A major refinery turnaround involving extensive work on heat exchangers, furnaces, distillation towers, and compressors. The project required precise scheduling of 550,000 hours across multiple disciplines to ensure safe and efficient execution during shutdown phases. • Developed detailed schedule covering all work orders for heat exchangers, furnaces, and reactors. • Ensured timely execution of pre-shutdown, shutdown, startup, and post phases. • Optimized productivity for over 2,500 resources including scaffolders, pipefitters, and electricians. • Generated daily progress reports, variance analysis, and earned value metrics.

Two major pipeline infrastructure projects managed under the Transmountain Pipeline client project controls department. The scope included rigorous schedule monitoring, contractor review, and reporting to ensure alignment with project controls plans. • Represented client project controls department on S4B-Clearwater and S5A-Kamloops projects. • Reviewed contractor schedules for integrity, quality, and accuracy against approved plans. • Generated internal schedules, milestones, and critical path analysis for management. • Participated in quarterly Schedule Risk Analysis (SRA) and updated L2 Master Schedules weekly.

A portfolio of three oil and gas development projects in Saudi Arabia owned by ARAMCO, including water injection system expansion, onshore tie-ins, and drilling islands. The combined value was $910 million, requiring strict adherence to ARAMCO and USACE standards. • Served as client representative controlling planning and scheduling for all three projects. • Generated schedules, baselines, risk assessments, and procurement plans. • Analyzed contractor progress reports and controlled schedule quality to ARAMCO/USACE standards. • Developed reporting systems and progress curves for Engineering, Procurement, and Construction phases.

A large-scale Engineering, Procurement, and Construction (EPC) project valued at $380 million. The scope involved developing complex schedules for proposals and ongoing work, ensuring proper timing and competency of supporting schedules. • Developed complex EPC schedules for project proposals and projects in process. • Maintained and updated schedules on a current basis ensuring proper timing. • Performed multi-level, resource-loaded schedule development for various project phases. • Prepared schedule progress reports and weekly dashboards for stakeholders.

A refinery project valued at $310 million involving extensive planning and scheduling activities. The role focused on developing WBS structures, baseline schedules, and performing variance analysis to recover delays and manage risks. • Developed WBS structure based on contract and project documents. • Generated Level 4 baseline schedule with collaboration from project managers. • Performed SPI and PF analysis and planning for recovering delays. • Conducted recovery plans, contingency planning, and schedule compression techniques.

A turnaround project involving the preparation of schedules for two-month (550,000 hours) and one-month (250,000 hours) outages. The scope included integrating operations down/up schedules and maintenance scopes developed by the planning group. • Prepared turnaround schedule for two months (550,000 hours) and one-month (250,000 hours) long outages. • Integrated operations down/up schedule and maintenance scope developed by the planning group. • Assisted disciplines in developing project schedules using CPM/PERT techniques. • Created 36 hours look-ahead schedules for resource coordinators.

A steel module fabrication project for CNRL involving the assembly of 172 modules. The value was $150 million, with materials received from Spain and final transport to Fort-MacMurray. The schedule included over 15,000 activity lines. • Generated baseline schedule with over 15,000 activity lines for module fabrication. • Defined critical path and performed variance analysis to notify management of risks. • Conducted recovery plans and schedule compression techniques as part of risk management. • Analyzed data from JD-Edwards and performed earned value analysis.

A major oil sands project valued at $480 million owned by Imperial Oil. The scope included extensive earthworks, 600 steel piles, 35km of pipelines, and 16 pump houses with a peak manpower of 1,100. • Provided planning administration including scheduling, budgeting, and performance monitoring. • Built, reviewed, and executed critical path analyses for site facility maintenance. • Coordinated individual task detailed schedules and integration into master schedule. • Directed activities of other employees in the planning area.

A mining infrastructure project valued at $160 million owned by Flour and Amec. The scope included building two steel factories with a footprint of 450x180m, earthworks, and installation of 35,000 steel elements. • Provided planning administration including scheduling, budgeting, and performance monitoring. • Built, reviewed, and executed critical path analyses for the factory construction. • Coordinated site facility maintenance and modification schedules. • Interfaced with operating groups to collect data for preparation of schedules.

A civil defense infrastructure project valued at SAR 500 million. The scope included steel structures for hangars, asphalt runways with lighting, helipads, and various support facilities like fire stations and workshops. • Established processes for providing immediate notification of potential changes to the Project Manager. • Directed and coached the Project Controls team while fostering an integrated environment. • Prepared construction claims analysis reflecting changes in scope and reworks. • Performed time impact analysis for approved scope changes and evaluated time extension requests.

A pre-cast concrete factory project valued at DHS 110 million. The scope included extensive earthworks, huge steel sections, underground trenches, batching plants, and a complex super flat slab of 55,000 m2. • Led and controlled the work of engineers, staff, contractors, and subcontractors. • Controlled all time/cost aspects to approved plans, budget, and construction schedule. • Coordinated work between engineering, procurement, contractual, and construction departments. • Managed projects from conception to completion, ensuring on-time and within-budget delivery.

A commercial landmark project valued at DHS 170 million with a built-up area of 54,000 sqm. The scope included a central warehouse, tire storage, ancillary buildings, and office space with specialized space frame structures. • Led and controlled the work of engineers, staff, contractors, and subcontractors. • Controlled all time/cost aspects to approved plans, budget, and construction schedule. • Coordinated work between engineering, procurement, contractual, and construction departments. • Managed projects from conception to completion, ensuring on-time and within-budget delivery.