Tell us more about who you are, what you do and where you want to be. What are your main business challenges? (Tip: provide your current Job Title, Industry, company or/and paste your Linkedin profile here). Use as many relevant keywords as possible. Tell us what you can offer the community. What sorts of discussions, events, and activities you can participate in.
Senior Construction Project Manager worked with ENR listed companies in the Middle East and Canada on High-rise and Infrastructure Projects.
A Licensed Professional Engineer in Canada as P.Eng. and MSc Project Management from UK University of Salford Manchester
Can prepare Risk management Project Plan and other essential documents specified in PMBOK, determine Capability Maturity Model, prepare Manuals and procedures for ISO, have expertise in Project Success and Failure Factors, suggest solutions preventing failures.
Well familiar with use of Project Management software and other Quality Tools for successful completion of Project within Iron Triangle, perform organizational Assessment and have expertise in High rise and Infrastructure project and Contract and Risk Management, get the companies ISO certification and monitor the company performance for maintaining the standard; member of Research gate, Science Direct, and Harvard Business Review, make use of research articles to resolve Construction related problem, risk managent and disputes, manage multiple projects using PM software and the PMBOK guide lines i.e. Project Intiation, Planning, Monitoring, and Control, Exection and Project Close out, manage all stakeholders and possess communication and Transformational Leadership to manage and motivate the team, detect and correct erros as soon as possible minimizing rework cost, prepare the esstial documents (i.e. Project Management Plan, Risk Management Plan, Procurement Plan, Business Case, feasibility Study, Project Charter, Change Management and Communication Matrix), and get the Stakeholders agreement and approval prior to commencement of the projects.
Avoid Construction Claims through good documentation and controlling and managing scope creep, perform as planned Forensic delay analysis on the construction schedule, the ultimate test of project control, appoint a committee comprising stakeholders to resolve any dispute before it goes to claim.
Studied why mega-projects deliver late, the reasons and remedies, and take proactive actions not to commit those blunders and take measures to avoid those. Use the four technologies to manage the budget i.e. inclusion of estimating contingencies, Planning ahead by generating Financial Plan, tracking expenses and keeping on track as foretold in above para i.e. monitoring actual costs vs. planned costs and identify any deviations, in other words, EVM (Earned Value Management).
As far as Cost Management is concerned I provide tangible answers to these five questions
1. How well defined is the scope?
2. How accurate are the expected productivity rates?
3. How accurate is the resource availability assumption?
4. What are the most significant factors that could affect this estimate?
5. How likely are they to occur?
I am interested in
Consulting offers, Job inquiries, Career opportunities, Expertise requests
You need to be a member of GlobalRisk community to add comments!
Join GRC Inner Circle - Get Top Risk Resources, Member Support PLUS become our patron
If your organization delivers products and services that bring value to our members, you are welcome to join our partnership program.
Companies are welcome to setup a business profile page in our Multimedia Business Directory. You will get full control of the page and can include cutting edge possibilities – videos, adverts, presentations, white papers, job offers, Press Releases, product information, company blog, news feeds and more.