Business Knowledge

International Experience in the built environment has provided an exceptional skill set in contracting and managing design and construction services for large high-profile projects to $400 million including commercial office towers, hotel, retail, institutional, energy, and international development projects. Organizational Process Assets OPA, lessons learned, best practice, and expert judgment form the knowledge base gained through experience.

 

Expert Knowledge enables competent leadership for cross-functional architects, project managers, engineers, and contractors in tracing, coordinating, and verifying design by stakeholder requirements and international building codes. Technical coordination of architectural, interior, and MEP systems design is a functional ability that enhances project performance during the project execution phase. Identification of design conflicts, oversight, ambiguity, and noncompliance limits change orders, schedule, and cost impacts. The design deliverables check and verification for compliance with requirements, building, and life safety codes is a reiterative and important process that makes the project successful.

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Leading Project Feasibility Studies that support budget cost management are applied early in the project and evolve to meet requirements. Project geographic location, the scope of work, building geometry, quality and performance, market conditions, programmatic factors, and risk contingencies are competing constraints in the cost estimating method, for example, quantity surveying. Expertise in estimating the project budget for large projects is supported by expert judgment, lessons learned, and organizational process assets.  

 

Cost Savings, Value Engineering, and alternative design opportunities are balanced and prioritized in meeting the needs of the user group and project sponsor. Invariably project sectors afford unique and inherent design decisions that can be considered in balancing quality, performance, hard costs, and construction costs. Twenty years of experience in a wide range of project sectors supporting design, schedule, and cost analysis.

 

Cost Performance Index CPI  used to evaluate project performance; work accomplished vs. expenditure. The project team monitors real-time and forecast data to identify new risks or opportunities and apply appropriate control measures. On occasion, solutions to control issues are leveraged from the broader organization. 

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Risk Management Skills combined with expert judgment support the early identification of risks and opportunities adding value and establishing and maintaining the operational effectiveness of the project or program. Qualitative and quantitative risk analysis data provides information that can be applied to determine cost and schedule contingencies.  Risk management is applied early in the project development phase to ensure that appropriate contingencies are assigned to known risks.

 

Inherent risk is visible in the industry's project sectors, contract type, geographical location, historical data, and constraints identified in the project management plan (design, cost, quality, HR, etc.).  These known risks are managed early since time for identifying and controlling unknown known risks is critical. Experience, expert judgment, organizational process assets, and lessons learned are invaluable resources in controlling exposure to conflict, schedule, and cost overrun.

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The Strategic Plan is developed for the project's tendering process to ensure transparency and establish a competitive approach to maintain budget constraints. Contract Managers and Quantity Surveyors are effectively guiding the tender development process with conclusive statements of work, packages, and requirements for the project. The instructions to bidders, statements of work, general conditions, special conditions, plans and specifications, BoQ, and other applicable tender documents are verified and must be aligned with the commercial policies and procedures of the company or organization. 

 

Tender and Contract Management International Federation of Consulting Engineers FIDIC, and The American Institute of Architects AIA and adapted versions are used to contract engineering and construction services.  FIDIC and AIA organizations have aligned versions of the contract to support international construction projects in firm fixed pricing, cost plus fee, guaranteed maximum pricing and often combined with fast-track design-build applications.  A fair, transparent, and competitive tender process is important in establishing a realistic baseline for project construction costs and a partnership with builders.

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​Adept in progressing and applying the Strategic Plan and adapting the Project Management Plan to forecast, measure, and control the negative and positive conditions affecting the project.  Client requirements, best practices, Organizational Process Assets OPA, Enterprise Environmental Factors EEF, and lessons learned are inputs to developing the project management, plan that will provide the cross-functional team with project objectives, milestones, and clear alignment in shared business goals.