Project Controls

With over 10 years of senior project controls experience, I have a depth of knowledge and real world scenarios to draw form. Including:
large, integrated control and interface schedules
advanced progress tracking and measurement
cost analysis and forecasting
tying it all together
The following paragraphs highlight experience and work product concerned with these areas and serve to demonstrate how they offered value to the team and the organization as a whole.



My experience in Project Controls started in the world of scheduling as a Senior Planner for a $6 billion Upgrader facility. The level 3 control schedule that I helped develop contained over 25,000 activities and coordinated efforts across dozens of disciplines and craft personnel and included all aspects of the project life cycle (FEED to Commissioning). Over XXX millions of manhours were logically connected to ensure an on-time and on-cost delivery was possible. My involvement in this project spanned over 3 years and I became familiar with many of the best practices for scheduling and an expert in the Primavera and MS Project software.

Following this I was assigned as a Project Controls Lead for "Integrated Projects". This was a portfolio of over 100 projects ranging from $1 million to $15 million in scope. These projects were in all different phases, explore to operations, and involved many different business units, regulatory, resource development, engineering, construction, and operations. At any one time 20+ projects would be in motion and all schedules needed to be accurate for financial forecasting. To complete this task successfully, I employed "integrated" scheduling, where multiple internal and external schedule worked in concert to provide overall, level 3 and management summary schedules. This was mainly accomplished through the use of 'milestone schedules' that allowed for all schedules to maintained and updated in a syndicated manner. The milestone schedule would 'hook' into the child schedule where the overall impact could be measured and mitigated in an aggregate.

Back to Top

Progress tracking


Progress tracking is the cornerstone of good project controls, it is within progress tracking where the project health is measured, and if you want to something to improved you must first measure it. Within my various roles at owner/operator organization, I have used many established methods for progress measurement, like score carding and quantity tracking. Within my roles at contractors organizations, I have developed and implemented progress trackers that meet or exceed client expectations.

Good progress measurement is important for many reasons, some of these are:

Back to Top

Cost Analysis and Forecasting


Cost analysis and forecasting. All the items discussed so far, schedule and progress, lead to what is really important to a project's success and that is cost. All projects are undertaken with an expectation of return on investment (ROI) and this is paramount in areas of the project life cycle. Throughout my career I have been intimately involved in the cost analysis and forecasting. The most complex of has been when I was in charge of portfolio management that had an expected budget of $180 million annually and an overall expected value of $580 million. The portfolio comprised of over 100 projects with as many as 20-30 at any one time. For various reasons these projects would draw higher costs than expected or even no costs at all (if they did not meet business requirements), because of this the total needed in any given period was hard to determine and total needed to complete a year was even more complex.

To navigate this successfully the schedules for all the projects were standardized and connected into custom tooling I created (via. Excel) to track all of the changes that occurred from period to period. With this information management could make decisions about which projects to bring forward or which to delay to allow for a consistent spend profile that was in line with the boards expectations.

The above was the most complex implementation of cost control in my experience (which lasted for 3 years), and I also have more traditional cost control experience under my belt. Including the recasting of estimates into control accounts, monitor this control accounts and providing analysis based upon them.

In addition, much of cost control is change management and am well equipped to deal with changes as well as their impacts to the overall projects.

Back to Top

Tying all together


Tying it all together is where good projects controls people thrive, and this is an area where I excel. In project or organization there are tools that need to be used, like: SAP, P6, Prism, Excel, and EcoSys. These tools help communicate the project's status to the organization through recognized means. However, it is also true that all organizations need to take this date from one tool to an another or modify to suit a particular tool. It is within these areas that I often find ways to offer value. Whether it be making custom spreadsheets for reporting or PowerShell scripts to automate tasks, I can most always find ways to make the teams that I work in more efficient.

The preceding paragraphs have shown some of the areas in project controls where I have experience and how I have offered value into current organization. XXX...

Back to Top