Experience

Giant Magellan Telescope

• United States
• Research Services
• 1 - 100 Employee

• Project Business Manager

  • Jan 2021 - Present

  The Giant Magellan Telescope Organization (GMTO) is building a one-of-a-kind 25-meter in diameter telescope located at Las Campanas Observatory in Chile. The GMT will support international educational and research institutions by constructing the next generation of extremely large telescope for scientific astronomical research. As the Business Manager:• Responsible for management of the Business Team in support of the $2B GMT Project • Responsible for implementing Earned Value Management System (EVMS) • Develop and maintain project schedule, cost and financial models required for internal and external reporting consistent with project objectives• prepare project status reports• Manage the change process affecting the performance measurement baseline Show less

• Deputy Element Manager

  • Dec 2017 - Jan 2021

  • Responsible for design and construction of the GMT enclosure, facilities, and site infrastructure with a total installed cost of greater than $250M• As the Contract Technical Manager, managed procurements and performed all oversight for all design, construction, and construction management contracts• Work closely with Architect and Engineering (A&E) Team to ensure the design is consistent with requirements and track cost and schedule efficiency• Lead the procurement effort for construction contracts, A&E contract, and the Construction Management contract Show less

• Project Controls Manager

  • Jun 2016 - Dec 2017

  • Ensured quality and accuracy of project control data and reports• Prepared the GMTO Project Control System Description, Scheduling Requirements Document, and other procedures to ensure the project is consistently managed• Work with Project and Corporate Management in developing Estimate at Completion (EAC) forecasts and cash flow projections for the operations of the company• Served as Source Evaluation Board (SEB) Chairman for selection of Construction Management firm and a key member of the SEB for the selection of the telescope structure design/build contractor. Show less



Jacobs

• United States
• Business Consulting and Services
• 700 & Above Employee

• Manager of Project Controls

  • Feb 2015 - Jun 2016

  Jacobs is providing Program Level Construction Management Services for the $1.2B Middle Harbor Redevelopment Program. Responsibilities include the development and monitoring of project schedules and budgets. Manage change and perform as the owner’s authorize representative when working with contractors to ensure scope, schedule and cost commitments are achieved. Assist the Port in the implementation of industry best practice methodologies, WBS development and report formats. Responsibilities also include Jacobs’ internal project reporting to senior management regarding internal revenue and margin performance versus plan. Show less

• Manager, Project Controls

  • Apr 2003 - Jun 2016

  Managed a team of up to 28 professionals responsible for all client facing and internal project controls associated with Jacobs North American Infrastructure (NAI) Southwest Region. Prepare qualitative and quantitative monthly project management reports and assist with the monthly briefing of executive management. Prepare professional services estimates for new business proposals, estimates for contract change orders, maintains change order logs, and updates project files as contractual changes occur. Representative projects include San Diego County Water Authority Capital Improvement Program PM/CM Services ($2.2B), LA Metro, Exposition Line Phase 1 ($1.7B), SANBAG I-215/Fifth Street Overcrossing CM Services ($300M), BART CM On-Call Services, BART On-Call General Engineering Services, Bakersfield Waste Water Treatment Plant #3 Expansion Program ($80M), Orange County Sanitation District Capital improvement Program, and Pima County, AZ Ina Road Water Treatment Facility Expansion ($1B).Provide detailed scheduling and cost control support to clients throughout the project life cycle. Develop Work Breakdown Structures (WBSs), project schedule and standardized cost reporting for each client based on project needs and complexity. Manage change and perform as the owner’s authorize representative when working with contractors to ensure scope, schedule and cost commitments are achieved.Project Control Manager, Los Angeles Unified School District Modernization Program Jan. 2005 - Aug. 2005 Senior Project Control Specialist, Cypress, CA Apr. 2003 - Jan. 2005 Show less

• Manager of Project Controls - Sempra Energy - PSEP

  • Nov 2012 - Jan 2015

  As the PM/EPCM, Jacobs is supporting Sempra Energy in the implementation of this $1B which calls for the testing and/or replacement of various pipeline sections and shut-off valves throughout the 24,000 square miles of service territory. Responsibilities include the management of nine Project Control Specialists and a Master Scheduler proving support to the Project Management Team. Implemented a detailed schedule update processes including the implementation of Interactive planning to develop baseline schedules. Provide detail ETCs and cash flow analysis for all projects on a monthly basis. Provide oversight to the change management process to ensure all require data is properly recorded. Responsibilities also include Jacobs’ internal project reporting to senior management regarding internal revenue and margin performance versus plan. Show less



Science and Engineering, Inc

• Manager, Support Services

  • May 1997 - Apr 2003

  Bob was the Baseline Manager for the Department of Energy's Yucca Mountain Project. In this role he managed the preparation and review of the $350 million/year YMP multi-year work plan to ensure credibility of the technical scope, schedule, and cost estimates. He implemented the baseline change control process; performed project level summary and detailed cost and schedule analysis; developed the briefing format of the monthly Managers Project Review meeting presented to DOE senior management; and developed and maintained a tracking system for the Performance Evaluation Management Plan (PEMP). Project Results: Bob’s guidance of a a matrix organization in re-engineering and implementing a change process to submit the annual program plan, resulted in on time delivery of the annual plan for the ffirst time in four years. The DOE adopted the PEMP tracking system Bob developed to determine 100 percent of the contract award fee for the prime contractor. Manager, Program Support – Developed and coordinated the technical, schedule and cost baseline for the National Institute for Advanced Technology and the DOE e-Health Records Program. Developed the work breakdown structure and implemented effective program controls integrating all activities into a single program management structure. Responsible for developing and maintaining an integrated master schedule. Prepared and implemented project management processes and procedures in accordance with accepted earned value management system (EVMS) methods. Developed financial planning models and prepared financial analysis to enhance corporate decision-making. Assisted in the development of new business proposals and client presentations. Conducted a project management systems review for SEA and U.S. Navy client at the New Orleans Information Technology Center. Selected as Consulting Division Employee of the Year in 2000. Show less



Boeing / McDonnell Douglas

• Group Leader, Project Controls

  • Apr 1986 - Sep 1992

  Provided direct supervision for up to 14 Analysts responsible for the daily operation of the McDonnell Douglas EVMS. Identified cost and schedule variances versus the planned work and recommended corrective actions. Developed documentation that demonstrated compliance with Cost/Schedule Control System Criteria during Air Force audits. Provided departmental coordination for all project control activities. Coordinated cost schedule and technical inputs for change proposals. Provided direct supervision for up to 14 Analysts responsible for the daily operation of the McDonnell Douglas EVMS. Identified cost and schedule variances versus the planned work and recommended corrective actions. Developed documentation that demonstrated compliance with Cost/Schedule Control System Criteria during Air Force audits. Provided departmental coordination for all project control activities. Coordinated cost schedule and technical inputs for change proposals.