Experience
Origin Energy I Project Controls
September 2012 – April 2013 (8 months) |Brisbane
Managed the Eastern Region Gas Gathering Network Schedule on behalf of the client Origin Energy. This role encompassed interfacing with internal & external project stakeholders such as, land access drilling, design, construction and commissioning. The contract to construct this gas network was awarded to Leighton’s. I interacted with their team on a daily basis, reviewing high level and individual work pack schedule submissions to insure they meet the required target dates set, production rates & commissioning sequencing. Progress was reviewed frequently by comparing Origins field development plan to Leighton’s current schedule status. As issues arose the appropriate strategies were identified and implemented to achieve the desired outcome. Graphical reports were produced in the form of various S curves to monitor performance.
While at Origin I implemented two project initiatives, the first was designing and implementing an accommodation management tool to assist admin with bookings, the second was to develop a Microsoft Access database to manage project labour and expenditure.
Qgg- Bc group Business I Project Controls
June 2012 – September 2012 (4 months) |Brisbane
Independent Review
I conducted an independent review of the operational readiness team’s schedule, resources and baseline costs for the QCLNG project in Queensland Australia. On completion of this review I provided management with a series of recommendations that I later implemented.
Cost Review
As the execution phase was close, all costs within the cost break down structure needed to be reviewed to understand the true budgetary position as often changes in legislation resulted in unexpected budgetary changes. When the original project budget was developed, cost assumptions were based on the best information available at the time. Each element of the cost breakdown structure was reviewed by the assigned department leads by examining task descriptions, resource costs, hours, durations, rates, contingency elements, cost distributions, key deliverables and associated risks.
Schedule Review
There was a lack of confidence in the integrity of the schedule as there was limited logic between activates, making it difficult to accurately identify the true critical path or overall schedule duration. All aspects of the schedule were reviewed with the department leads, tasks, descriptions, logic, predecessors, successors, constrains, milestones, resources, and forecasted start and finish dates.
Results
Once these changes were captured, implemented and agreed on, the baselines were reset. A process was developed to insure any future changes would be reflected in both the CBS and the primavera schedule.
Cbi-Chicago Bridge & Iron Company I Project Controls
September 2011 – May 2012 (9 months) |Multiple Locations Perth, Brisbane, Thailand
Reporting direct to the Project Controls Asia Pacific Regional Manager, I provided support to various projects within Australia and Overseas.
Tender Schedules
From the Perth office, I worked with the estimating team to develop three tender schedules for the BHP Jimblebar Iron Ore Project in WA. Schedules were developed using agreed dates for site access, civil works, delivery of struct/mech components, electrical access and commissioning. I participate in the tender review and provided input into the project risk register.
Origin Energy APLNG Project
CBI was awarded the contract to construct two large LNG tanks on Curtis Island in Queensland Australia. I provided the following support services to that project team.
Cost Management
From the Brisbane office, I designed & implemented a cost forecasting tool for the APLNG project that involved incorporating multiple global business units and currencies to manage their overall project expenditure. This tool incorporated the following elements into the forecast, fringe rates, overheads, equipment management, freight, project management team, construction labour, material, procurement, subcontractors, contingency, insurance, project allowances, tools, consumables and direct expenditure.
Lng Tank Fabriaction
From Thailand I implemented an LNG tank fabrication portfolio schedule; this schedule detailed the fabrication requirements for the Gorgon Project in WA, the APLNG project in Queensland and other associated projects in Papua New Guinea. This schedule provided management with the visibility to determine what the true fabrication priority sequencing was.
Progress Measurement
I designed and implemented a tool that calculated the process by rules of credit to determined earned value.
Equipment Management
To accurately forecast and manage equipment on site, I developed an access data base that met all of these requirements.
Rio tinto Coal Australia I Project Portfolio Planner
March 2011 – August 2011 (6 months) |Brisbane CBD, Australia
Overview
I consulted to Rio Tinto though Enthalpy to provided consultancy services to the owner’s teams.
Project Portfolio Schedule Development
My scope was to develop & implement a project portfolio schedule that encompassed all phases of coal projects from drilling through to project execution within QLD and NSW. Standard timelines were developed to define study phased for Sanction Processes, Order of Magnitude, Prefeasibility and Feasibility studies. When developing the schedule extensive research was undertaken to map out approval processes and timelines for Cultural Heritage, Environmental, Land Access, Mining Leases and Government approvals. To produce a credible schedule I consulted with industry experts in many different fields to determine activity durations and schedule logic. During the implementation phase a process to manage and track schedule changes was implemented.
Resource Analysis
The schedule was resource loaded with agreed labour classifications to identify manpower requirements. This was essential as this project portfolio was developed during the peak of the resources boom. This meant HR required as much notice as possible to source and recruit the right personal. Tools were developed in Excel that feed off data exported from primavera; to produce various S Curves and Histograms.
Reporting
I drafted the internal reports for the project controls manager, who would extract key elements that would be distributed internally through various reporting mechanisms. Prior to developing the report I would on a monthly basis arrange with the various department leads to review their projects status. This was the ideal time to identify any major changes or potential delays. The main focus each month was to provide management with a clear perspective of the projects by comparing the actual verses planed progress. As Issues arose the appropriate strategies were identified and implemented to achieve the desired outcome.
Bhp BillIton Mitsubushi Alliance (BMA) I Project Portfolio Governance
September 2010 – February 2011 (6 months) |BRISBANE
I consulted to BHP Billiton Mitsubishi Alliance (BMA) though Enthalpy to provided consultancy services to the owner’s teams. BMA is one of the world's largest suppliers of seaborne coking coal, with mines located within the rich Bowen Basin of Central Queensland
My contract involved reviewing project forecasts against cost & schedule for projects within the sustaining project portfolio. I met and reviewed these projects onsite with the assigned project managers to insure the project expenditure was not at risk of shifting from one month to the next or in some cases drifting from one financial year to the next. My focus was on three mine sites, Black water, Gregory Crinum and Norwich Park.
As BMA is a joint venture between BHP and Mitsubishi the project controls team needed to accurately predict the sustaining project portfolios forecasted cash flow, as funding needed to be sourced from the joint venture arrangement.
In order to get projects approved there as tollgate processes establish to break down and define the various steps required to get projects approved. Part of our team’s role was to report on the progress of these projects through the approvals pipeline.
Vdm Construction I Site Manager
March 2010 – August 2010 (6 months) |Western Australia, Australia
Overview
I was brought on board to manage a project that was being tendered on for Woodside; unfortunately VDM did not get awarded that contract. Once this occurred I provided short term assistance to another site manager while waiting for other projects to come online. This was a great opportunity, as the site manager I assisted had an excellent reputation for managing successful projects as he possessed exceptional people management skills.
Project
The project was to construct an $18M Administration Building for BHP’s Iron Ore Mine at Yandi WA, this project was part of BHP’s rapid growth expansion project RGP5. VDM had a small internal crew but the majority of work was farmed out to various specialist subcontractors. During the early stages of the project I was involved with evaluating tender prices and subcontractor selection.
Planning
I assisted the planning team to align their schedule to reflect what would be happing on the job site. This provided a sound plan to identify manpower, equipment and resources. These timelines were provided to the various subcontractors so the relevant mobilisation paperwork could be submitted prior to arriving on site.
Management
Through strong leadership, an excellent safety culture was maintained though out the project. As conflicts occurred within the construction team, individual attitudes were aligned to maintain a positive work environment. Each subcontractor was made accountable for their work to ensure a quality product was produced. Decisions were influenced on the project through good communication, negotiation and compromise. Daily interface meeting took place as multiple contractors were working within close proximity to one another; this was a good platform to address any other immediate concerns.
Curtain Bros Png I Project Controls Lead
August 2009 – March 2010 (8 months) |PORT MORESBY PNG
Project Overview
Curtain Brothers was awarded the contract by Exxon Mobil to complete the early works for their LNG plant being constructed in Port Moresby PNG. These early works involved setting up the supporting infrastructure for the LNG project. The scope was to construct two major roads leading to the gas plans so the LNG modules could be transported to site from the shipping terminal. To house the manpower required to kick start the project our team built an 800 man construction camp.
Project Controls Lead
As the project controls lead, I managed a small team of people to provide planning support to the construction team. I drafted position descriptions and assisted HR to interview and select the right candidates. Prior to the execution of the project, my team developed and implemented a full project controls management system to plan, manage and report on project expenditure. A schedule was developed, updated and managed within primavera.
Client Interaction And Reporting
Part of my function required daily, weekly and monthly meeting with the client Exxon Mobil to review, analyse and discuss aspects of the projects so issues could be identified and the appropriate strategy implemented. When the project manager was unavailable on site, I was required to chair such meetings. I communicated progress to the clients using graphs, charts and S Curves. This allowed there team to quickly identify, project costs, planned progress against actual, man-hours burnt and material quantities installed.
John Holland I Senior Project Engineer
April 2008 – May 2009 (1 year 2 months) |NEWMAN WA
Project Overview
John Holland was awarded the contracted to provide site structural, mechanical and piping works on BHP’s RGP4 expansion project located in Newman WA. The scope of work was to, supply, fabrication, transport and install infrastructure associated with the stock yards. This infrastructure included, Yard Stacking and Reclaiming Conveyors, Transfer/Sample Stations and Elevated Conveyors systems.
My Role As Senior Project Engineer
This team provided support to the construction management team and attended daily prestart meeting to resolve field issues. We provided construction method statements to the construction management team and the client to communicate how the project was to be constructed. By using Navis Works we were able to produce 3D construction images simulating the modulated steel erection process. From other specialised software we were able to generate assembly parts lists.
During the installation of material and equipment our team insured all standards and specifications were being achieved. Our team drafted and submitted to the client, crane lift studies, NCR’s, technical query’s and ITP,s. We collaborated with quality and the construction team to sign off at the agreed hold points to achieved construction verification. We communicated on a constant basis with expeditors to insure the material and equipment were on site, when required. We negotiated with the client to agree on pricing for all non-scope, prior to any of this work being completed. A cost management system was developed, implemented and managed to track all non-scope work.
Amec I Project Engineer
July 2007 – April 2008 (10 months) |Western Australia
Project Overview
The FMG cloud break project was an iron ore mine located in the Pilbara region of Western Australia. This project was to install the infrastructure required to process the iron ore on site and transport it by rail to the port.
Scope Of Work
- Screen House
- Conveyor Systems
- Transfer stations
- Sample Stations
- Crusher
- Vault
- Train Load
- Rail Link
Project Engineer
I was contracted through Amec Services to work within a shared services department under the banner of C45. This role was to provide engineering support services to United Resources, PCH, Western Construction, Amec Services and Downer on the FMG Cloud break Project. This was a great opportunity to evaluate the strengths and weaknesses of each contracting company. I was able to apply knowledge gained from this experience onto future projects.
Services
- Submitted NCR’s and technical query’s to the client
- Develop Microsoft Projects schedules as required e.g. Vault installation etc.
- Produced construction work packs and methodologies
- Developed 3D construction sequencing to modulate the steel erection process.
- Ensured project work was conducted in a safe, realistic, practical and logical manner
- Ensured the installation process conformed to the projects standards and specifications.
- Quoted on non-scope work and arranged site instructions Developed systems, procedures and processes to monitor and tack project expenditure
- Performed punch listing with the clients representative
- Organise expeditors to procure materials and equipment
- Logged and lodged project delays
- Documented lessons learned
Present Group I Commissioning
2006 – 2007 (1 year) |Western Australia
Overview
I contracted to Powertech Services which is part of the present group of companies. Powertech provides world class services to clients within the Mining and Oil & Gas sector, on projects within Australia and Overseas. These services include commissioning, testing, start-up, maintenance and operations.
OIL Seperation Plant
I assisted Roc Oils to commission there Oil Separation Plant on the Cliff Head project located in Dongara Western Australia.
Commissioning Scope
- Tested plant and equipment for correct operation
- Align pumps and motors using laser alignments equipment.
- Access Hytorque joints for correct alignment and torque settings.
- Inspecting and signing off work completions
Dampier Port Upgrade Phase A & B
I assisted Rio Tinto to commission both phase A&B on their Iron Ore expansion projects located in Karratha Western Australia
Commissioning Scope
- Car dumper
- Screen house
- Crushers
- Ship Loader
- Transfer & Sample Stations,
- Conveyors & shuttles
- Dust depression system
- Apron feeders
Shut Downs
WOODSIDE PETROLEUM Dampier Port Upgrade phase A & B Karratha LNG Shutdown Iron Ore Rio Tinto WA FPSO Cossack Pioneer Shutdown
Shut Downs
Dampier Port Upgrade phase A & B Iron Ore Rio Tinto WA

