Works
DUQM Refinery – Process Unit - Oman
Period: July 2018 – March 2020
Position: Project Controls Manager.
A major effort was deployed to ensure schedule and progress achievement; through schedule, reports and risk analysis, potential issues were anticipated. Preparing corrective actions and alternative plans in advance, with clear indication on when and how should be implemented before any unrecoverable impact in the schedule.
The focus was also to have regular meetings to resolve disputes and potential claims avoiding its entrenchment and future escalation.
With this action, the project was handed over to construction site being ahead of plan and without disputes on the table
Hired through WOOD PLC Iberia as Project Control Manager for Process Unit Package, being part of DUQM Refinery Project Management Team. In this position I was responsible for planning, cost control, risk management, project reporting, document control, management of change, lessons learnt process, definition of company procedures, ensuring contractor adherence to contractual requirements and follow up of project performance, deviations analysis and recovery measures.
In addition to normal project control activities, I also was responsible for project status presentation to shareholders, lenders and other stakeholders on regular basis.
Major challenges achieved are:
- Proactive communication among packages’ Project Control Managers to ensure coherent and robust monitoring criteria in the three main packages allowing to roll up at global level.
- To develop and settle an integrated schedule of the three main packages and contractors to ensure a global picture and global critical path, giving input of urgency and acceptability of interfaces and commissioning schedule.
- Successfully manage a multicultural team formed by Spanish, British, Omani and Kuwaiti individuals.
REPSOL Norge AS - YME New Development Project - Norway
Period: February 2018 – July 2018
Position: Project Controls Delivery Lead.
Successful achievement of multiple contracts on different bases in a cost-constrained environment.
Hired by REPSOL Norge AS as YME Wellhead Module – Project Services Delivery, being responsible for planning, cost control, risk assessment, reporting, management of change and tendering process support.
Under the role, I was responsible for wellhead module fabrication, transport and installation and subsea control system contracts.
Al-Zour Refinery - KIPIC - Kuwait
Period: July 2016 – February 2018
Position: Sr. Project Control Manager – Package 55A
The biggest project where I ever been involved with a successful implementation of project controls tools, management of change, and dispute resolution, being the project transferred to construction team within schedule and cost.
Hired by AMEC Foster Wheeler Iberia as Sr. Lead Project Control Manager in PMC Team for Al-Zour New Refinery – Package 55A for Kuwait Integrated Petroleum Industries Company, being responsible for planning, cost control, risk assessment, reporting and management of change. Package 55A is the main process unit with a processing capacity of 615.000 BPD.
Martin Linge - TOTAL E&P Norge AS - Norway
Period: December 2012 – June 2016
Position: Project Control Manager – SURF Package
Project package completed successfully on planning, cost and contractual terms. The schedule was conceived to ensure marine operation within good weather season by giving float to predecessor activities and robust risk monitoring to anticipate any issue and act in early stages before any kind of impact.
Scope optimization with saving sharing promoted a better executed project within time and with cost reductions.
Strong follow up on management of change and disputes, being settled by agreement before any escalation
Hired by TOTAL E&P Norge as Project Controls Manager for SURF Package; I was responsible for: planning, cost control, risk assessment, reporting, contract administration, administration and IT focal point. I joined the project at EPC contract award and the scope included: interconnecting pipeline up to FUKA Pipeline (70Km), AC power supply from Kollsness (160Km), fibre optic cable from Huldra (55Km), subsea modules installations (WYE, PLEM and SSIV), flowlines and power supply between Topside and FSO and FSO Mooring installation. I manage a multicultural team of 8 persons.
Major challenges achieved are:
- Coordination of activities carried out at the UK and Norway as project covered assets of two different affiliates TOTAL E&P UK and TOTAL E&P Norge, including permits coordination, documentation approval, final documentation and reporting.
- Managing contract change process in order to accommodate Topside package delays within SURF work performance with a minimum cost impact and acceptable schedule.
Nyhamna Expansion Project - Norske Shell AS - Norway
Period: February 2012 – November 2012
Position: Project Services Lead & Stavanger Site Representative
Construction works carried out in northern Norway, under harsh weather and brownfield operations, factors taken into consideration in contractual terms, increasing the complexity of the contract.
This complexity was transferred to bid evaluation and contract terms negotiation while ensuring enough protection and completion on time and budget
Hired by Norske Shell as Project Services Lead and Stavanger Site Representative; I was responsible for: planning, cost control, risk assessment, reporting, management of change under Project Services Lead and responsible for contract monitoring, QA/QC and HSSE achievement and focal point for contractor for any project relating subject at Stavanger. This period comprised project FEED and tendering stage up, contract award and project mobilization/transition.
Ourhoud Increase Water Handling Project - CEPSA E&P - Algeria
Period: October 2010 – February 2012
Position: Project Control Manager
Brownfield project to increase water treatment and its reinjection into the reservoir while increasing the field’s oil production capacity.
The project team should take into consideration shareholders’ requirements while granting operation continuity and taking onboard existing field requirements and regulations.
The project required a prequalification process under Algerian law, followed for a tendering phase of selected bidders and presentation of results shareholders for project sanction.
Hired by CEPSA E&P as Project Control Manager for Organisation Ourhoud; I was responsible for: planning, cost control, risk assessment, reporting, contract administration, document control and administration. I managed a team of 6 persons. This period comprised project FEED and tendering stage up to paralyzation of contract award, including partners’ investment decision.
I was responsible for prequalification process evaluation and at a later stage for the tender process evaluation preparing the results for management decision.
Major challenges achieved in this project were:
- To produce adequate information in order to support partners’ investment decision and pass the different decision gates.
- As Organisation Ourhoud is a partnership under Sonatrach management, I should work under Algerian law and Sonatrach procedures.
Medgaz Project - Medgaz - Spain & Algeria
Period: April 2006 – April 2011
Position: Project Control Manager
Without any doubt, this was the project that made me proud of, not only my work but also proud of my profession.
As a project starting from scratch, Medgaz opened the door to implementing lean procedures, suitable for a small organization and following PMI guidelines, which demonstrated their validity and applicability, rendering successful and accurate control of project status and forecast, within a multicontract, multinational, multicurrency and multicultural project.
Hired by Medgaz S.A. as Project Control Manager; I was responsible for: planning, cost control, risk assessment, reporting, contract administration, custom clearance, LLI logistics, foreign currency acquisition and bank guarantees administration. I managed a team of 8 persons located at three different sites (Madrid, Almeria and Beni-Saf). This period comprised from project FEED and tendering stage up to project closure, including project Final Investment Decision, managing the process through the different decision gates.
In addition to normal project control activities, I also was responsible for cash calls management and project status presentation to shareholders on regular basis.
Major challenges in this project were:
- To produce adequate information in order to support partners’ investment decision.
- Successfully coordinate and control five major contracts from different countries contractors with different cultures and with interfaces among all of them
- As a newly created company, I also collaborated in developing the company structure, as a part of the project, not only delivering an operating facility as an operative company.
- To deal with multicultural and different legal framework.
Canary Islands Upgrade - Endesa Generacion S.A. - Spain
Period: March 2005 – April 2006
Position: Project Controls Manager
Endesa proceeded with a program to upgrade all power generation stations in the Canary Islands. It was achieved to have a coherent control and schedule from multiple contractors, with diverse scope and size but achieving the generation of a common ground reporting for the whole program.
I have been hired by Endesa Generacion S.A., under consultancy basis as Project Controls Manager to be responsible for project planning creation, follow up and update, subcontractors planning coordination, progress reporting, cost control, risk assessment & HSE reporting.
The projects under my responsibility were:
- New CCGT Barranco Tirajana (Gran Canaria).
- New CCGT Granadilla (Tenerife),.
- New diesel generation plant Guia de Isora (Tenerife).
- New generators no. 8 & 9 Punta Grande (Lanzarote).
- New generators no. 9 & 10 Las Salinas (Fuerteventura).
- New generators no. 14 &15 Los Guinchos (La Palma).
- New generators no. 14 & 15 Llanos Blancos (El Hierro).
- New generators no. 18 & 19 El Palmar (La Gomera).
Snøhvit Project - Dragados Offshore - Spain
Period: November 2003 – February 2005
Position: Project Control Manager
Snøhvit project was awarded by Statoil to Dragados Offshore in Cadiz.
This project presented a major constraint. The delivery date was fixed and non-negotiable, as the process module could only be transported in a very narrow good weather window in northern Norway, without the presence of ice. Any delay would be translated automatically in one year delay.
The focus was deployed successfully, to make the critical path been stable and ensure the achievement of the delivery date, anticipating any contingency measure for the successful delivery
I have been hired by Dragados Offshore under consultancy basis as Project Control Manager to be responsible for planning, cost control & contract administration activities. During this work, I supervised a team of twenty-one persons managing a level 5 planning.
I was also responsible for contractual claims, contract revision and general planning revisions; together with the usual work of project control/monitoring, alternative proposals to fulfil the project successfully, planning creation and maintenance, cost control and close monitoring and support in contract administration.
Petrobras 40 & 38 - Maritima Petróleo e Engenharia Ltda. - Singapore
Period: May 1998 to September 2000
Position: Planning and Cost Control Coordinator
In this project, I was mobilized in the early days of the project, together with the construction manager, to establish Singapore´s site and processes/procedures for execution of the works.
Covering management functions due to a reduced team and elaborating procedures ensuring smooth communication between Brasil (Engineering and LLI procurement) and Singapore (bulks procurement, construction and commissioning) with a time difference of 11 hours.
The project involved a fascinating multicultural immersion with a mix of European, American and Asian cultures.
Maritima is a Brazilian company, which carried out these projects in Jurong Shipyard (Singapore). The projects were an FSO and an FPU, which are now deployed at the Campos Basin in Brazil.
I was employed in the capacity of Planning and Cost Controls Coordinator for Jurong Shipyard in Singapore and responsible for the elaboration of a detailed plan for the completion of units in the committed time, financial planning for projects, progress measurement, suppliers and subcontractors financial control and payment, contract management and contract deviations management. I also liaised with the project manager to inform him of any deviation from the initial plan and budget and offer the possible ways to correct it. I liaised with all department managers and their teams in order to know any possible deviation from the original plan or extra-contractual works and manage the situation. I liaised with the shipyard construction and engineering department.
Petrobras 26 & 32 - Astilleros Españoles S.A. - Brasil
Period: January 1996 to September 1997
Position: Project Manager Representative
Due to delays in engineering, located in Brasil, Astilleros Españoles decided to deploy a team in Brasil to ensure the fulfilment of deliverables’ schedule and observance of company requirements. I was appointed as Project Manager Representative and empowered to take decisions on his name.
This opportunity confirmed my interest in project management roles.
This opportunity also developed my skills in intercultural leadership, not only on social but on technical matters too. How different countries do things differently, but all of them were equally successful and they should not be disregarded.
Astilleros Españoles was awarded the construction on a turn-key basis of an FPSO and FPU for Petrobras. The engineering of the project was subcontracted to a UTC, a Brazilian engineering company.
I was employed by Astilleros Españoles to keep proper coordination between Spain and Brazil in engineering and technical approval of equipment, with the capacity as project manager representative in Brazil. I was responsible for obtaining a plan from the engineering company, fulfilling the requirements of the shipyard. I was also responsible for ensuring that the material requested by the engineering office matched the requirements of the shipyard with working procedures and the available materials. I was responsible for the technical approval by the engineering of the equipment and materials for procurements. I liaised with the client and suppliers to coordinate that the equipment, supplies and engineering matched the requirements of the contract. I also helped the Spanish office to recognize and evaluate extra-contractual works.
Later, back in Spain, I was responsible for the final engineering and assisted the project manager in closing the contracts with client and subcontractors.
MESTRAL Project - E.N. "Bazan"/Cadiz University - Spain
Period: June 1992 to October 1993
Position: R & D Team Leader
Within the Fast Ferries Program of Empresa Nacional “Bazán” de Construcciones Navales Militares S.A.. Commited the construction of three aluminum fast ferries for Trasmediterranea (Albayzin, Alcántara and Almudaina).
Major issues on welded aluminium were welding procedures and deformation due to welding.
In collaboration with Cadiz University, It was deployed a Research and Development project in both issues, being the leader of the deformation control team.
The research was successful with the upgrade of shipyards procedures reducing deformation to permissible values and reducing 85% from initial values.
Investigation work developed through Cadiz University for Bazan in order to find the reasons for aluminium deformation and welding problems and solutions for this subject.
I was responsible for the team coordination and definition of the guidelines to follow for the investigation. I liaised with the University and Shipyard in order to show and review the progress of the work.
The results were the reduction of the oversize in the blocks, 85% reduction of deformation, no post-welding works needed, and welding problems solved. Additionally, a set of rules and procedures were created to avoid the problems found, which are still in use.
The result helped the shipyard to deliver the second vessel four months before the contractual date.