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CV, Canadian Project Manager seeking work in Abu Dhabi or Middle East

I am currently available for work
Serial No: 16655

List top 5 skills: contracts management, engineering project management, procurement management, project management
Short Bio:

Highly seasoned projects and contracts management professional with 20+ years’ experience of delivering 6 very major and highly complex multi-million/billion dollars projects. Experience includes leading, at senior executive level, project and procurement management professionals and dealing with systems integrators, Original Equipment Manufacturers (OEMs), suppliers, Engineering, Procurement & Construction (EPC) contractors and consultants in North America, Europe and Asia, delivering US and Ca

Current location: 

Ontario, Canada - View on map

Nationality: 

Canadian

Preferred Sector of Employment: 

Oil, Gas and Energy, General Management

Spoken languages: 

Arabic (Some), english, French (Some), Hindi, Urdu

Locations I am interested in working:

Anywhere



EDUCATION

1977 – 1981 University of Ottawa, Canada

Degree: B.A.Sc. (Mech. Eng.Man.)

Major: Mechanical Engineering

Management (2nd major)

1988 UCLA, USA

Certificate: Integrated Logistics Support (ILS) &

Engineering Management

1989 American Graduate University, LA, USA

Certificate: Program Management

1999 – 2002 George Washington University, USA

Certificate: Masters Project Management (MPM), IT

2003 ADM(IM), DND

Certificate: Information Management Project Manager

2008 Project Management Institute (PMI)

Certificate: Project Management Professional-PMP

PROFESSIONAL EXPERIENCE

Amtek Engineering Services Ltd August 2013 – July 2014

Systems Test & Evaluation QA Engineer-Tactical Armoured Patrol Vehicle (TAPV) Project

Project Description: The TAVP is a very major $700M, multi-year project to acquire 500 tactical armoured patrol vehicles.

Tasks Performed:

• Developed and managed Systems Quality Assurance IAW plan encompassing all operations involved in the production and procurement of the TAPV. This included measures ensuring contractor’s compliance with the specifications and terms and conditions of the contract; review of contractor’s and sub-contractors’ framework for the design control, document control, purchasing of materials, parts, assemblies, handling of customer-supplied items; manufacturing process control, in-production inspection, First Production Article tests, final inspection and acceptance of the final product;

• Ensured proper verification procedures are followed and Certificate of Inspection and Release have been signed diligently by the respective authorized representatives IAW Terms and Conditions under the TAPV Contract prior to payments to the Contractor for the accepted work, Goods, Developed or Modified or Licensed Software and ownership of Intellectual Property Rights in Information is properly transferred;

• Provided Systems Engineering Subject Matter Expert (SME) advice and support to PMO TAPV in DND for the Qualification Testing Phase of the TAPV Acquisition Contract with the purpose of qualifying the TAPV vehicle prior to production. Oversaw the execution, witnessing and reporting of the TAPV Qualification Test & Evaluation (T&E) Program and systems performance demonstrations and acceptance at the United States Army Aberdeen Proving Grounds (APG) in Maryland, U.S. and CFB Valcartier pertaining to various systems and characteristics of the vehicle performance including: vehicle mobility, towing, breaking, fording, run-flat, RAMD, weight & balance, CBRN, Human Systems Integration (HSI), Climatic (-41C Cold Chamber Arctic, Engine Cold Start, 51C Solar Radiation Desert Hot Chamber), etc.

• Liaised with the stakeholders for the scheduling and to ensure availability of proper and timely test facilities, Test, Measurement & Diagnostics Equipment (TMDE), tools, scientists, engineers, technologists, technicians, users, operators, safety and security equipment, fuels, lubricants, fluids, supplies and other specialized resources.

• Prepared, and reviewed & analyzed project documentation and surveillance of CDRL deliverables by the prime contractor Textron Systems, including TAPV systems Test plans, procedures and reports and ensuring compliance with the systems SOW, Specifications, MIL-Std, NATO STANAGs, SAE standards, US Army TOPs (Test Operating Procedures). This involved testing the AN/VDR 2 Radiation Detection, Indication And Computation (RADIAC) meter and Smiths Detection Personal Detection System (PDS) LCD 3.3 for use inside or outside the vehicle, ensuring the protection to the Crew against the Chemical, Biological, Radiation, Nuclear (CBRN) threats and integrate with Command, Control, Communication, Computer, Intelligence, Surveillance, and Reconnaissance (C4ISR) system TAPV including TAPV Information System (TIS) and the HUMS.

• Ensured production design is developed based on the results of the engineering design reviews for the TAPV composed of System Requirements Review (SRR), Preliminary Design Review (PDR), Critical Design Reviews (CDRs) and Final Design Review (FDR).

• Closely reviewed the Specifications under the contract to build the TAPVs to ensure the applicable MIL-Standards, STANAGs, etc. are still appropriate and current; analysed the revised versions of the standards and associated ECPs/CCPs from the contractor to ascertain the technical, legal and cost impacts on the project; and provided recommendations for incorporating in the contract as appropriate.

• Ensured the six prototype Pre-production Vehicles (PPVs) are built IAW the specifications and design agreed at the FDR of TAPV; conducted Test Readiness Review (TRR) of the contractor for the Qualification Testing and RAMD testing; monitored the Qualification Testing and RAMD testing; utilized the test results to determine compliance with the TAPV design specifications or identify deficiencies in the design or production.

• Participated in Systems Engineering technical reviews and related working groups activities, the monthly Technical Review Meetings (TRMs) with the contractor to review, discuss and rectify the technical deficiencies related to contractor’s production process.

• Developed a very comprehensive Systems Engineering Management plan to implement, monitor, control and ensured the TAPVs produced and delivered to DND are IAW the qualified Final Design Acceptance (FDA) baseline. This included:

(a) development of schedule using MS Project, ensuring all the Systems Engineering activities and Milestones are included and integrated with the Project Master Schedule;

(b) conducting the Functional Configuration Audit (FCA), Physical Configuration Audit (PCA) and Production Readiness Review (PRR);

(c) coordinating with the US Defense Contract Management Agency (DCMA) and the DND Quality Assurance Representative (QAR), ensuring contractor’s production process, production tools, Quality Assurance process and practices on the production floor are conducive to TAPVs’ established product baseline.

• Identified, monitored, assessed and evaluated Systems Engineering risks. Devised mitigation and contingency strategies for the risks in these areas. Reviewed and reported on the status of these item using common and advanced management tools and applications, e.g. DOORS, MS Project, WBS Chart Pro, OrgPlus, Risk Radar and Visio, etc.

• Ensured that each new functionality upgrade to the previous baseline introduced through new incremental Block of TAPV Information System (TIS) are tested and integrated properly to support and distribute information from the TAPV integrated components of the base vehicle, RWS, VNS, DVE, Vetronics, On-board HUMS, and vehicle generated advisory, caution and warning. This included ensuring proper integration with each incremental upgrade of DRMIS and LCSS and interface with of TAPV C4ISR network consisting of LCSS [including Tactical Communication Radios, Ethernet Local Area Network (ELAN) and Tactical Battle Management System (TBMS)] and the TIS.

• Ensured the approved Acceptance Test Procedures (ATPs) are followed. This required the test(s) to be carried out on each TAPV subsequent to the qualification of the design to ensure that each TAPV achieves its required performance in accordance with the specifications and is in a satisfactory condition prior to acceptance by DND.

Department of National Defence August 2000 to July 2013

1) Systems Engineering Manager (SEM) SEV-Logistics Vehicle Modernization (LVM) Project

• Coordinate with Project director, Project Manager, other engineers and stakeholders to define the requirements and scope of Special Engineering Vehicles (SEVs) Shelters for LVM.

• Ensure technical requirements are properly aligned and avoid duplication involving different but interrelated fleets of trucks, i.e. Standard Military Pattern (SMP) trucks, Militarized Commercial-Off-The-Shelf (MilCOTS), Special Engineering Vehicles (SEVs) Shelters and SEV kits of the Medium Support Vehicle System (MSVS).

• Ensure development of the Statement of the Requirements (SOR), specifications, Statement work (SOW), QA requirements, RFP, Terms & Conditions, Intellectual Property Rights, evaluation plan and contract clauses are contractually sound.

• Explore, analyse and evaluate the possible solutions, choose and recommend the best design of the system.

• Ensure proper Validation & Verification of the design, all the design reviews, test procedures, test models, lab tests, First article Tests/Factory Acceptance Tests (FATs), field tests & trials, production deliveries, final delivery and progress payments.

• Ensure Environmental Health and Safety (EHS) impacts of the system and regulatory requirements are assessed, identified and incorporated in the procurement process and are in compliance with the Canadian Environmental Protection Act (CEPA); Transportation of Dangerous Goods Act; the Hazardous Products Act, Government Policy on Green Procurement; ISO 14001; OHSAS 18001 standards and WHMIS.

• Ensure the contractor has a an effective Systems Engineering management structure encompassing engineering development, design, configuration management, testing and logistics support considerations.

• Implement a Configuration Management (CM) program tailored to meet the requirements of the contract; using ANSI EIA-649-A, National Consensus Standard for Configuration Management, as a source and reference document to form the basis for the CM program for Configuration Identification, Configuration Change Management, ECPs, CCPs, Deviations, Waivers, Configuration Status Accounting and Configuration Verification & Audit.

• Identify, assess, evaluate project risks, devise mitigation and contingency strategies, monitor, review and report on the status of the risks. Use risk management applications, DOORS and other tools to maintain risk register for this purpose.

• Identify HR requirements of the project, provide input to payroll planning, expedite the staffing of the required resources, supervise, task, guide and facilitate the technical support team’s professional development & training, monitor expenditures related to the team’s professional development, monitor their performance, prepare annual performance reports, etc.

2) Integrated Logistics Support (ILS) Engineer-Medium Support Vehicle System (MSVS)

• Ensured ISS Contract is in compliance with Canadian Government’s newly developed ISSCF (ISS Contracting Framework)-a Performance Based Contracting (PBC) approach for the whole of System Life Cycle.

• Ensured development of the specifications, Statement work (SOW), QA requirements and liaised with the Legal Advisors to ensure RFP, Terms & Conditions, Intellectual Property Rights, evaluation plan and contract clauses are contractually sound.

• Ensured development of the prequalification strategy and related documentation, participate as member of bid evaluation team in the meetings pertaining to prequalification process and establishing a list of prequalified bidders.

• Finalized all the steps to review bids from international conglomerates and participate in the bid evaluation to render decision.

• Ensured Environmental Health and Safety (EHS) impacts of the system and regulatory requirements are assessed, identified and incorporated in the procurement process and are in compliance with the Canadian Environmental Protection Act (CEPA); Transportation of Dangerous Goods Act; the Hazardous Products Act, Government Policy on Green Procurement; ISO 14001; OHSAS 18001 standards and WHMIS.

• Identified, assessed, evaluated project risks, devised mitigation and contingency strategies, monitored, reviewed and reported on the status of the risks. Used risk management applications, DOORS and other tools to maintain risk register for this purpose.

• Took measures to ensure the contractor has a an effective Systems Engineering management structure encompassing engineering development, design, configuration management, testing and logistics support considerations.

• Took measures to ensure implement a Configuration Management (CM) program tailored to meet the requirements of the contract; using ANSI EIA-649-A, National Consensus Standard for Configuration Management, as a source and reference document to form the basis for the CM program for Configuration Identification, Configuration Change Management, ECPs, CCPs, Deviations, Waivers, Configuration Status Accounting and Configuration Verification & Audit.

3) Project Portfolio/Interdependency Manager-Project Management Office (PMO)

• Managed Project Management Centre of Excellence (COE) or PMO, supported and provided Project and Program Management Expertise for the management, delivery and oversight of all the projects under Director General Information Management Project Delivery (DGIMPD)’s Portfolio

o ranging from $5 million to $600 million security and defence systems, projects or initiatives

o consisting of advanced SATCOM Capability Systems to DND/CF consisting of their own COMSEC specific sub-architecture, design, implementation, configuration and operational management aspects as part of DND’s Command & Control, Communications, Computing, Intelligence, Surveillance & Reconnaissance (C4ISR) infrastructure.

• Managed and maintained a very comprehensive PM Framework, consisting of the Governance, policies, guidelines, professional and technical standards, state-of-the art processes and procedures, well as handbooks, tool-kits, templates, samples Best Practices and Lessons Learned; project risk and project interdependency management, Internal and external PM training, development, qualifications and Certification programs needed to ensure a coherent and consistent approach for the management, acquisition and the delivery, operation, support and disposal of the material, HW/SW, full suite of professional and technical services and projects delivery to the corporate grouping in the Information Management domain for the DND/CF.

• Assisted project portfolio Directors, Project Managers and the Project teams in the preparations of the monthly Project Status Reports (PSRs), financial presentation, developed portfolio Dashboard summarizing 14 key project health indicator metrics, including-cost, schedule, scope, HR, Risks, QA, Procurement, using EVMS to forecast effort/ financial burn rates and trends;

• Coordinated annual reviews with steering committees composed of senior executives, partners, stakeholders and customers;

• Represented corporate branch and have coordinated PM policy and practices matters with other branch lead practitioner’s, to provide input and formulate corporate position and policy for the Project Management.

4) Project Manager-UHF MILSATCOM Project and

Deputy Project Manager-Joint Space Project

• As the Project Manager of UHF MILSATCOM Project, I lead a team of Naval, Aerospace and other specialty engineers with full responsibility for the system definition, development, procurement, delivery and installation of UHF MILSATCOM terminals, antennas and integrated system control application on long-range patrol aircraft CP-140 Aurora as part of Aurora Incremental Modernization Project (AIMP) and command-capable IROQUOIS Class destroyers to provide near-term, direct interoperability with the US Navy in the UHF frequency band .

• Exercised full expenditure authority for the project budget of $27.7M, personal accountability for-

o seeking funding approval from project approval Board, committing and approving funds for the requirements towards the implementation of the project;

o monitoring the performance and verification of the work done by the contractors;

o identifying operational & maintenance HR/PMPR requirements of the project, payroll planning, expediting the staffing of the required resources, supervise, task, guide and facilitate the project team’s professional development & training, monitor expenditures related to the team’s professional development, monitor their performance, prepare annual performance reports, etc.; and

• Negotiated with Raytheon executives in conjunction with other stakeholders-composed of high ranking civilian and military representatives from PWGSC, Canadian Air Force and US Electronic Systems Center (ESC)-for Canadian specific software (SW) modification pertaining to CP140 aircraft communications management system. The scope of work included systems SW requirement development, verification, Systems Requirements Review (SRR), software (SW) requirements analysis, Requirements Verification Test (RVT) Plan, software Block 1.0 release strategy, US National Security Administration (NSA) Certification

o The procurement process included SOW development, soliciting proposal, evaluation of the price/rate, deliverables and delivery schedule negotiations, personally authorizing funds for the procurement and obtaining approval for a $1.3M amendment to the contract.

5) Project Control Manager -Protected Military Satellite Communications (PMSC)

• Participated in the negotiations for a Memorandum of Understanding (MOU) between US DoD and DND (other international partners included Govts. of UK and Netherland) concerning the Development, Documentation, Production and Initial Fielding and to acquire space segment access to the US Advanced Extremely High Frequency (AEHF) MILSATCOM satellites

• Negotiated a MOU concerning Operations and Support of AEHF system and US Foreign Military Sales (FMS) agreements for SATCOM equipment to be paid in 5 years, at an estimated rate of $15 million annually.

• Managed project planning and control, development, implementation, coordination and administration for effective risk mitigation, identification and monitoring of project interdependencies, development of the program scope, implementation schedule, definition and planning of procurement strategy, SOWs, Project Implementation Plan (PIP); system supportability management plans; monitored, controlled and prepared project performance status reports (PSRs) using Earned Value Measurement System (EVMS), held and Participated in monthly project oversight reviews (DMMs) with the Project Director.

Public Works and Government Services Canada (PWGSC) October 1997- August 2000

1) Project and Contracts Management Consultant- Parliamentary Precinct Project

• Provided contracts and project planning consulting and management services on behalf of Major Projects Service Line (MPSL) of PWGSC for the implementation of the long-term renovation and development of the Parliamentary Precinct to meet the office accommodation, information technology and security requirements of the RPS, Senate, House of Commons and the Library of Parliament, RCMP and other key Precinct-wide stakeholders.

• Facilitated Treasury Board (TB) approval and endorsement of PWGSC senior executives, developed the detailed implementation plan, with built-in milestones dates to ensure that the full renovation and development plan is accomplished within allotted time and the total approved budget.

• Chaired the working group established to align technology infrastructure and parliamentary facilities for the purpose of implementing improved security and business processes and project management.

• Lead the Parliamentary Precinct Integrated Security System (ISS) Construction/Installation project through all the phases of P-EPC. This involved the development of complete architectural and systems drawings, equipment specifications, purchase descriptions and bills of materials, quantities, engineering design reviews, review of the technical documentation; site surveys, civil & architectural works, coordination with construction activities of various precinct building, security monitoring centre, civil structures to support mechanical and electrical machinery, instrumentation & control equipment, support facilities, security equipment, CCTV, camera, telecom equipment, accommodation for security guards and other infrastructure and resources necessary for the implementation, construction and delivery of a precinct-wide ISS ; surveillance of the Architectural & Engineering Consultants/Contractors.

2) Deputy Project Manager-Controlled Goods Program (CGP)/ITAR

• Initiated staffing and accommodations for the PMO, devised plan and lead team to establish a new regime of CGP for regulating access to certain controlled military goods and/or related technical data, or goods and/or related technical data with a military application.

• Managed closely working with the director of CIISD initial identification of real property requirements for CGP service transformation, space optimization, renovations and construction, clarifying the Scope, seeking approval for the timeframe, budget, HR, organizational chart, office accommodations, equipment and other resources necessary for the implementation and delivery of the CGP. This resulted in assembling the project coordination team and the renovations and construction of a complete floor in Place du Portage upon determining the best solutions for their specialized security and confidentiality requirements, rehabilitation of CIISD employees, and managing through to completion and acceptance.

• Managed delivery of this Enterprise Restructuring Program (ERP) by establishing and maintaining consultation process and links with all the stakeholders, including Canadian Public, U.S government, the defence, aerospace and satellite industries as well as their associations, other Canadian government departments and agencies such as Foreign Affairs Canada (FAC), ITC, DND, CCRA, IC, CSIS, RCMP, DFO, CSE and CIC for the purpose of identifying emerging legislative and regulatory needs, developing sound operational policies, procedures & guidelines and effectively implementing and administering the CGP.

• Followed-up the legislative/regulatory process and coordinated actions to facilitate the passing of Bill S-25 to become law which included Amendment to the Defence Production Act, R.S.C. 1985, c. D-1 (DPA) by adding two new parts to the Act and the Controlled Goods Regulations effective April 30, 2001, made under the DPA. This provides for the rules and conditions for registration for companies accessing controlled goods-all items on the Export Control List (ECL), similar to the U.S. Munitions List under its International Traffic in Arms Regulations (ITAR) Program.

• Managed the development and maintained the Canadian & International Industrial Security Directorate (CIISD) IT strategic planning framework, models, methodology and processes including CIISD business requirements analysis, Systems planning, Systems Architecture and IT policy & procedures, IT security Policy.

• Managed and monitored the delivery of the project and contracts, Project control, Change Control, Project Risks; Internet/Intranet based services to clients; development of business cases, project charters, project plans, work plans, test plans, evaluation & testing of the products, communication and training the clients, staffing and training of the internal users and operators, arrangement for the long term support of the system and for ongoing improvements to client services.

PPL/Burmah Castrol, U.K October, 1993 to October, 1997

Manager Project & Procurement (MPP)/Chief Engineer-SUL Gas Compression Project

• Managed all the Engineering, Procurement & Construction (EPC) facets of this £50M Capital Project in all stages and all disciplines from project planning, approval and successfully commissioning of a very complex natural gas compression plant consisting of trains of turbo-compressors, turbo-gas and turbo-electric generators, power sub-stations, control system/room and other auxiliary facilities.

• Managed works of civil, mechanical, electrical & instrumentation contractors, sub-contractors in conjunction with Foster Wheeler (FWEL) of U.K. This encompassed project planning, estimation, design, engineering, development, contract/subcontracts management, plant construction and assembly surveillance, testing, commissioning, plant and data handover, progress monitoring and reporting, approval of the progress claims based on the contract terms & conditions, recommendations to the project steering committee, coordination with other senior executives and clients, other departments, foreign contractors and consultants.

• Formed the project team, project management organization (PMO) infrastructure, guided Deputy Chiefs of Civil, Mechanical, Electrical and Instrumentation Engineering, Materials & Procurement Management, managers of safety, security, project administration and their staff, consulted legal advisors, coordinated with the corporate finance and comptrollers, EPC contractor and trades contractors’ team through their site managers on all project design and construction related matters, including the development of complete architectural and systems drawings and equipment specifications, engineering design reviews; detailed drawings of components, composite drawings, process flow diagrams (PFDs), installation instructions, engineered materials and bulk materials; concrete mix design, construction layout, blasting, welding, rigging, material handling, QA Inspection, Customs, Shipping, etc.

• Managed the site surveys, mobilization, de-mobilization, plant civil & architectural works, construction of the plant building, mass pouring of foundations for turbo-machinery, installation of trains of turbo-compressors, turbo-gas and 3MW turbo-electric generators, power sub-stations, control system/room, instrumentation& control equipment, pressure-vessels, cooling system, several kilometres of 30” pipelines, underground electrical and instrumentation ductwork and overhead channel work and other auxiliary facilities for site administration, safety & security, support facilities, temporary facilities.

• Managed and coordinated with the trades contractors’ for the finalizing Operations and Maintenance Manuals, As-built drawings and technical & administrative documentation, commissioning test plans, commissioning and signed for accepting commissioned facilities and final handover of the plant.

Public Works and Government Services Canada (PWGSC) May 1981 to October 1993

1) SHIP SYSTEMS ENGINEERING MANAGER: Tribal Update and Modernization Project (TRUMP)

• Managed on behalf of AEROSPACE, MARINE & ELECTRONICS SYSTEMS (AMES) directorate, all aspects of ship systems engineering, project and contracting, including negotiations and establishing multi-year contractual arrangements agreements with systems integrator-Litton Systems Canada Limited and other partners, e.g. Davie Shipbuilding Limited, MIL Davie Shipbuilding Ltd, MIL Systems Engineering Ltd, Pratt & Whitney Canada, Spar Aerospace, for a very major and complex, $ 1.3 billion dollars TRUMP Project spanning over ten (10) years.

• Managed modernization design, conversion, refit, trails and delivery of four fully supported warships and shore facilities including systems software, technical manuals, spares, tools and test equipment, training courses and test facilities.

• Managed very extensive and complex project restructuring negotiations involving multi-million dollar adjustments, negotiated claims, counter-claims, disputes of work done, work remaining, allocation of in-Scope/out-of Scope responsibility, cause of delay, allocation of payment settlements among LSC, MIL Davie Shipbuilding Ltd, MIL Systems Engineering Ltd, Pratt & Whitney Canada, Spar Aerospace and other suppliers and stakeholders and established new contractual relationships with them.

2) ENGINEERING CONTRACTS MANAGER Light Armoured Vehicle (LAV) Programme

• Managed all aspects of contracting process, for a very major and complex, over $1 billion dollars project, spanning over seven (7) years including providing advice and support to Diesel Division-General Motors (now GDLS) in establishing R&D and production facility in Canada and delivery to USMC of 758 units of six LAV configurations, including compete Integrated Logistics Support (ILS), i.e. supply of spare parts, repair parts, all major assemblies or sub-assemblies, special tools, Special Test, Measurement and Diagnostic Equipment (TMDE), Technical Manuals, software, training etc.

• Ensured under a $60m R&D contract, the modification of the Swiss Mowag design, the development of six different prototypes (LAV-25, LAV-R, LAV-LOG, LAV-M, LAV-AT, and LAV-C2) of LAV as per specifications, development of the test plans, provisions and preparations of the test sites, arrangements for qualified test crew, running the test, observing and collecting data.

• Monitored production progress and deliveries, reported the status of the project, authorized progress payments, negotiated terms and conditions, the basis of payments and rates, verified prices, managed auditing of the contractor’s charges and price structure.

• Resolved system’s engineering, fabrication and contractual issues related to the turrets for LAVs, unavailability of classified armoured steel and highly skilled and certified welders to handle this specialized welding, warranties, change management and deployment of the system.

• Guided Diesel Division of General Motors (DDGM) now GDLS in establishing EVMS to satisfy US DoD FAR’s mandatory requirement for the $60m R&D contract. This included selecting proper cost data fields and their format, as well as capability to produce right type of Cost Performance Reports (CPRs).

• Reviewed the monthly CPRs, ensuring the accuracy of project’s Actual Cost of Work Performed (ACWP) as compared to progress payments, EACs and ETCs, including proper usage of Management Reserves.

• Calculated CPI and SPI, maintained performance trends, performed variance analysis, validating and supporting all cost against achieved performance and progress for the project, challenged variance beyond agreed limits to control the project performance.