensic planners in the full Retrospective Delay Analysis of all historical claims ascertaining the contractor’s entitlement for each delay event using the Time Slice “Windows” methodology. Assisting Expert Witnesses and the quantum team. Client: Basil Read (EPC) Project: Venetia Underground Diamond Mine Project Role: Planning Manager / Forensic Planner The Contractor’s scope of work on the Venetia Mine consisted of the bulk earthworks, civil works and roadworks. The Bulk Earthworks included all Terrace Works and Infrastructure works. The Civil Works then included a Production Shaft Sub-Bank, Service Shaft Sub-Bank, Service Ducts, Service Ducts Exit Point, Mini-Sub Civils (2no. Off), Main Consumer Sub-station, Electrical Yard, Vent Fan Base, Headgear Raking Leg - Foundations at Production Shaft, Headgear Raking Leg - Foundations at Service Shaft, Cable and Pipe Support, Storm water Drains and Services Distribution - Surface Sewerage. I was appointed as the Planning Manager on the Project to develop, implement and manage the overall project schedule. I was also responsible for the weekly and monthly reporting on the project having implemented the project controls tracking systems and procedures. Continues forecasting and flagging problematic areas of concern was key to identifying the delays and potential opportunities on this project. I was also appointed by the Contractor as the Expert Witness in the Dispute between Contractor (Basil Read) and Client (De Beers) to prepare a full retrospective Delay Analysis on all claims for the project due to various reasons such as increased scope and disruption factors. All work was prepared for Arbitration and once submitted to the Client we managed to reach a settlement agreement to the value of R 170 million. Client: Basil Read (EPC) Project: Medupi Ash Dumps Project – (Value – R 520 million) Project Role: Expert Witness / Forensic Planner The scope of work included the construction of access and service roads to the ash dump area, dump earthworks, the initial platform and wearing course for stacking, the bulk earthworks and geosynthetics for the various coal stock yards, ash dump and dams at the power station. The Contractor suffered numerous delays to the project as a result of the Employers late access, Design changes and variation orders. The Contractor was also continuously Disrupted during the course of the project which resulted in further delays to the completion of the project. I was appointed by the contractor to perform the delay analysis and support the contractor in negotiations with Eskom to reach an agreement on the Extension of Time and Cost entitlement associated with the delays experienced. An agreement was reached, and the Contractor was awarded the full-time extension and associated cost. Client: Jacobs Engineering (EPCM) Project: Unilever Waterfall Project – Johannesburg, South Africa Project Role: Planning Manager The Project Scope Included all Disciplines. Earthworks, Civils, Mechanical, Electrical and Instrumentation and Commissioning. The Waterfall Project included a Process Building, Packing Hall, Inbound Warehouse, Inner Utilities Building, Amenities Building, Outer Utilities Building, Tank Farm, Waste Water Treatment, Substation and all associated infrastructures. I was appointed by Jacobs as the Planning Manager for the project and was responsible for the overall project schedule, weekly and monthly reports. As the Planning manager I had 2 subordinates, one site planner and one engineering and procurement planner and had ownership of the overall Project schedule from FEED stage to the final commissioning RFO. Client: PSN Woodgroup (EPCM) Project: Sakhalin Energy Offshore & Onshore Oil & Gas Projects Sakhalin, Russia Project Role: Planning Lead Upgrade and Maintenance contract of all Sakhalin Energy onshore and offshore assets. The scope of work included engineering, procurement and the construction management of all upgrades and maintenance projects. As the Planning Lead on Multiple Projects my duties and responsibilities included the following: Develop and manage the overall EPC Project Schedule, Risk Analysis and the WBS. Review and ensure that all contractor and internal Schedules baselines are in place in accordance with contractual requirements and project procedures. Develop and update overall Resource, Quantity Histograms and progress curves, perform GAP Analysis and highlight and issues. Perform Manpower and Construction Equipment Density Analysis and productivity measurements in order to flag low productivity or possible project cost and time improvements. Implement and report on Change Control and resource management and re-shuffling as required. Interfacing with Estimating and cost control on a daily basis to make sure that the Project Schedule and budget is aligned. Setup and manage all reporting, progress updating, forecasting and continuously analyzing multiple Critical Paths and Total Float as the Project evolves. Daily interfaces with project teams, engineering and client reps for the interface schedule and overall project milestones. Attend and chair all required weekly progress meetings with the Client and contractors as the Lead Planning representative. Jan 2011 – Dec 2011 Bechtel, Santiago, Chile (EPCm) Project: Quebrada Blanca Phase 2 Project Copper Mine - Value: $ 6.5 Billion Project Role: Planning Manager Quebrada Blanca Phase 2 is a development project develops the hypogene resource at Quebrada Blanca, to substantially increase annual copper production and extend the mine’s production life by more than 25 years. The project included the construction of a new concentrating plant, a tailings facility and major infrastructure installations for transporting concentrate and sea water, and facilities to receive, filter and ship concentrate in the North Patache sector south of Iquique. Desalinated sea water – which will be taken from the coast and pumped through a pipeline to the mine – will be the main source of water for the Quebrada Blanca Phase 2 project. Quebrada Blanca Phase 2 project will increase the operation’s production capacity to approximately 240,000 tonnes of copper in concentrate and 6,000 tonnes of molybdenum in concentrate per year. I Lead all planning activities from Pre-Feasibility stage up to RFO and Final Hand over. Compile and implement all Planning Procedures on a corporate and project specific level. Attend Kick off meetings, Progress Meetings, Engineering meetings, Model Reviews, Constructability reviews and HAZOPS. Facilitate Schedule Workshops with all Disciplines. Ensure that the planning is aligned with the scope documents, Engineering release schedules, procurement schedules, delivery schedules, Long Lead deliveries, Fabrication Schedules, contractor mobilization, Client / Contract Milestones etc. Review and approve all contractors’ schedules, Manpower requirements, Unit Rates, Man-hours, Progress Invoices etc. Compile schedules along with schedules basis (concerns and assumptions) for all disciplines and all phases of the projects and eventually integrate the contractor’s schedules for further development of the overall schedules. Update schedules, monitor slippages, produce contingency plans, Critical Path analysis, acceleration plans, Look-ahead schedules, what-if analysis, Schedule Risk Analysis, Schedule Contingency, Schedule Float Analysis etc. Run Weekly progress meetings with contractors and drive all activities to ensure the correct path is being followed. Create and update Weekly and Monthly Reports, S-Curves, Histograms, Engineering / Procurement / Construction alignment analysis, Productivity Reports etc. Implement and Monitor Change Control and perform Schedule Impact Analysis for potential claims on Time and Cost. Compile and implement Project Interface Schedules, Project System completion schedules, Commissioning and Handover Schedules. Daily interaction and communication with all disciplines and Key Resources. Actively implement Project plans across the board. Jan 2009 to Dec 2010 Foster Wheeler – South Africa (EPCm) Projects: Fischer Tropsch Wax Expansion Project / Sasol Technology (PTY) LTD – EPCM - Project Value – $ 900 Million Project Role: Planning Manager / Forensic Planner Engineering, Procurement and Construction of all Civil, Structural, Mechanical, Piping, Electrical, Instrumentation and Commissioning activities. HF Alkylation Revamp Project / Natref – EPCM - Project Value – R 700 million. Project Role: Planning Manager Engineering, Procurement and Construction of all Civil, Structural, Mechanical, Piping, Electrical, Instrumentation and Commissioning activities. Flare Mod. Project, Phase 4 / Chevron, Cape Town Project Role: Planning Manager Engineering, Procurement and Construction of all Civil, Structural, Mechanical, Piping, Electrical, Instrumentation and Commissioning activities. Sep 2007 to Dec 2008 Lurgi GmbH / APSA / Sipchem – Saudi Arabia (EPCm) Project: SIPCHEM – (World’s Largest) Carbon Monoxide Plant – Jubail Industrial City Project Role: Planning Lead Engineering, Procurement and Construction of all Civil, Structural, Mechanical, Piping, Electrical, Instrumentation and Commissioning activities. Dec 2006 to Aug 2007 Foster Wheeler Energy Ltd / Saudi Arabia / UK (EPCm) Project: SHARQ 3rd Expansion Project. – $ 6.2 Billion Project Role: Lead Planning Engineer The Project Scope Included Multiple Units, Polyethylene Ethylene Glycol, Ethylene and all Utilities and Offsites and Infrastructures. Engineering, Procurement and Construction of all Civil, Structural, Mechanical, Piping, Electrical, Instrumentation and Commissioning activities Nov 2005 to Dec 2006 Murray & Roberts – South Africa (EPC) Project: SISHEN Iron Ore Expansion Project, Crusher and Jig Plant – R 3.6 Billion Project Role: Lead Planning Engineer / Forensic Planner The scope of the work comprises the civils works for three crushers (primary, secondary and tertiary), as well as the stockpile area for the expansion project. Jan 2003 to Sep 2005 Grinaker LTA – South Africa (EPC) Project: SASOL Secunda, Alpha Olefins, Octene Train 1 and 2 – R 7.6 Billion Project Role: Lead Planning Engineer The scope of the work comprises the construction of the new Octene trains in a brownfields environment as well as the tie-in to existing utilities.