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Click here or scroll down to respond to this candidateCandidate's Name
Cell: PHONE NUMBER AVAILABLEEmail: EMAIL AVAILABLEPROFESSIONAL SUMMARY Results-driven management professional with 36 + years of nuclear experience Senior Management abilities to manage and oversee all aspects of large-scale construction projects including project portfolio management. Proven ability to enhance overall work quality and efficiency through control of scope, schedule, and budget. Solid understanding of SOX reporting and corresponding attestations, and the use and adherence of parameters association with property unit catalogs (PUC). Integral in long range, 5-15 year and annual business planning cycles. Senior level knowledge of capital spend and spend planning and controls in both regulated and deregulated utilities. ANSI BRW SRO Certification; Project Management Professional (PMP) certified via the Project Management Institute (PMI) in Hybrid, Agile and Predictive Project Management styles. Significant experience with programmatic integration of largescale projects into the on- line and outage work management processes. Hands on experience working in and with Maintenance, Maintenance Programs and Engineering Programs. Proven track record that has consistently led to industry best, large-scale portfolio management including scope control, schedule management and cost controls. Expert level implementation ability and working knowledge of industry standards INPO AP-928, On-line Work Management Process, AP-913, Equipment Reliability Process and AP-916, Risk Management. Excel at developing future management potential and building and leading teams to perform at optimal levels.SPECIFIC SKILLS: Management and application of industry best, Project Controls and management of large-scale projects / portfolios through all stages of a projects lifecycle. Expert abilities utilizing management systems and reporting tools, Primavera (P6), Microsoft Project and add on scheduling update tool, Syntempo; PassPort / Asset Suite, Maximo, SAP, FSSA (Fire Safe Shutdown Analysis) Genesis Supervision/Leadership, Performance Turnaround, Root Cause and Focused Area Self Assessments, Team Building and Alignment. Development and management of Functional Equipment Groups (FEGs) and Plant Equipment Groups (PEGs) to integrate large scale capital projects efficiently, seamlessly into an operational environment. Visual Basic for all Microsoft based applications, Excel, Access, Power Point, Word, etc. Candidate's Name
Cell: PHONE NUMBER AVAILABLEEmail: EMAIL AVAILABLEEMPLOYMENT HISTORYJune 24, 2021 - PresentEntergy Major Fleet Projects, Senior Project Manager, Responsible for oversight of major projects that equal or exceed $70 million / total project. Ensure compliance to project governance by the supporters and performers When performance deviates from the standard, gaps will be evaluated by Major Fleet Projects and Site Leadership Effective actions will be established to close or eliminate the gap to excellence while also ensuring timely completion of the actions and effectiveness of actions Build a foundation of mutual trust and respect to move beyond compliance-based assessment to beyond compliance to challenge status quo Provide mentorship and coaching to station personnel focused on large scale construction management and turnover using industry best practices Engage early on in project objectives to understand project risk ranking, scoping details and estimating basis. Ensure scope drift does not occur and avoid gold plating. Elevate stakeholder engagement and quality of communications during the early stages of the project and throughout the lifecycle of the project. Assess and address command and control gaps Understand and steward improvements to the Projects work breakdown structures(WBS), construction plans, staffing and communication plans to identify potential organization gaps early the projects maturity Drive to next level project safety performance with respect to foreign material exclusion(FME), confined space and control of combustible loading. June 27, 2019 June 24, 2021Entergy ANO Senior Project Manager Responsible for $125-$150 million Large Scale Service Water Piping Replacement Capital Portfolio Develop and maintain an integrated, long-range Service Water plan utilizing System Engineering and Program Engineering input. Provide oversight for assigned Schedulers (Site), Estimators (Site), and Cost Analysts(Site) Coordinate Design Engineering to plan and schedule engineering resources to perform project scoping. Ensure Senior Leaders are aware of project development, challenges, and resource needs via monthly reporting and face-to-face interface. Ensure Projects schedules are developed and maintained. Ensure Projects cost estimates are developed and refined during the projects life cycle. Coordinate with Cost Analyst with development, maintenance of working forecasts, and cost analysts with review and submittal of working forecasts. Candidate's Name
Cell: PHONE NUMBER AVAILABLEEmail: EMAIL AVAILABLE Ensure updates and variance explanations are provided to Finance Business Partners. Report overall project cost and schedule performance. Advocate and promote full involvement of all station departments in working with the control of large-scale projects. Perform preparation and review of accurate project forecasts. Ensure adequate oversight for projects in the implementation phase. Ensure realistic budgets and baseline schedules are developed during front-end loading stages. Ensure applicable procedures, project delivery standards, and guidelines are utilized for scoping, work breakdown structure (WBS)development, estimating, scheduling, risk management, cost tracking and reporting Perform preparation of project review/approvals Perform contract management duties Provide support in development/evaluation of Proposals documents. Perform review and execution of financial forecasts, accruals, and reporting. Develop, review and track project estimates and quality Advocate and promote full involvement of station departments in working with project controls functions Implemented Code Case N-752 to allow for reclassification of Service Water Piping from High Safety Significance (HSS) to Low Safety Significance (LSS) enabled significant cost savings across the site for material purchase and work implementation April 2019 June 2019Sabbatical to support family issuesMarch 2016 April 2019Comanche Peak Nuclear Power PlantSenior Project Manager / Program Project Manager Defined and implemented the programmatic scope for the Fire Safe Shutdown Analysis(FSSA) project - $88M overall project spend - all programmatic aspects were left until the end of the project. I was brought in to recover the project in this area Defined measures for success and NRC completion deliverables and drove the project to completion Identified impact on FSSA / Genesis / Procedures / Training and other high impact groups. Developed a level 1 - III implementation schedule and implemented through final closeout Developed communications for the Station and Management Team to outline overall changes and impact associated with the FSSA revision Program Project Manager Developed PMBOK consistent project management control tools for projects Candidate's Name
Cell: PHONE NUMBER AVAILABLEEmail: EMAIL AVAILABLE Team member on IER 16-9 Risk Assessment; Developed a long-range planning process which included the development of several new procedures, and numerous revisions to existing procedures. Designed and developed Project Health Reports that have been automated to link the project schedules to risk assessment and cost actual / projections Designed and developed a Backbone Schedule for long range project planning (P6 / Syntempo) Completed effectiveness review on 6 of 7 recommendations associated with IER 16-9 Key Projects Supported Upgraded the Station Service Water Tunnel Changed out Emergency Diesel Generator Starting Air Skids (8 skids -4 on each Unit) Upgraded Turbine Building Smoke Detectors Upgraded Feedwater Pump Circuits Changed out Instrument Air Dryers Replaced TBCW Heat Exchanger Tubes Upgraded Condenser Manways Replaced Containment Vent Chillers Replaced Feedwater HeatersMay 2013 to February 2016FENOC Fukushima Integration / Governance Project Manager Define / develop organization communication plan Outline overarching project measures for success Define budget and schedule for the integration at a fleet level for Fukushima Governance and Program management Identify impact to Procedures and training across the fleet, develop change plan and associated schedule and lead changes thru completion for all FENOC Nuclear sites Define / develop overall FENOC, Fleet Level I Fukushima schedule consistent with NRC commitments, integrate Governance and Program Level major milestones and provide oversite and leadership through project implementation Define steps necessary to integrate with RRCs (Regional Response Centers) and local Emergency Planning organizations Define, integrate, and manage NRC and INPO correspondence working with site leadership and fleet licensing Develop assessment and readiness FASA plans Integrate Fukushima related equipment into the site Work Management and Equipment Reliability processes.February 2013 to May 2013SONGS NuclearExecutive Consultant - Work Management Process Alignment Assessment Candidate's Name
Cell: PHONE NUMBER AVAILABLEEmail: EMAIL AVAILABLE Responsible for the review and analysis of SONGS Work Management process, specifically focused on the integration of Engineering and Project Management into the Online roofless and workflow. Evaluate Work Management Process readiness for restart o Outline areas for improvement prioritized by need date o Develop improvement plan to support prioritized list of improvements o Recommend Team for improvement plan deploymento Manage overall initiativeFebruary 2008 to September 2012Bruce PowerDepartment Manager - Corporate Governance & Oversight (CFAM), Online Work Management Programs and Processes Responsible for Bruce Powers Online Work Management program including scope, industry alignment, organization structure and functionality and metric development and control (8-unit facility) Refined Online Work Management program to align with Industry standards, including the rewrite and implementation of Work Management procedures Developed Corporate Functional Area Manger (CFAM) structure and action plans to address GAPs with Industry best practices Provided oversight and field observations for 8 Unit organization to eliminate WANO AFIso Closed AFI associated with a long standing AFI associated with online program / process GAP with the Industryo Recognized by CNSC as key driver for significant reduction in long standing CM / EM backlog reduction effort.o Leader in the restart effort of 2 units for data repatriation and return to normal business ops Recognized by WANO as a Strengtho Implemented Passport V10 and Web Primavera (V6)o Established Long Range Cycle Plan and Scheduleo Developed and implemented multi-tier performance metrics to monitor and improve online work management performanceo Spear headed projects to develop model work orders, model clearance orders and model REPs to streamline readiness processeso Instrumental in aligning Engineering Programs to be consistent with (AP-913) initiativeso Instrumental in aligning Work Planning processes and programs with ERPI standards and Industry best practices Voting member of INPO AP-928 industry governing committee Candidate's Name
Cell: PHONE NUMBER AVAILABLEEmail: EMAIL AVAILABLEo Developed / participated in Rev3 of AP-928o Subcommittee Chair for the establishment of Work Week Manager Professional Development course(June 2004 to December 2007)Prairie Island Nuclear Plant, NMC, Welch, MNConstruction General Superintendent and Assistant Maintenance Manager Responsible for Maintenance Program management; recovered rework processes, maintenance work standards, etc. consistent with INPO standards for Conduct of Maintenance Managed and directed the plant Construction Department which supports the maintenance department and installs major modifications to the plant (60-185 FTEs); major projects completed: 1 Steam Generator Replacement, 2 Rx Head replacements, 2 GSI-191 Sump Screen Upgrades, 2 Amertap upgrades, Containment Fan Coil Unit Upgrades, and other key projects. Managed outage scope and resource utilization for all maintenance and outage supplemental labor activities Interfaced with Contracts Administration organization and local union business agents Managed and directed the Planning Department including online/outage and all modification planning (23 FTEs) Implemented new planning standards to improve package quality and content (EPRI Planning Guidance) Managed the Maintenance Department budget ($23.5M O&M, $5- 25M Capital Projects) Satisfied quorum requirements for PRG (Project Review Group), PHC (Plant Health Committee), Outage Scope Control Committee Acted on behalf of the Maintenance Manager in his absence Active member of the industry Work Planning Users Group Successful recovery of all INPO Areas for Improvements (AFIs) in Work Planning associated with the 2005 INPO Evaluation period. Received no INPO AFIs in Supplemental Workforce management. Key change agent for many process improvements. Recognized by Senior Station Management as a critical change agent.(Exelon from March 1988 to May 2004)Dresden Nuclear Power Station, Exelon, Morris, ILMechanical Maintenance General Supervisor (May 2003 to June 2004) Collateral Duty with Valve Team Project Manager Oversaw and supervised craft personnel in the daily maintenance of nuclear power plant systems Mentored and coached subordinates for future positions within the station and company Administered coaching and performance management including initiation of disciplinary actionCandidate's Name
Cell: PHONE NUMBER AVAILABLEEmail: EMAIL AVAILABLE Effectively communicate significant plant personnel issues to Maintenance Manager and all applicable levels of station management Fostered open communication and collaboration between all organizations, internal and external to the plant including INPO and regulatory agencies Supervised vendor inspections and repair of plant equipment. Assure effective procurement and use of material, parts tools, equipment and M&TE Participated in all aspects of Maintenance Department management to support safe and efficient operation of the plant, including the development, implementation and performance monitoring of all corporate, and divisional business goals and objectives Outage Valve Team Project Manager Collateral Duty (May 2003 to June 2004) Responsible for defining the scope, developing the schedule, and safely executing 9,000+ hours of valve maintenance and modification work during D2R18, a 19-day refueling outage Acted as single point of contact for all valve issues during the Outage and Outage planning periods Responsible for and management of Valve Team interfaces with Operations, Materials, Outage Management, Training for outage participation and execution Outage results were a successful completion of all Valve Teams related work within budget and planned outage window Participated in the development of roving valve teams now the industry standard for valve maintenance during outagesAssistant Station Manager (May 2002 to May 2003)Developmental Role / Collateral Duty while in SRO Certification Course Responsible for the implementation of key projects per the Station Managers direction Responsible for review, analysis, and presentation material for key Station information Participated in key assessments, benchmarking, and evaluations per the Station Managers directionStrategic Business Plan Senior Analyst / Long Range Planner (December 1995 to May 2002) Responsible for the overall development, integration, and implementation of the Stations Strategic and long-range Business Plan(s) Developed the Sites Business Plan and long-range recovery plans established a new standard for Exelon in this area Directly responsible for the development, alignment, and authorization of the Stations Annual Project plan(s) ($20M Investment and $5M Expense) Provided monthly and annual performance analysis concerning strategic objectives and business scenarios to the offices of the Site Business Manager and the Site Vice President Performed annual and quarterly Benchmark analysis, GAP analysis and Pareto analysis to establish or modify strategic goals and objectives Candidate's Name
Cell: PHONE NUMBER AVAILABLEEmail: EMAIL AVAILABLE Led the development effort to define the tools and standards to be utilized for a 30-year operational-to-decommissioning plan Expert Knowledge of INPO Index and other industry indicators and assessment criteria Responsible for educating the Site Senior and Middle Management Team on the Business Planning, Project Authorization and Performance Metric Processes Online Work Control Superintendent (August 1995 to December 1995) Developmental Role during Reorganization to Ready me for the Strategic Role in Business Planning and Long-Range Planning Superintendent responsible for the development and implementation of the Stations production schedule Overall responsibility for the management and control of the department budget, business plan and contract management Developed the first integrated 30 Year Plan for the Station. Member of the Work Control Process Re-design and Improvement HIT Team Senior Project Manager, Station Blackout (SBO) (October 1991 to August 1995) Overall responsibility for the management and financial performance for the Station Blackout and 4kV Projects ($46M Estimated Budget). Completed the project on schedule and under budget by 4% Participated in monthly and quarterly financial and schedule adherence reviews with the Site Vice President and Engineering Manager Overall responsibility for the Contract Management of key suppliers (birth-to-death concept from contract evaluation-contract closeout) Spearheaded the use of Co-Mingling teaming concept between Union plant personnel and Union contract personnel during installation and testing phases of the Project Developed and deployed Earned Value Analysis (EVA)tools that were deployed for use across the division Developed training/presentation materials and educated key Site and Corporate personnel on the application and use of specified EVA tools Corporate System Engineer Support for HVAC (August 1990 to October 1991) Operations Department A/B level UNIT OPERATOR (March 1988 to August 1990) SKILLS AND CERTIFICATIONSCandidate's Name
Cell: PHONE NUMBER AVAILABLEEmail: EMAIL AVAILABLE PMP Certification Including Agile Cornell University, Certified Dispute Resolution Facilitator Certified Root Cause Investigator and Analyst; Stream Analysis Certified; Certified in Advanced Prevention and Reduction of Organizational and Programmatic Failures(Performance Improvement International Four Years Engineering Training and Qualifications in the areas of: Technical Specification Application, Regulatory Assurance Documentation and Correspondence, Safety Evaluation Preparation and Approval, Operability Evaluation Development, Project Management Reporting and Financial Analysis, Engineering Economics. Microsoft Access 2.0, Access 97 and 2000 Advanced Programming and Application Development Certificates Exelon Corporate Educational Certificates in Windows 95, Office 97, Project View Scheduling, Microsoft Project, Microsoft Publisher, Advanced Excel use and Application Development, and numerous other software packages. INPO - Maintenance Manager Readiness Certification P6 Scheduling and MS Project Indus software suite (Passport) Microsoft Office Suite 2003 Dale Carnegie Management and Leadership Training Leadership Breakthrough 1 Rapport Leadership International Qualified Process Analyst using GE Change Acceleration Process (CAP). Qualified to Develop and implement Total Quality Management Tools EDUCATION 12 hours remaining to complete a bachelors degree in Business Administration: with a minor in Psychology: North Central University, Naperville, IL Senior Reactor Operator (BWR) ANSI Certification Project Management Certification (PMP) including Agile |
